The annual report summarizes IDPMS's work in 2008-2009, focusing on governance and livelihood projects. An evidence-based health care project was completed successfully and additional health projects were negotiated. Livelihood projects like the cluster development project and microfinance cooperatives made progress. The report also provides details on specific projects, including a study on transparency and accountability in health services that found issues like drug shortages, lack of doctors and vacant positions. A review of NREGA programs in 3 districts is also mentioned.

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. iDpms
Note: 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 budget
Drug budget as a % of total district health budget has been decreasing year after yea r(Bellary 2.5­
1.9, 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 Nagara
Non 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
availability
Vacant 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. Nurses
Shortage 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 Nurses
Patient 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 availability
II. 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 lands
III. 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. iDpms
6. 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 5194140
VI. 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. iDpms
VII.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.