iDpms                                     Annual Report  2008­2009   2008­2009   has   been   a   year   of   turnaround  ...
iDpmsNote:  This is considering only the allocation made through the ZP (60% of total drug budget )•   Stock outs occur wi...
iDpms         70%         60%         50%         40%         30%         20%         10%          0%                 Pham...
iDpms   Reasons for non availabilityII.  Overview of NREGA programmes in Karnataka.     National Rural Employment Guarante...
iDpms                 Farmer explaining the process                      Impact of NREGA–Barren to green landsIII.  Drug P...
iDpms      Integrated Child Development Programme (ICDS)  •   Many of the families desired to have increase in the quantit...
iDpms                                                   No. of                    Share amount                            ...
iDpms6.   Product Catalog.                                          The culmination of various  design  development  progr...
iDpms                           Desciption                          Persons                  Batch                Trainers...
iDpms   Balance Sheet :                                               Amount in Rs.                     Assets            ...
iDpmsVII.MEETINGS, WORKSHOPS ATTENDED BY IDPMS STAFF.    TAP programme: Workshop conducted by The Brookings Institution:  ...
iDpms                                          CORPORATE                                                                 A...
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Idpms - annual report 09


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Idpms - annual report 09

  1. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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.