Idpms annual report 10

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Idpms annual report 10

  1. 1. Annual Report April 2009 to March 2010Organization Overview:IDPMS has continued various initiatives started during 2008-2009. During this year,IDPMS received support from international agencies for the transparency andaccountability projects executed under Project- DARPANA. Study on Absenteeismamong doctors and support staff in Primary Health Care centers was successfullycompleted. In addition to this, Budget Tracking and Advocacy project on drugsupply to PHCs supported by IBP has made good progress. Establishing andconsolidating community based micro finance cooperatives –MANINI has continued;so also the Social Enterprise project of distribution of LED lamps for rural andurban consumers. Both these projects are implemented from the own sources ofIDPMS.The performance during the year, the issues addressed and challenges faced arenarrated below.I. Governance – Project DARPANA Transparency and AccountabilityDuring the year, IDPMS was awarded a research project through an internationalbidding process from Results for Development (R4D) for conducting a field basedresearch study to estimate absenteeism among doctors and medical support staffin PHCs in Karnataka. IDPMS conducted studies in30 PHCs in three districts selectedrandomly. This diagnostic study would indicate the situation likely to be in otherdistricts. The study included four unannounced visits to the selected PHCs andface- to- face interactions with available staff, Focus Group Discussions with staffmembers, users and Arogya Raksha Samiti (ARS) members (formed under NRHMprogramme). Besides records available at the PHCs like the attendance andmovement registers were studied. The staff population of PHCs was 173,consisting of 46 doctors, 17 male nurses, 57 female nurses, 24 pharmacists and 29laboratory technicians. Out of this, 158 staff members were interviewed.Key findingsAt the time of the unannounced visits, 11.6% of staff members were absent onetime, 35.3% were absent two times, 16.8% of staff were absent three times and20.8% of the staff were absent on all the four occasions.• Absenteeism was common across all staff categories. Among the absentees, 50% of the pharmacists were absent twice, followed by doctors- 41.3%, laboratory technicians -37.9%, male nurse-35.3% and female nurse-22.8%. Annual Report –March 2010 - iDpms Page |1
  2. 2. • It was more during the beginning of the week (Monday- 65%) as compared to middle of the week (Thursday-51%).• Absenteeism was more the in backward district Bidar (64%) as compared to Shimoga (44%)• Absenteeism was significantly more (69%) in the morning as compared to the afternoon (38%). Since most of the staff members travelled from outstations, either they were absent or came late to the PHCs. Once they arrived, they continued to stay for the afternoon session as well.• There is no significant difference between male and female doctors and staff, with respect to absenteeism rate.• Out of 158 staff members who were interviewed, 41 reported that they stayed in official quarters. The study revealed that place of residence does not influence absenteeism.• This study has shown that there is no link between age and absenteeism. Similarly, there is no link between length of service and absenteeism.• The consequences of absenteeism were manifold. Many of them - 47% said they suffered from work pressure, followed by deterioration in quality of treatment and, negligence. With regard to supervision from superior officers, the study reveals that on majority of the occasions, memos were issued, salaries were withheld and the matter was referred to higher officers. It was interesting to note that this response was from doctors regarding their subordinate staff. It was not clear from the doctors as to whether they were subjected to frequent inspections and monitoring.• Arogya Raksha Samiti, formed under the NRHM programme, is mandated to monitor the functioning of PHCs and manage the untied funds. But in the last two years, not even once they had discussed the issue of absenteeism. They said that no action was taken against staff members who were repeatedly absent.• There were consequences due to absenteeism. There was wastage of resources and quality of service was hampered. With a conservative estimate, and assuming that doctors and other staff only attended to patients without doing other administrative and extension works, the annual wastage per staff was 117,000 Indian rupees.Procurement and Distribution of Drugs to PHCsAnother project which was under discussion in 2008 materialized successfully.Though this study is similar to the one IDPMS did in the previous year, this studygives more importance to conduct evidenced based advocacy based on the Annual Report –March 2010 - iDpms Page |2
  3. 3. research findings. The project also aims to do institution building. Severalworkshops were conducted for the selected NGOs from India and IDPMS staffparticipated in them. The project is under progress and some of the details aregiven below.The study is done in two districts namely Gadag and Bellary. Two PHCs from eachdistrict are selected. Field research Assistants are recruited and posted in thedistricts. Initial data collection from the field is in progress. Drug procurement anddistribution data has to be collected from Karnataka State Warehousing and DrugLogistics Society.Overview of NREGA (MGREGA) programmes in KarnatakaThis consultancy assignment on ‘Planning and Implementation of NREGA inKarnataka’. given by National Institute for Rural Development (NIRD), Hyderabadwas completed and submitted.Brief description of the study- The study was conducted in three districts namely Hassan, Raichur and Gulbarga. Two districts viz. Raichur, Gulbarga which belong to the most backward districts in the state were from the first phase NREGA while Hassan district which is relatively forward is included under NREGA during the second phase. From each of the three districts, twotaluks (blocks) were selected in consultation with district officials of therespective ZP. Selections of the blocks are mainly done considering the NREGAwork progress as well as the distance of the block from the district headquarters.From each of these six taluks, one Gram Panchayat was selected as per the choiceof the programme officers of the concerned Taluk. Information was collected fromlaboures who worked in NREGA, farmers in that area and the officials and electedrepresentatives at District, Taluk and Panchayat level through structuredquestionnaire. The study focused on the awareness about the various entitlementof NREGA among the villagers like job card, wages, types of works etc, impact ofthe works taken under NREGA etc.NREGA is just not about income and employment generation. Apart from providingwages for the work done, it is intended to several other indirect benefits to theworkers and community like arresting or minimizing distress migration, using thepotential of underemployed men and women who are unskilled, asset creation inthe village and above all ecological regeneration of thevillages. NREGA has also huge potential of reviving theeconomy of Indian villages if it is properly implemented. Bythis, it is envisaged to have land development, regeneratingthe water bodies, recharging the ground water and finallythe water available for both consumption and productivepurposes. Annual Report –March 2010 - iDpms Page |3
  4. 4. Key findings of the study-(i)Awareness :Except for the knowledge about 100 days guaranteed employment, awarenessabout remaining entitlements is very low across all the three districts. Awarenessabout entitlements like extra wages to be paid if the work is given beyond 5kms, isnil among workers. Awareness about the social audit and village monitoringcommittee is not sufficient. In some places officials themselves are not having aclear idea about how to go about the social audits nor have they conducted socialaudits / facilitated to conduct. There is a need for the training in this regard.In all the Grama Panchayts visited, REGS information is displayed on the walls. Butworkers knowledge about them is poor which could be partly due to illiteracy. Alsoabout 50% of them interviewed are women who are generally not so much mobilewhere they might not have come to GP. In such cases, innovative methods toreach these target audiences are though apart from the display on the walls ofpanchayats.(ii)Registration and issue of Job cardsSome of them, who really wanted the job, neither know that they had to apply andget their job nor local officials told them. Awareness about seeking employment ispoor. Employment in most of the villages is supply driven rather than demanddrivenThere is a need to have a separate intensive awareness campaigns withinnovative methods like street play, attractive awareness materials, film show etcmay be needed such that message remain with the people.During the visit, in few cases it is noticed that, single members’ name appeared intwo job cards For example: If mother-in-law and husband are having separate jobcards, daughter in law’s name appear in both the cards. There is a need to conducta separate fresh survey to update new people who are not included as well aseliminate duplication. There is also a need to make a separate list ofpeople/families that regularly go on migration to faraway places and also specialfocus is needed to bring them into REGS fold.(iii) Capacity Building-Many times, workers do not have clarity on how much wages they are entitled forcertain number of days’ work. The amount mentioned in the pass book and whatthey say does not match. Clarity about measurement of piece work is needed forboth workers and officials. This will bring mutual trust and respect among theworkers and officials and people are empowered to join these works for thebetterment of their village.Repeated training for all the elected representatives and concerned officials areneeded for them to execute the work effectively. Annual Report –March 2010 - iDpms Page |4
  5. 5. (iv) Implementation Process:-Even though, excellent work is being done in many cases, it is more seen as assetcreation/target reaching/ etc. In the bargain, social empowerment is beingslightly sidelined. In this process, involving people who are in dire need ofemployment is ignored.One of the discouraging factors for some of the deserving people opting out ofNREGS is delayed payment. Speedy mechanisms like use of IT in measurement maybe thought of. Also, it should be seen that there are enough number of staff tomake measurement and certify the works.Many times stringent rules will hamper the progress of the work. For example, incase of forest nursery, by the time they get trained in various aspects of thenursery management, their period of 100 days would be over. To get another batchand train they would require time and effort. Moreover, women who are verynearby to the nursery site would be ideal. Depending on the need andappropriateness, the 100 days’ duration may be relaxed.(v)Transparency MeasuresBoth elected representatives and officials need to be thorough with the process ofsocial audits and VMCs. Also these social audit needs to be conducted regularlyinvolving all the stake holders.II. Livelihood Programmes MANINIMahila Nirantara Nidhi-MANINI is a community based micro finance programmepromoted by IDPMS. At present MANINI is promoted 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 Bellatti (Laxmeswar) in Gadag district. While the MANINI at Bellatti (Gadag) has steppedinto third year of operation MANINI at Kottur stepped into second year ofoperations. The other cooperative at Laxmeswar is yet to get its registration.Progress made so far by the two cooperatives is given below. Annual Report –March 2010 - iDpms Page |5
  6. 6. MANINI Cooperative financial statement 2010 2009 Particulars Bellatti Kottur Bellatti Kottur Gadag Bellary Gadag Bellary Membership 584 466 647 680 Share Capital 1,31,300 1,34,800 1,43,885 1,36,000 Savings 79,295 1,96,903 91,220 2,29,151 Loan paid 2,76,821 3,55,415 3,75,894 7,53,978 Loan recovery 1,33,667 1,99,200 1,76,821 3,98,885 Surplus 21,626 19,322 9,206 9,313 Bank Balance 52,383 2,610 67,490 17,837The progress could have been better if both the cooperatives had financialsupport. Both of them have operated using their own financial resources. In orderto reach scale and size, MANINI has plans to build the institution and employprofessional persons. Besides they have plans to approach NABARD for financialsupport. However they have received training inputs from expert resource personsand also from the Karnataka Souharda Cooperative Union.Traning programmes conductedTwo training programmes were conducted for MANINI boardmembers on organization development and Souharda rulesand regulations, records maintenance, basics of accountingprocedure, etc., during the month of May and June 2009.The training was conducted by our resource persons andalso support from Karnataka State Souharda FederalCooperative.Aggressive marketing and outreach by several micro finance organizations bothfrom within the state and outside has continued. As a consequence, some of ourSHG members have taken loan from them as they were not able to get the requiredloan amount from MANINI especially in Gadag. Some of the women who had takenloans shared their experience with the MANINI Board members. They felt thepressure for repayment was always there and it brought many a times disquietingmoments in their families. Some of them have decided to stop their business withthose MFIs and come back to MANINI. MANINI have started village outreachactivities to bring awareness among the members.As IDPMS intends to promote community owned model, irrespective of spread andgrowth, women will learn to save and lend their funds under a legal organisationwhich they own and govern.In the coming year IDPMS intends to have series of capacity building programmeswith the support of the Souharda Sahakari Union and also build a MIS for betterfunctioning Annual Report –March 2010 - iDpms Page |6
  7. 7. Presently IDPMS has SHG records as follows:Self-Help Groups: District No.of Groups Gadag 407 Bellary 404 Chamarajanagar 174 Total 985There has been a marginal decrease in the number groups covered as compared tothe previous year. As mentioned earlier, due to competition among micro financeinstitutions and other interventions in rural lending, self help groups tend to bemembers in different groups and avail loan from more than one source.Approximately 12000 rural families have been covered by these SHGs. Thecumulative savings of all groups together exceeds Rs 186 lakhs. From this amountindividual loans, totaling more than Rs 121 lakhs, have been advanced tomembers. Besides, SHGs have accessed loans from banks totaling Rs 87.50 lakhs.Of these, 70 % is for consumption purposes and the remaining 30 % is for enterpriseactivities. The rate of recovery is more than 95%. It is proposed to bring themunder the MANINI cooperativesCluster Development ProgrammeUnder the ‘aarambh project IDPMS has established a rural artisan cluster. In orderto have scale and size in operation, it was proposed to establish a producercompany under the Companies Act. This was suggested by NABARD. They had alsopromised to provide financial support. After discussing with chartered accountantswho have experience in establishing such companies, this proposal has beendropped as the Act has various limitations. They suggested forming a privatelimited company which has scope to receive external investment and borrow fromfinancial institutions.Several enquiries have been received for supply of fibre as well as finishedproducts. In the absence of a proper institutional mechanism and working capitalsupport, progress has not been possible in this front.Energy-Community based LED Home Lighting programme: Project-BELAKUAs a social enterprise initiative, IDPMS started a pilot project in Bellary district forcommunity based distribution and maintenance of various energy solutions. Besides IDPMShas been informally marketing these alternate lighting systems in urban areas throughinformal channels, mostly on word of mouth. Though it received good responses across allthe customers, to launch it on a business model it requires both human and capitalinvestment. Annual Report –March 2010 - iDpms Page |7
  8. 8. III. Government-supported Projects:SUJALA Watershed Project-Savanur, Haveri District:This project has addressed the issues of promoting effective ownership throughcommunity involvement in planning the project activities, developing methods forvoluntary contribution by beneficiaries, managing and maintaining their assets inthe long term.Social mobilization and group formation effort was done by IDPMS. During theperiod IDPMS covered several activities like; creating awareness about the projectand its key objectives, development and conservation of natural resources amongthe village community, organizing community into Area Groups, Vulnerablefamilies(SHGs), Sujala watershed sanghas through proper processes, capacitybuilding through training, exposure and regular interactions, development ofmicro-watershed plans, assisting EC in implementation, carry out PRA tounderstand village dynamics, identifying sujala target groups, identifying entrypoint activity using PRA, CBO related documentation. This project has completedsuccessfully during 2009.Income Generation Activities / Microenterprise project under SUJALA WaterProject, Govt.,of Karnataka-World Bank-aided IDPMS was selected as specialist agency to implement Income Generation Activities in Madhugiri taluk, Tumkur District. IDPMS contributed significantly with the participation of people, especially women and socio- economically vulnerable groups. A special emphasis was given for building the capacity of the participatingcommunity to take responsibility for maintaining the assets generated under thisproject. The value of the assignment was Rs 4.6 millions. About 1000 persons werebeen covered under this programme through capacitybuilding programmes for income generation activities. Ofthese, about 300 persons went through a skill-basedenterprise development programme. A few new types ofactivities were introduced. Trained persons were linkedto the local banks for financial assistance. The trainedpersons from 83 Self Help Groups got loan assistance ofRs.7.5 million. An equal amount of revolving fund wasprovided to the beneficiaries. The project ended in March 2010. Annual Report –March 2010 - iDpms Page |8
  9. 9. IV. Meetings & Workshops attended by IDPMS staffInternal Budget PartnershipIBP has supported tracking of drug supply to PHCs and related advocacy strategies.It encourages exchange programmes and learning and experience sharingworkshops. Staff of IDPMS attended two such workshops. 1. Ms.Sudha Bhat has attended the training on IBP-CEGAA-FUNDAR Health and Budgets course at Kumarakom Lake Resort, Kochi, Kerala from 20th to 30th July 2009 organized by International Budget Partnership (IBP) 2. Ms.Sudha Bhat and Mr.Badami Raghavesh attended Partners Meeting hosted by International Budget Partnership (IBP) on Budget and Expenditure Tracking workshop from 14th-18 th December 2009 at Mumbai. 3. Ms.Sudha Bhat attended exchange workshop hosted by Procurement Watch, and the International Budget Partnership (IBP) at Manila, Philippines from March 1 st-6th 2010.Results for Development (R4D)As part of its evidence based field research and advocacy studies, R4D organizedtwo workshops during the course of the project time frame; One in the beginningand the other after the completion of field study. Two such workshops wereconducted by R4D during this year. 4. Mr.Sadananda initial project workshop conducted by R4D before the starting of absenteeism research study, at New Delhi in the month of July 2009. After the completion of the study and for presentation of the results R4D conducted Peer Review Workshop at Washington DC from 23rd to 26th March 2010. Ms.S.Sadananda attended the workshop and presented the report and also sat as a reviewer for two other reports.Workshop conducted by NABARDDue to our association with NABARD for development artisan clusters and districtrural industries studies, IDPMS is being invited time and again from NABARD andother development organizations. 5. Ms.Geetha attended the workshop on cluster development organized by NABARD from 3rd to 5th March 2010 at Alappuzha, Kerala for promoting cluster development through bank credit. Annual Report –March 2010 - iDpms Page |9
  10. 10. Board Meetings of Sakhi Samuday Kosh(SSK)SSK is a Solapur based micro finance orgnaisation promoted as a section 25company under the Companies Act, by Swayam Shikhnan Prayog a Mumbai basedNGO. 6. Mr.Sadananda has been on the Board of SSK as a non executive director. He has attended couple of SSK Board meetings during 2009-10.CBPS- Looking ahead after 10 years.CBPS conducted a three day seminar during 17-20 November 2009 to review itswork done during the last one decade. Several Sessions were held. Most of themconcentrated on issues related to Decentralisation, Local data base for localplanning and delivery of public services like health and education. 7. Mr.S.Sadananda, Dr Badami Raghavesh and Mr. Raviprakahs Mayya attended the seminar and actively participated in the deliberations.V. IDPMS teamThere are no additions to the existing staff both at the Bangalore office as well asat the field office.VI. Abridged Financial Statement for 2009-2010 Balance sheet as on 31st March 2010 Amount in Rs. Particulars 2009 2010 Sources of funds Advances 5,65,530.00 -- Reserves & Surplus 24,35,134.84 39,47,332.84 Current Liabilities -- 4,700.00 Total 30,00,664.84 39,52,032.84 Application of funds Fixed assets 64,500.00 54,570.00 Current Assets 6,55,000.00 6,79,500.00 Cash and bank balances 22,81,164.84 32,17,962.84 Total 30,00,664.84 39,52,032.84 Annual Report –March 2010 - iDpms P a g e | 10
  11. 11. Income and Expenditure as on 31st March 2010 Amount in Rs. Particulars 2009 2010 Income Self generation 3,62,371.00 2,09,449 Program 49,67,140.92 36,00,150 Bank interest 31,779.00 65,424 Excess expenditure 94,551.00 2,96,356 Total 5,45,5841.92 41,71,379 Expenditure Program 5,26,1749.92 40,36,904 Office cost 1,81,200.00 1,24,545 Depreciation 12,892.00 9,930 Total 54,55,841.92 41,71,379VII. Source & application of funds Corporate GoK sales Sources 4% 5% ILCU-MANINI IBP 10% 27% Consultancy 19% R4D 35% Corporate Application sales Admn GoK 3% 3% IBP 5% 24% ILCU-MANINI 10% Consultancy R4D 21% 34% Annual Report –March 2010 - iDpms P a g e | 11
  12. 12. The Governing Council acknowledges the funding and technical support receivedfrom Results for Development, International Budget Partners for its Governanceand Advocacy Projects. IDPMS wishes to acknowledge the technical and financialsupport received from Centre for Budget and Policy Studies for the Governanceand Advocacy Projects. Besides CBPS has been inviting IDPMS for workshops andinternal discussions conducted by them with regard to local budgets andgovernance issues. IDPMS wishes to place on record this collaborative effort whichhelps in institution building. IDPMS also acknowledges the support received fromGovernment of Karnataka for the income generation project under the SUJALAwatershed project. To a small extent corporate have also supported IDPMS WE alsothank themVIII. Way forwardIt is gratifying to say that IDPMS has consolidated the initiatives started during theprevious year on addressing on issue concerning transparency and accountabilityespecially in delivery of public services. IDPMS has gained experience and insightswith regard to delivery of primary health services in rural parts of Karnataka.However, in order to influence the policy makers, it is necessary to use the fieldresearch outcomes as evidences and conduct appropriate advocacy activities.IDPMS intends to focus on developing expertise in communication and advocacywithin the organization. IDPMS has initiated discussions with competent resourcepersons and also with national and international organizations. IDPMS intends topublish advocacy materials during the next financial year which can be used as atool for building the users of public services as well as service deliveryorganizations and policy makers. However, efforts will be made to conduct studiesin transparency and accountability issues in other sectors like primary educationand supply of drinking water.Another area of focus is the Social enterprise sector. From its past experience onpromotion of livelihood activities, IDPMS during the recent years has gainedexperience in promotion of social enterprises which are gaining popularity andrelevance in the changing political and economic scenario around the globe. IDPMShas made a few initial attempts in delivery of public services and also in the areaof climate change. IDPMS feels this could be another area of concentration andfuture growth. Of course these ventures need suitable institutional frame workunder the existing laws of the country. Equally important is to garner financialsupport as size and scale matters. IDPMS intends to focus on this sector during thecoming years.As a field based organization, IDPMS will continue to expand its field activities inrespect of forming community collectives and develop them as main actors ingrowth and development. Annual Report –March 2010 - iDpms P a g e | 12

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