1. iDpms Annual Report 20082009 20082009 has been a year of turnaround and focus for IDPMS. With not so encouraging environment of receiving support from national and international agencies and uncertainty of government and its agencies awarding field based projects, IDPMS maintained its tempo of work in both the major areas of its focus namely Governance and Livelihood. Evidence based action research projects in social sector like primary health care initiated in the previous year was successfully completed. And couple of additional projects in this sector has been negotiated. In livelihood sector, the Government of India supported Cluster Development Project for rural artisans have come to its finishing phase. Establishing and consolidating community based micro finance cooperatives MANINI has made good progress .Two more women cooperative have been established. Income generating project for SUJALA watershed beneficiaries has been successfully completed. Pilot project for introduction of LED lamps for rural consumers has continued. The performance during the year, the issues addressed and future path of travel are narrated below.I. GOVERNANCE Project DARPANA Transparency and Accountability Good governance by and large envisages building accountability of public administration institutions to the public they are supposed to serve. Building efficiency and accountability of public institutions is seen as one of the ways of improving the exercise of power in the management of economical and social resources. Tracking of public expenditure and identification of differences between the budgeted expenditure and the services received by the users; using further these evidences for advocacy with citizens and policy makers will to a reasonable extent bring pressure on the government to be transparent and accountable in delivery of public services. One such study started last year, in two districts of Karnataka, which was diagnostic in nature, to track the expenditure incurred by the state government in delivery of health care services through primary health centers, was completed. The main findings of the study are: Drugs availability • While Bellary ZP is provided more than the provision (60% of the total drug budget), Chamarajanagar is provided less than 50%. • As against the budget provision made Chamarajanagar has nearly fully utilized funds in 2007 08, but has used only up to 80% in 200506 and 200607. Bellary has used less than 50% in all the three years. • Under health and family welfare grant in the state budget there is a persistent savings during 19992003 Provision Provision of ZP of ZP Budge - > t Budge - < t 6% 0 5% 0 Bellary C R NAGAR
2. iDpmsNote: This is considering only the allocation made through the ZP (60% of total drug budget )• Stock outs occur with an average duration of 14 weeks.• 1922% of patients have said, either partially or completely they purchased medicines from private drug stores.• Per capita drug expenditure is Rs.16.12 per annum.Reduction in Drug budgetDrug budget as a % of total district health budget has been decreasing year after yea r(Bellary 2.51.9, Chamarajanagar 2.51.8 for years 200405 200708) 12 10 1.9 8 1.8 6 2.5 1.9 4 2.3 2 2 2.9 2.5 0 Bellary C R NagaraNon availability of doctors• Non availability of doctors at PHCs is 49%. As a consequence, per patient time that the doctor spends gets reduced and waiting time becomes longer.• Availability of doctors is 51%. Doctor spends around 5 minutes on 49% of the patients and 59 minutes on 48% of the patients. 60% 50% 40% availability 30% 51% 49% non availability 20% 10% 0% availability non availabilityVacant position • Many vacant posts are yet to be filled up. Vacancies for Pharmacists62%, lab technicians24% and nurses 45%.
3. iDpms 70% 60% 50% 40% 30% 20% 10% 0% Phamacists Lab techs. NursesShortage of Staff quarters • 72% of doctors, 62% of pharmacists and 50% of nurses do not have staff quarters. 80% 70% 60% 50% 40% 30% 20% 10% 0% Doct ors Pharm s acist NursesPatient satisfaction • 52% of patients were not satisfied about cleanliness; 44% were not satisfied about drinking water availability. 52% 50% 48% 52% 46% 44% 42% 40% cleanliness drinking not satisfied water not satisfied
4. iDpms Reasons for non availabilityII. Overview of NREGA programmes in Karnataka. National Rural Employment Guarantee Act has been considered as a flagship programme of the Government of India. This is the first of its kind in the country were in through an Act, the state guarantees jobs for those eligible poor rural families for 100 days in a year. Three years ago the programme started in Karnataka in three pilot districts. Later it was taken up in all the districts. National Institute for Rural Development (NIRD) which is the nodal agency to monitor the programme entrusted IDPMS an assignment to quickly evaluate the work in three districts namely Hassan, Raichur and Gulbarga. The study is in progress and expected to be completed in six months time.
5. iDpms Farmer explaining the process Impact of NREGA–Barren to green landsIII. Drug Procurement and Distribution An international organization is in discussion with IDPMS for a possible partnership to study in detail the process of drug procurement and distribution to PHCs, openness, transparency and accountability in the process and do evidenced based advocacy.IV. Study on Panchayaraj Insitutions RURAL PAARC a field based research organisation assigned IDPMS a study ( sponsored by Swiss Agency for Development Cooperation) to find out the extent to which the PRIs have been able to take up pro poor initiatives. 60 52 9 subjects taken up for study, 50 IDPMS conducted study on Akshara Dasoha, ICDS and 40 30 Primary Health care systems. 30 The study was spread across 20 52 villages, 30 GPs, 8TPs 5 8 10 and 5ZPs in Gulbarga, 0 Bagalkot, Chikkaballapur, Districts Taluks GPs Villages Kolar and Hassan districts of Karnataka state. Main findings: Akshara Dasoha (Mid day meal scheme) • The student population per class room in Bagalkot and Gulbarga districts is more than in Hassan and Kolar districts. • Districts of Southern Karnataka got higher budget sanctioned as compared to North Karnataka districts. • The dropout rate at the primary level (IVII) standard in South Karnataka is 20.4 as compared to North Karnataka37.4, Bombay Karnataka29.7 and Hyderabad Karnataka46.7. • Parents are moving their children to English medium and private schools. • Specific roles have been assigned to PRIs in the guidelines. But in most of the districts where the study was conducted, role of GP has been very minimal or negligible. • Community participation is at the lowest or absent. • Community based monitoring committees have not been established. • Both GP members and parents are not fully aware of the scheme.
6. iDpms Integrated Child Development Programme (ICDS) • Many of the families desired to have increase in the quantity of the food supplement provided and also to improve the quality. In the very backward regions and also during drought seasons, when the families resort to migration, women children and the aged are the hard hit. • Coverage of adolescent girls is not sufficient • Many of the AWC do not have their own building; safe drinking water and sanitation facility. • Field level monitoring is poor. Balvikas samitis are not functioning effectively. GPs and community participation is poor. In order to facilitate the landless labour families suggestions have come to open the AWCs in the evenings or extend the timings till 5 pm. • There is no convergence at the ground level. • Field based research studies have to be conducted to assess nutrition and overall development of children. Likewise facilities have to be created at the field level to measure nutrition status and growth of children adolescent girls, pregnant women and nursing mothers. Primary health care (Sub Centres) • Villagers who have options to get services from private medical and health services like in better off districts would not prefer to go to sub centres. As such they do not have good opinion. Where as village community from backward districts like Bagalkot and Gulbarga use the services of sub centres as they have no access to private service providers. This does not necessarily mean that the services of sub centres are good. • ZP/TP and GPs do not play any major role in governance and administration except for routing the funds received from the government • As health is not just dependent on treatment of sick persons but on other vital issues like access to potable drinking water, good sanitation and environmental facilities, providing food security to women and children, educating women especially from backward regions, it is very difficult to establish whether there has been an impact of the pro poor initiatives of the local governments on the livelihood of the rural marginalized sections. • Enough resources have to be provided to the rural health services. Funds disbursal process needs to be streamlined. • All existing vacancies in the medical and para medical posts have to be filled up. Proper accountability has to be fixed. Community has to be involved in the governance process. • There should be proper convergence between health, education and water supply and sanitation programmes at the village level.II. LIVELIHOOD PROGRAMMES 4. MANINI: Mahila Nirantara NidhiMANINI is a community based micro finance programme promoted by IDPMS. At present in two districts of Karnataka namely Bellary and Gadag. Through this programme, women are trained to run the MANINI cooperatives. They are taught about the rules and regulations as per Karnataka Souharda Act and also maintenance of accounts. Women started one MANINI Cooperative at Kottur in Bellary district and one at Laxmeswar in Gadag district. While the MANINI at Bellatti (Gadag) has completed one year the other two cooperatives have just started the operations. From all the three cooperatives totally there are 2486 members from 212 Self Help Groups. The total amount of share capital collected is Rs. 4.0 lakhs. In order to build the capacity of these cooperatives, IDPMS is conducting capacity building programmes and also receiving good cooperation and support from MANINI board meeting in Karnataka Souharda Sahakari Union, progress Bangalore which is the designated regulating body. Efforts are being made by the women to expand the base of shareholders as well as SHGs joining MANINI.
7. iDpms No. of Share amount Location of SHGs No of collected MANINI covered Share- Rs Souharda by holders Cooperative MANINI Bellatti 58 741 159315 Lakshmeshwar 98 886 177200 Kottur 47 800 155000 Several micro finance organizations both from within the state and outside have started aggressively lending money to the individual SHG members. As a consequence, there are possibilities of SHGs breaking and women forming joint liability groups for accessing credit. Secondly women can become members of more than one JLG and receive multiple credit thus increasing chances of default. It is to be seen whether the thrift culture of SHGs will be put on hold and the SHG bank linkage model propagated by NABARD will be seriously affected. As IDPMS intends to promote community owned model, irrespective of spread and growth, women will learn to save and lend their funds under a legal organisation which they own and govern. In the coming year IDPMS intends to have series of capacity building programmes with the support of the Souharda Sahakari Union and also build a MIS for better functioning.5. ‘aarambh show casing rural India Under this project a rural artisan cluster is formed at Chamarajanagar. This project which was supported by government of India is in the last phase of implementation. Artisan Association has to be formed and the Cluster has to be handed over to the Association. In the current year, good amount of networking was done to build marketing contacts. Requests have come from Indian and foreign buyers for finished products and raw finished fibers. IDPMS is looking for a suitable coordinator who can build and train the association as well as sustain continuous production. A small attempt was made to network our women artisans with the Kenya fibre artisans. Products were exchanged. Sample fibre was also procured. Further exploration is needed in terms of having exchange programme among artisans for design and marketing.
8. iDpms6. Product Catalog. The culmination of various design development programme in the last five years is the production of product catalog. During each design development and training programme expert designers from NID and NIFT were assigned to conduct design development workshops and teach women artisans various nuances of designs. Several varieties of bags, table mats, interior decoration, floor mats, lamp shades etc were developed. The catalog takes the viewer through a small journey of visual treatment with explicit sharp colour photographs with proper code and caption. This catalog enables the prospective customer to make a choice of her own. The catalog has been distributed across various industry sectors like hospitality, corporate, interior designers etc. 7. Corporate Linkage The patronage established with Oberoi group of hotels since a decade has endured with IDPMS receiving regular orders for supply of grass mats has supplied 30 Kora Grass Mats. This year also we supplied them with quality mats and we are further exploring the possibilities of expanding business with them.III. Partnership with the State Government Sujala water shed project: IDPMS was chosen as a consultant for providing technical and managerial support to women groups coming under Sujala watershed project of the state government in Tumkur district. This project with two years time frame concluded in March 2009. Under this project, IDPMS provided various inputs related to entrepreneurship to about 1000 persons selected by the project team. Depending on their skill, capability and aptitude, they selected activities both in traditional and non traditional areas. Out of 1000 persons 700 selected traditional activities and 300 selected non traditional activities. Some of the non traditional activities the women chose were fashion designing, auto driving, manufacture and sale of serial bulb sets, setting up of bakery and flour mills etc. After technical training programmes people have accessed bank linkage, government subsidy also their own funding they could able to start their own enterprises. Few of them are shown below – Areca nut business, Computer data entry, animal husbandry, Floriculture and fashion design/tailoring. Earning better income compare to their previous activity.
9. iDpms Desciption Persons Batch Trainers Training Pro- grammes 41 2 EDP programmes 1000 33 Techincal and skilled train- ing 97 6 Service oriented training 47 11 Business oriented 121 11 Animal Husbandry 263 10 Traditional activities 459 --IV. Project BELAKU IDPMS started small initiative about three years ago to promote alternate energy fuels for rural communities. After initial field research and several planning meetings with British Petroleum, since the pilot project was moved to Maharashtra and Tamilnadu states, the initiative did not take off in the expected way. However, IDPMS continued to explore alternate energy solutions. Last year, IDPMS came to an understanding with a social entrepreneur who has developed LED lamps for mitigating Internal Air Pollution caused by use of kerosene among rural families. Since the entrepreneur believed in the community based model, IDPMS took the responsibility of initiating a pilot in Bellary district Karnataka. The local women cooperative Manandi MANINI took the initiative to launch this product through locally selected entrepreneurs who were their members. The entrepreneurs collected the deposit amount and invested in the venture. The product was found to be of use especially for those women who were engaged in informal service sector for livelihood. Initially 500 lamps were brought for distribution and nearly 150 were sold. The remaining was not sold due to logistics and operational reasons. The community expected a better wattage lamp. They preferred an individual charger instead of a community based charger. Some of them were Light to Life faulty and could not be Kotturamma, 55 year old widow runs her Bajji shop serviced. The rural with the support of her young sons. She says she does distribution system not have to bother about lighting kerosene wicks when needed to be well there is current cut. After a month of purchase of LED conceived and the home lights in May 2008, she took her pregnant women entrepreneurs daughter to hospital for delivery and there was no had to be trained current in the entire Kottur town. On that fateful day, properly. These they could not arrange even the Gas lights. feedbacks from the Kotturamma proudly says she took two LED lights from community were her Bajji shop with which doctor did delivery. informed to the social entrepreneur who in turn developed a robust model with individual charger and good appearance. The product is currently under pilot marketing. The challenge is in order to scale up, how to develop a rural distribution and service network; which is the appropriate legally framed institution which can perform the for profit activity. V. FINANCIAL PERFORMANCE: 200809 has been an eventful year for IDPMS both in terms of its physical and financial performance. While innovative project under DARPANA which were mainly field based research projects resulted in generation of financial resources, couple of technical support projects under livelihood portfolio, which were consultancy in nature, also yielded revenue. Besides result based performance by our dedicated staff contributed to the performance. These factors enabled IDPMS sail through the current financial year. It is hoped that this performance will be improved in the future years.
10. iDpms Balance Sheet : Amount in Rs. Assets 2008-09 2007-08 Fixed assets 64500 68552 Current 655000 692000 Assets Bank 2281164 1392758 3000664 2153310 Liabilities Capital 129946 Advances 565530 1793731 General Fund 2435134 229632 3000664 2153310 Income & Expenditure Amount in Rs. Expenditure 2008-09 2007-08 Depreciation 12892 19536 Expenditure 5442949 5102836 Loss on Asset -- 71768 5455841 5194140 Income Misc., 32509 6400 Receipts 5328781 4218668 Excess of 94551 969072 Expr. 5455841 5194140VI. IDPMS TEAM There are no new additions to the existing staff both at the field as well as at the head office. Mr. K.V. Vadiraj, our senior most staff member was associated with IDPMS for nearly two decades in the capacity of Advisor. As a senior professional, with his sharp analytical and managerial skills, brought into the system, the rigor and discipline of understanding and debating policy issues and relating them to the field realities. He was always a source of inspiration to the young colleagues to attain quality and efficiency in work. He decided to call it a day at IDPMS on his own due to personal reasons. Even after his departure, he has been kind enough to provide guidance and support whenever requests are made. We place on records the services he rendered during his stay with IDPMS. IDPMS wishes him a healthy and peaceful time in his life. Mr Anilkumar who was one of our district coordinators resigned for better prospects in his career. We wish him success in his new assignment in another organization he has joined.
11. iDpmsVII.MEETINGS, WORKSHOPS ATTENDED BY IDPMS STAFF. TAP programme: Workshop conducted by The Brookings Institution: As part of the Transparency and Accountability programme of Brookings Institute Washington, IDPMS was invited to present the outcomes of the Public Expenditure Tracking study done for the Primary health care in Karnataka. Mr S.Sadanada Director and Mr.K.V. Vadiraj Advisor participated in the workshop conducted in June 2008. The draft report was received well with a couple of observations and suggestions. These were incorporated in the final report presented to the Brookings in December 2008. During this visit both of them took opportunity to visit IBP and discussed possibilities of collaboration for evidenced based advocacy projects in India. Workshop organised by International Budget Partnership (IBP) In association with Centre for Budget Governance and Advocacy (CBGA) India, IBP organized a three day workshop for a select group of NGOs, who are active in the field of budget analysis and expenditure tracking in social and sectors. A few NGOS from South East Asian countries also participated. IDPMS was also invited. The Director of IDPMS presented the main findings of the study on tracking of distribution of drugs to primary healthcare centres in Karnataka. The draft report was circulated among the participants. Different methods of bringing transparency and accountability like tracking of public expenditure, outcome monitoring, citizen report cards, social audit, use of RTI Act, procurement monitoring were discussed. The Director Chaired the session on communication and advocacy. This workshop helped IDPMS to be in contact with several other organizations that are working in the field of governance and advocacy. Ms.Geetha attended workshops organized by Govt.of India at New Delhi and Chennai during November 08 and February 09 to discuss artisan cluster development projects and ways and means of providing access to finance, design and marketing. Ms.Geetha presented various steps taken by IDPMS in executing the cluster project with the support of the Development Commissioner (H), Govt., of India. Ms.Sudha Bhat attended workshop organized by TARA Livelihood Academy, New Delhi during November 08; a three day programme on “Carbon Revenues: A Source of Funding”. Training was focused on different opportunities of generating the carbon finance for the organization through Voluntary Emission Reductions ( VERs) as well as the challenges involved. VIII.FUND SUPPORT The Governing Council of IDPMS acknowledges the funding support received from Results for Development and The Brookings Institution for conducting the Public Expenditure Tracking Study with regard to supply of drugs to primary health care centres in Karnataka. IDPMS received support from Government of India and Government of Karnataka for the Cluster Development project and Income Generation project for the beneficiaries of SUJALA watershed project respectively.
12. iDpms CORPORATE ADMN. 2% 8% CO-OPTV. 5% WATERSHED 50% GOVERNANCE 25% CRAFT 10%IX. Way forward: IDPMS would strive forward to attain its mission by realizing the set objectives. The major emphasis would be on better governance, transparency and accountability in public expenditure, evidence based advocacy and women’s collective for livelihood. For realizing these goals, IDPMS would liaise with national and international monitoring organizations, government department, panchayat raj institutions and local advocacy networks and organizations. IDPMS would keep its focus on public health, drinking water supply and education. IDPMS would also pursue the ongoing efforts of adding value to the rural crafts by partnering with corporate and building community based social enterprises.