Dudheshwar Kumar has over 15 years of experience in program management, community mobilization, livelihood promotion, microfinance, and monitoring and evaluation. He has worked with organizations such as IPE Global, Invest India Micro Pension Services, Access Development Services, and BASIX. Currently he is a Livelihood Expert with IPE Global working on their SPUR program in Bihar, where he provides technical support for activities such as community institution building, livelihood development, financial inclusion, and WASH promotion.
IRJET- Case Study of Smart Village and Local VillageIRJET Journal
This document presents a case study comparing a smart village, Ralegan Siddhi, to a local village, Alsunde, in India. It discusses the concept of a smart village as a rural community equipped with modern technologies while preserving nature. Key services required for a smart village are identified as food security, democratic engagement, health welfare, education, and local business development. The objective is to make villages self-sufficient and self-governing through sustainable development, access to basic amenities, efficient resource use, and community participation. Lessons can be learned from examples like Ralegan Siddhi on building happy, prosperous societies through smart decisions and technologies.
The document provides guidelines for the Saansad Adarsh Gram Yojana (SAGY), a scheme aimed at developing model villages. The key points are:
1) SAGY aims to translate Mahatma Gandhi's vision of model villages by holistically developing selected villages and improving living standards through infrastructure, livelihoods, education and other activities.
2) The scheme will be guided by values like participation, social justice, gender equality and environmental protection. Members of Parliament will lead development of model villages in their constituencies.
3) Villages will be transformed through activities like improved amenities, livelihood opportunities, education facilities, conservation efforts, and strengthening local governance. The overall goal is
SEED CSR - A leading implementing agency of Corporate Social Responsibility(CSR) and Resettlement & Rehabilitation(R&R) projects and also an established Business Correspondent (BC) of public and private banks.
Headquartered in New Delhi, SEED has a nationwide network in 17 States with 14 regional offices across India. SEED is empanelled with Global Compact Network India (GCNI), Charities Aid Foundation (CAF), India and Indian Institute of Corporate Affairs (IICA)for carrying out CSR activities.SEED is also a knowledge partner for Sansad Adarsh Gram Yojna (SAGY), Ministry of Rural Development, Government of India.
Since its inception, working at the grass-root levels, SEED has been positively impacting the lives of over half a million marginalized population through integrated village development projects covering community mobilization, education, livelihood promotion and health & sanitation and employable skill development etc which lead to enable them towards dignified and quality life.
The document summarizes the National Urban Livelihoods Mission (NULM) in India. Some key points:
- NULM aims to reduce poverty among urban poor households by increasing access to employment and self-employment opportunities.
- It will focus on social mobilization and institution development like forming self-help groups, capacity building and skills training, employment programs, and support for urban street vendors and homeless shelters.
- The document outlines strategies from the previous SJSRY program that NULM aims to improve upon, like better targeting of beneficiaries, increasing SHG formation, and strengthening implementation structures.
- NULM will be implemented in all cities with 100,000+ population and
Lo2 india login dhaka_20_october_rakhibaruarakhicdd
Experience on learning travel workshop on "Collectivization of Local Government" held from 22nd August to 2nd September in India, supported by LOGIN-Asia Network funded SDC.
The District Poverty Initiatives Project (DPIP) is a poverty alleviation project in Madhya Pradesh, India funded by the World Bank and state government. The project aims to empower the rural poor, especially women, through income generation activities and community development. Key components include forming common interest groups, developing and funding sub-projects, building capacity, and establishing village development committees and village funds. The project has led to increased incomes, creation of social capital, and influenced new state policies around livelihood promotion and convergence of programs.
IRJET- Case Study of Smart Village and Local VillageIRJET Journal
This document presents a case study comparing a smart village, Ralegan Siddhi, to a local village, Alsunde, in India. It discusses the concept of a smart village as a rural community equipped with modern technologies while preserving nature. Key services required for a smart village are identified as food security, democratic engagement, health welfare, education, and local business development. The objective is to make villages self-sufficient and self-governing through sustainable development, access to basic amenities, efficient resource use, and community participation. Lessons can be learned from examples like Ralegan Siddhi on building happy, prosperous societies through smart decisions and technologies.
The document provides guidelines for the Saansad Adarsh Gram Yojana (SAGY), a scheme aimed at developing model villages. The key points are:
1) SAGY aims to translate Mahatma Gandhi's vision of model villages by holistically developing selected villages and improving living standards through infrastructure, livelihoods, education and other activities.
2) The scheme will be guided by values like participation, social justice, gender equality and environmental protection. Members of Parliament will lead development of model villages in their constituencies.
3) Villages will be transformed through activities like improved amenities, livelihood opportunities, education facilities, conservation efforts, and strengthening local governance. The overall goal is
SEED CSR - A leading implementing agency of Corporate Social Responsibility(CSR) and Resettlement & Rehabilitation(R&R) projects and also an established Business Correspondent (BC) of public and private banks.
Headquartered in New Delhi, SEED has a nationwide network in 17 States with 14 regional offices across India. SEED is empanelled with Global Compact Network India (GCNI), Charities Aid Foundation (CAF), India and Indian Institute of Corporate Affairs (IICA)for carrying out CSR activities.SEED is also a knowledge partner for Sansad Adarsh Gram Yojna (SAGY), Ministry of Rural Development, Government of India.
Since its inception, working at the grass-root levels, SEED has been positively impacting the lives of over half a million marginalized population through integrated village development projects covering community mobilization, education, livelihood promotion and health & sanitation and employable skill development etc which lead to enable them towards dignified and quality life.
The document summarizes the National Urban Livelihoods Mission (NULM) in India. Some key points:
- NULM aims to reduce poverty among urban poor households by increasing access to employment and self-employment opportunities.
- It will focus on social mobilization and institution development like forming self-help groups, capacity building and skills training, employment programs, and support for urban street vendors and homeless shelters.
- The document outlines strategies from the previous SJSRY program that NULM aims to improve upon, like better targeting of beneficiaries, increasing SHG formation, and strengthening implementation structures.
- NULM will be implemented in all cities with 100,000+ population and
Lo2 india login dhaka_20_october_rakhibaruarakhicdd
Experience on learning travel workshop on "Collectivization of Local Government" held from 22nd August to 2nd September in India, supported by LOGIN-Asia Network funded SDC.
The District Poverty Initiatives Project (DPIP) is a poverty alleviation project in Madhya Pradesh, India funded by the World Bank and state government. The project aims to empower the rural poor, especially women, through income generation activities and community development. Key components include forming common interest groups, developing and funding sub-projects, building capacity, and establishing village development committees and village funds. The project has led to increased incomes, creation of social capital, and influenced new state policies around livelihood promotion and convergence of programs.
Centre for Agriculture and Rural Development , a national organisation has been working for agriculture led transformation in India since 2000. The report prepared by Mr.Jitesh Doliya is describes the preferences of people for programming in the region. The study was conducted for assessing the preference of listeners of the community radio station proposed there with the support of Department of Agriculture.
This document outlines several innovative livelihood opportunities for urban areas being implemented under the National Urban Livelihood Mission (NULM) in India. Some of the opportunities discussed include:
- Training and supporting young women to become auto drivers/owners to provide transportation and address security issues for women travelers.
- Training women in marketing and sales to promote products made by self-help groups through dedicated kiosks.
- Providing training and licensing for street food vendors to improve hygiene, safety and quality of food.
- Registering and employing local service providers like plumbers and electricians through a cooperative society.
- Elevating domestic workers through training to become home managers.
The
The document summarizes the origins and functions of the National Bank for Agriculture and Rural Development (NABARD) in India. It was established in 1982 to provide credit and other support services to promote rural and agricultural development. Key points include that NABARD provides refinancing to rural banks, coordinates rural development programs, and promotes initiatives like microfinance and support for farmers through training centers.
The document discusses the Swarnajayanti Gram Swarozgar Yojana (SGSY), a self-employment program launched by the Government of India in 1999. The key points are:
1) SGSY aims to provide sustainable income and employment to the rural poor living below the poverty line through self-employment opportunities and formation of self-help groups.
2) It focuses on identifying potential economic activities, imparting training and skills development, and providing credit and infrastructure support to establish micro-enterprises.
3) The program is implemented through district rural development agencies, local governments, banks, and NGOs with the goal of reducing poverty and empowering communities through self-employment.
The National Rural Livelihoods Mission (NRLM) was launched in 2011 with the goal of alleviating poverty through self-managed self-help groups, financial inclusion, and sustainable livelihood opportunities. NRLM aims to cover 7 crore rural households across India. It focuses on social mobilization and building strong grassroots institutions through self-help groups. NRLM provides support structures at national, state, district and local levels to facilitate livelihood programs and access to financial services for rural communities.
This document provides a summary of Arijit Polley's qualifications and experience. It outlines his over 10 years of experience in the development sector in West Bengal, India, working with Panchayati Raj Institutions and non-governmental organizations. His areas of expertise include decentralized planning, community mobilization, capacity building, and software like PlanPlus and ActionSoft. The document also lists his educational qualifications and career history working for various organizations on community development programs.
The document discusses rural women's empowerment through MGNREGS (Mahatma Gandhi National Rural Employment Guarantee Scheme) in Kerala, India. It outlines the scheme's objectives of guaranteed wage employment and empowering rural communities. In Kerala, factors like work nature, male outmigration, and programs like Kudumbasree have encouraged high women participation. Kudumbasree, a women-focused poverty alleviation program, helps implement MGNREGS. This has led to increased earnings and decision-making power for women as well as strengthening their economic independence and status in households. The document concludes that linking MGNREGS with women's self-help groups like Kudumbasree can significantly empower rural
The document discusses several Indian government programs that aim to promote rural entrepreneurship and employment. The Swarnajayanti Gram Swarozgar Yojana program since 1999 has provided income-generating assets and subsidies to assist poor rural families in becoming self-employed. The National Program for Rural Industrialization envisions setting up industrial estates and artisan clusters to provide infrastructure for village industries. The Micro and Small Enterprises Cluster Development Program adopts a cluster approach to enhance productivity and competitiveness of small businesses. Rural Self Employment Training Institutes were also established to provide skills training and entrepreneurship development programs for rural youth.
1) The Bala Janaagraha program by Janaagraha Centre for Citizenship and Democracy provides civic education to school children to encourage active citizenship. It involves classroom lessons, a hands-on civic project addressing an issue in their community, and a civic fest competition.
2) Students conduct surveys and analyze issues related to a road in their area, provide a quality score, and propose solutions. They present their findings to local leaders to encourage action.
3) The program aims to develop civic awareness and responsibility in over 25,000 students across India. It fosters creative, analytical thinking and problem-solving skills. Student projects have addressed issues like road infrastructure and generated innovative solutions.
The document discusses a training program for panchayat members in Rajasthan. It provides details on the content, delivery, and evaluation of the program. Some key points:
- A 2-week training program was conducted in 2008 to teach basic managerial skills like finance, governance, communication and decision making.
- The training was delivered in Hindi and covered all 36 districts of Rajasthan.
- An evaluation 8 months later found that while reception was good, many women lacked understanding due to inability to read Hindi.
- Recommendations were made to address language barriers and tailor future programs accordingly.
The document discusses the Panchayati Raj system of local self-government in India. It describes the three-tier structure of Gram Panchayat (village level), Panchayat Samiti (block level), and Zilla Parishad (district level). It outlines the key provisions and features of the 73rd Constitutional Amendment Act of 1992 that strengthened the Panchayati Raj system. This includes reservation of seats for women and marginalized groups, conducting regular elections, and assigning functions to local governments. The roles of different tiers in rural development are also summarized, such as taking on administrative functions at the village level and implementing development programs at higher levels. Overall, the Panchayati Raj system aims to decentral
1) The Saansad Adarsh Gram Yojana (SAGY) aims to develop model villages through Members of Parliament by 2019. MPs select villages in their constituencies to develop comprehensively over 5 years in areas like education, health, infrastructure, livelihoods and governance.
2) The approach involves community participation, leveraging MP leadership, converging government schemes with private/non-profit initiatives, and focusing on long-term sustainability. Key aspects of development include values, amenities, inclusion, economy, environment and governance.
3) Implementation follows timelines of village selection, planning, activities and reviews. MPs guide the process by selecting villages within a year and monitoring progress. District collectors coordinate implementation across
The document summarizes learnings from participatory budgeting experiments in Pune, India. It discusses what participatory budgeting is, how it has been implemented in Pune from 2007-2013, key findings and recommendations. The process in Pune engaged 700-900 citizens annually who suggested 500-850 projects, with 16-35% of the capital budget allocated for participatory budgeting projects. However, the process faced issues with lack of publicity, information and transparency, as well as low participation of disadvantaged groups.
The document describes the Chinmaya Organization for Rural Development and its mission to facilitate sustainable development in rural India through empowering local communities. It outlines the organization's objectives like empowering women, increasing economic self-reliance, and strengthening local governance. It provides details of various programs run by the organization that have benefited over 27,000 people, including self-help groups, livelihood programs, and health initiatives. It also discusses the organization's use of community workers and evaluations of its efforts to support rural development.
The document summarizes the genesis and functions of the National Bank for Agriculture and Rural Development (NABARD) in India. Key points:
- NABARD was established in 1982 to provide credit and other support services to promote rural development and uplift agriculture.
- It provides refinancing to banks and cooperatives for lending to the farm and non-farm sectors. It also directly finances food processing and rural infrastructure projects.
- In addition to financial functions, NABARD works on development programs related to agriculture, non-farm livelihoods, financial inclusion, and strengthening cooperatives. It also regulates and supervises rural banks.
Technical proposal on women economic empowerment and development0303017Deepak TIMSINA
This document provides a technical application for a project seeking funding. It includes checklists and forms to ensure all necessary documentation is included. The main body describes the context and problem statement for the target districts of Bardiya and Banke in Nepal, which have high poverty and gender inequality. It then outlines the principles and approaches the project will take, focusing on social inclusion, community participation, and local accountability. Finally, it provides details on the objectives, outcomes, outputs and activities for objectives A and C, which aim to establish an enabling environment for community development and ensure communities can effectively implement inclusive development projects. The project will focus on empowering women and marginalized groups through skills training, cooperative development, and advocacy.
NABARD plays a key role in India's rural development through various financial and developmental functions. It provides short-term and long-term refinance to banks and cooperatives to boost agricultural and rural development. It also engages in direct financing. Additionally, NABARD plays an important developmental role through institutional development, research, and promoting financial inclusion. It has contributed significantly to increasing agricultural production and rural prosperity in India since its establishment.
Bindiya Goswami is seeking a position that utilizes her experience in socio-economic development and community engagement. She has over 15 years of experience working for NGOs in program coordination, communication, and community development roles. Her resume highlights experiences with organizations like Room to Read India Trust, Population Services International, and South Asian Foundation for Human Initiatives. She is pursuing an MSW degree and has participated in various training programs on topics like capacity building, livelihood promotion, and partnership management.
NABARD - National Bank For Agriculture And Rural DevelopmentSanket Gaikwad
National Bank for Agriculture and Rural Development is an apex development bank in India, headquartered at Mumbai with branches all over India.
Founded: 12 July 1982
Headquarters: Mumbai
Participatory budgeting began in Porte Alegre, Brazil in 1989 and has since spread to over 300 cities worldwide. Pune, India was the first major city in India to implement participatory budgeting, starting in 2005. The process allows citizens to directly propose projects and initiatives for parts of the municipal budget. In Pune, citizens can suggest projects related to areas like roads, sanitation, parks, and more. Suggestions are reviewed and prioritized at the ward and city level. Media, non-profits, and corporations help facilitate participation. Studies show participatory budgeting in Brazil led to increased spending on education and health. In Pune, it has funded projects like school and park repairs. Pro
Dudheshwar Kumar is a social and livelihood expert with over 15 years of experience in community mobilization, institution building, monitoring and evaluation, training and capacity building, microfinance, and water, sanitation and hygiene programs. He has a master's degree in population studies and business administration in rural management. Currently he works as a social and livelihood expert for IPE Global, where he designs monitoring systems, builds partnerships, and develops strategies for sustainability. He has worked extensively in Bihar, Jharkhand, and other states on various projects.
This document provides guidance on effective negotiation strategies through preparing well, managing the negotiation process skillfully, and understanding human psychology. It emphasizes preparing by prioritizing interests and alternatives, establishing reservation prices, and determining the zone of possible agreement. During negotiations, it recommends starting positions slowly, exchanging small concessions, using silence strategically, and getting agreements in writing. It also notes human tendencies like fixed pie bias and loss aversion that can be addressed by framing negotiations to expand value rather than divide it and by avoiding impulsive decisions. The overall message is to negotiate systematically while accounting for irrational elements of human psychology.
Centre for Agriculture and Rural Development , a national organisation has been working for agriculture led transformation in India since 2000. The report prepared by Mr.Jitesh Doliya is describes the preferences of people for programming in the region. The study was conducted for assessing the preference of listeners of the community radio station proposed there with the support of Department of Agriculture.
This document outlines several innovative livelihood opportunities for urban areas being implemented under the National Urban Livelihood Mission (NULM) in India. Some of the opportunities discussed include:
- Training and supporting young women to become auto drivers/owners to provide transportation and address security issues for women travelers.
- Training women in marketing and sales to promote products made by self-help groups through dedicated kiosks.
- Providing training and licensing for street food vendors to improve hygiene, safety and quality of food.
- Registering and employing local service providers like plumbers and electricians through a cooperative society.
- Elevating domestic workers through training to become home managers.
The
The document summarizes the origins and functions of the National Bank for Agriculture and Rural Development (NABARD) in India. It was established in 1982 to provide credit and other support services to promote rural and agricultural development. Key points include that NABARD provides refinancing to rural banks, coordinates rural development programs, and promotes initiatives like microfinance and support for farmers through training centers.
The document discusses the Swarnajayanti Gram Swarozgar Yojana (SGSY), a self-employment program launched by the Government of India in 1999. The key points are:
1) SGSY aims to provide sustainable income and employment to the rural poor living below the poverty line through self-employment opportunities and formation of self-help groups.
2) It focuses on identifying potential economic activities, imparting training and skills development, and providing credit and infrastructure support to establish micro-enterprises.
3) The program is implemented through district rural development agencies, local governments, banks, and NGOs with the goal of reducing poverty and empowering communities through self-employment.
The National Rural Livelihoods Mission (NRLM) was launched in 2011 with the goal of alleviating poverty through self-managed self-help groups, financial inclusion, and sustainable livelihood opportunities. NRLM aims to cover 7 crore rural households across India. It focuses on social mobilization and building strong grassroots institutions through self-help groups. NRLM provides support structures at national, state, district and local levels to facilitate livelihood programs and access to financial services for rural communities.
This document provides a summary of Arijit Polley's qualifications and experience. It outlines his over 10 years of experience in the development sector in West Bengal, India, working with Panchayati Raj Institutions and non-governmental organizations. His areas of expertise include decentralized planning, community mobilization, capacity building, and software like PlanPlus and ActionSoft. The document also lists his educational qualifications and career history working for various organizations on community development programs.
The document discusses rural women's empowerment through MGNREGS (Mahatma Gandhi National Rural Employment Guarantee Scheme) in Kerala, India. It outlines the scheme's objectives of guaranteed wage employment and empowering rural communities. In Kerala, factors like work nature, male outmigration, and programs like Kudumbasree have encouraged high women participation. Kudumbasree, a women-focused poverty alleviation program, helps implement MGNREGS. This has led to increased earnings and decision-making power for women as well as strengthening their economic independence and status in households. The document concludes that linking MGNREGS with women's self-help groups like Kudumbasree can significantly empower rural
The document discusses several Indian government programs that aim to promote rural entrepreneurship and employment. The Swarnajayanti Gram Swarozgar Yojana program since 1999 has provided income-generating assets and subsidies to assist poor rural families in becoming self-employed. The National Program for Rural Industrialization envisions setting up industrial estates and artisan clusters to provide infrastructure for village industries. The Micro and Small Enterprises Cluster Development Program adopts a cluster approach to enhance productivity and competitiveness of small businesses. Rural Self Employment Training Institutes were also established to provide skills training and entrepreneurship development programs for rural youth.
1) The Bala Janaagraha program by Janaagraha Centre for Citizenship and Democracy provides civic education to school children to encourage active citizenship. It involves classroom lessons, a hands-on civic project addressing an issue in their community, and a civic fest competition.
2) Students conduct surveys and analyze issues related to a road in their area, provide a quality score, and propose solutions. They present their findings to local leaders to encourage action.
3) The program aims to develop civic awareness and responsibility in over 25,000 students across India. It fosters creative, analytical thinking and problem-solving skills. Student projects have addressed issues like road infrastructure and generated innovative solutions.
The document discusses a training program for panchayat members in Rajasthan. It provides details on the content, delivery, and evaluation of the program. Some key points:
- A 2-week training program was conducted in 2008 to teach basic managerial skills like finance, governance, communication and decision making.
- The training was delivered in Hindi and covered all 36 districts of Rajasthan.
- An evaluation 8 months later found that while reception was good, many women lacked understanding due to inability to read Hindi.
- Recommendations were made to address language barriers and tailor future programs accordingly.
The document discusses the Panchayati Raj system of local self-government in India. It describes the three-tier structure of Gram Panchayat (village level), Panchayat Samiti (block level), and Zilla Parishad (district level). It outlines the key provisions and features of the 73rd Constitutional Amendment Act of 1992 that strengthened the Panchayati Raj system. This includes reservation of seats for women and marginalized groups, conducting regular elections, and assigning functions to local governments. The roles of different tiers in rural development are also summarized, such as taking on administrative functions at the village level and implementing development programs at higher levels. Overall, the Panchayati Raj system aims to decentral
1) The Saansad Adarsh Gram Yojana (SAGY) aims to develop model villages through Members of Parliament by 2019. MPs select villages in their constituencies to develop comprehensively over 5 years in areas like education, health, infrastructure, livelihoods and governance.
2) The approach involves community participation, leveraging MP leadership, converging government schemes with private/non-profit initiatives, and focusing on long-term sustainability. Key aspects of development include values, amenities, inclusion, economy, environment and governance.
3) Implementation follows timelines of village selection, planning, activities and reviews. MPs guide the process by selecting villages within a year and monitoring progress. District collectors coordinate implementation across
The document summarizes learnings from participatory budgeting experiments in Pune, India. It discusses what participatory budgeting is, how it has been implemented in Pune from 2007-2013, key findings and recommendations. The process in Pune engaged 700-900 citizens annually who suggested 500-850 projects, with 16-35% of the capital budget allocated for participatory budgeting projects. However, the process faced issues with lack of publicity, information and transparency, as well as low participation of disadvantaged groups.
The document describes the Chinmaya Organization for Rural Development and its mission to facilitate sustainable development in rural India through empowering local communities. It outlines the organization's objectives like empowering women, increasing economic self-reliance, and strengthening local governance. It provides details of various programs run by the organization that have benefited over 27,000 people, including self-help groups, livelihood programs, and health initiatives. It also discusses the organization's use of community workers and evaluations of its efforts to support rural development.
The document summarizes the genesis and functions of the National Bank for Agriculture and Rural Development (NABARD) in India. Key points:
- NABARD was established in 1982 to provide credit and other support services to promote rural development and uplift agriculture.
- It provides refinancing to banks and cooperatives for lending to the farm and non-farm sectors. It also directly finances food processing and rural infrastructure projects.
- In addition to financial functions, NABARD works on development programs related to agriculture, non-farm livelihoods, financial inclusion, and strengthening cooperatives. It also regulates and supervises rural banks.
Technical proposal on women economic empowerment and development0303017Deepak TIMSINA
This document provides a technical application for a project seeking funding. It includes checklists and forms to ensure all necessary documentation is included. The main body describes the context and problem statement for the target districts of Bardiya and Banke in Nepal, which have high poverty and gender inequality. It then outlines the principles and approaches the project will take, focusing on social inclusion, community participation, and local accountability. Finally, it provides details on the objectives, outcomes, outputs and activities for objectives A and C, which aim to establish an enabling environment for community development and ensure communities can effectively implement inclusive development projects. The project will focus on empowering women and marginalized groups through skills training, cooperative development, and advocacy.
NABARD plays a key role in India's rural development through various financial and developmental functions. It provides short-term and long-term refinance to banks and cooperatives to boost agricultural and rural development. It also engages in direct financing. Additionally, NABARD plays an important developmental role through institutional development, research, and promoting financial inclusion. It has contributed significantly to increasing agricultural production and rural prosperity in India since its establishment.
Bindiya Goswami is seeking a position that utilizes her experience in socio-economic development and community engagement. She has over 15 years of experience working for NGOs in program coordination, communication, and community development roles. Her resume highlights experiences with organizations like Room to Read India Trust, Population Services International, and South Asian Foundation for Human Initiatives. She is pursuing an MSW degree and has participated in various training programs on topics like capacity building, livelihood promotion, and partnership management.
NABARD - National Bank For Agriculture And Rural DevelopmentSanket Gaikwad
National Bank for Agriculture and Rural Development is an apex development bank in India, headquartered at Mumbai with branches all over India.
Founded: 12 July 1982
Headquarters: Mumbai
Participatory budgeting began in Porte Alegre, Brazil in 1989 and has since spread to over 300 cities worldwide. Pune, India was the first major city in India to implement participatory budgeting, starting in 2005. The process allows citizens to directly propose projects and initiatives for parts of the municipal budget. In Pune, citizens can suggest projects related to areas like roads, sanitation, parks, and more. Suggestions are reviewed and prioritized at the ward and city level. Media, non-profits, and corporations help facilitate participation. Studies show participatory budgeting in Brazil led to increased spending on education and health. In Pune, it has funded projects like school and park repairs. Pro
Dudheshwar Kumar is a social and livelihood expert with over 15 years of experience in community mobilization, institution building, monitoring and evaluation, training and capacity building, microfinance, and water, sanitation and hygiene programs. He has a master's degree in population studies and business administration in rural management. Currently he works as a social and livelihood expert for IPE Global, where he designs monitoring systems, builds partnerships, and develops strategies for sustainability. He has worked extensively in Bihar, Jharkhand, and other states on various projects.
This document provides guidance on effective negotiation strategies through preparing well, managing the negotiation process skillfully, and understanding human psychology. It emphasizes preparing by prioritizing interests and alternatives, establishing reservation prices, and determining the zone of possible agreement. During negotiations, it recommends starting positions slowly, exchanging small concessions, using silence strategically, and getting agreements in writing. It also notes human tendencies like fixed pie bias and loss aversion that can be addressed by framing negotiations to expand value rather than divide it and by avoiding impulsive decisions. The overall message is to negotiate systematically while accounting for irrational elements of human psychology.
This document discusses English tenses. It provides an overview of 12 basic tenses: present, present continuous, present perfect, present perfect continuous, past, past continuous, past perfect, past perfect continuous, future, future continuous, future perfect, and future perfect continuous. For each tense, it examines both structure (how to form the tense) and use (when to use the tense). It also includes examples and quizzes to check understanding.
Andrea Buckley is a registered nurse with over 25 years of experience. She has held various nursing roles including director of health services, clinical manager, case manager, and staff nurse. Buckley has extensive experience in home health care, skilled nursing, wound care, infusion therapy, and maternal/child health. She has licenses in Florida and Texas and seeks new nursing opportunities.
This document summarizes several multipath routing protocols for mobile ad hoc networks (MANETs). It discusses Ad Hoc On-Demand Distance Vector (AODV) routing, which uses on-demand route discovery and maintenance. It also describes Ad hoc On-Demand Multipath Distance Vector (AOMDV) routing, which extends AODV to find multiple disjoint paths. Additionally, it reviews a Load Balancing Multipath AODV (LB-M AODV) protocol that uses multiple paths to increase delivery ratio and balances load. Finally, it briefly discusses a Backup Path Routing protocol that selects primary and backup paths, and a Prioritized Routing (PRIMAR) protocol that considers packet priority when
Naseer Ahmed has over 22 years of experience in development work, with a focus on governance, local government, and participatory community development. He has worked for various organizations, including the government of Khyber Pakhtunkhwa, UNDP, USAID, and GIZ. His experience includes project management, institutional development, public sector coordination, community mobilization, and small grants/project implementation. He holds a Master's degree in Public Administration and has managed teams and delivered various outputs, such as establishing new government commissions, developing strategic plans, and implementing community infrastructure projects.
Sanjeev Kumar Singh has over 12 years of experience in managing social development projects in India. He has worked for several non-profit organizations, managing projects related to microfinance, livelihood promotion, local governance, water and sanitation, and NGO assessment. He is skilled in project implementation, monitoring and evaluation, training, and community development. His experience includes roles as a program officer, finance inclusion coordinator, social sector analyst, and project coordinator.
The document discusses NABARD (National Bank for Agriculture and Rural Development), an apex development bank established in 1982 to facilitate credit flow for rural development in India. It outlines NABARD's vision, mission, organizational structure, roles and functions, which include providing refinance support and loans to rural banks and institutions, developing model agriculture projects, and building capacity through training. The document also describes some of NABARD's promotional efforts like providing technology support to NGOs and innovative microfinance projects.
This document discusses community mobilization strategies for an integrated water, modern energy (IWME) project in Nepal. It covers:
1. The basic concepts of community, community development, and social mobilization, which is defined as transferring individuals into an organized group to empower them for planned change.
2. The reasons for social mobilization in the IWME sub-sector, including ensuring community participation, ownership, and capacity to manage projects.
3. The approaches used, including strengthening supply through collaboration, and demand through social mobilization in three stages: preparation, implementation, and institutionalization for sustainability.
4. The roles of various actors like experts, coordinators, local partners, and facilit
Village microplanning -_lessons_from_maharashtrapi yadhagiri
1) Village microplanning is a participatory process used in Maharashtra to generate village development plans and mobilize communities. Over 12,000 villages across 27 districts have undertaken this 5-day planning process.
2) Block response planning then consolidates village plans to identify service gaps and mismatches between community needs and existing resource allocations. Funds are pooled and programs converged to better match allocations.
3) Participatory monitoring tools like community scorecards are used where communities and service providers jointly assess and rank service quality to improve performance and accountability.
NABARD was established in 1982 to promote rural prosperity in India. It replaced existing agricultural credit and rural development institutions. NABARD operates nationwide with regional and district offices. Its mission is to support sustainable agriculture and integrated rural development through credit and other services. NABARD provides refinancing to banks and cooperatives, promotes rural policies, and works to enhance financial inclusion in rural areas through programs like Kisan Credit Cards, self-help groups, and watershed development.
NABARD is India's apex development bank that provides credit and related services to rural areas. It was established in 1982 to implement the National Bank for Agriculture and Rural Development Act. NABARD replaced previous institutions and aims to promote rural prosperity through credit provision, institutional development, and monitoring client banks. It works to increase agriculture and rural credit through refinancing banks and supporting rural infrastructure. NABARD also undertakes supervisory functions for cooperative banks and regional rural banks.
Role Of Agencies assisting EntrepreneurshipAnubha Rastogi
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1. Dudheshwar Kumar
Colony No-7, Post- Sarubera
Distt-Ramgarh, Jharkhand
Voice: +91 9386591487/ 09771403414
Email: dudhesh@gmail.com
D.O.B: 7th
April 1980
Skills and Competency
• WASH- Promotion of Individual Toilets, community toilets, hand wash and personal
hygiene.
• Networking, Liaison, and Partnership management
• Program management and establishment of monitoring and evaluation system
specifically in the area of livelihoods, micro enterprises development, financial
inclusion, Financial Literacy and community mobilization.
• Training and capacity building.
Key Professional Achievements:
WASH in Urban Areas:
• Provided techno managerial support in preparation of slum level micro planning
WASH.
• Provided support in development of IEC material on WASH and Community
Institutions.
• Provided training inputs to community institution for construction of eco friendly
toilets and community based construction.
• Strategized the facilitation process on site construction to the community through
expert engineers and social practioners.
• Provided technical support for capacity building of community institutions for
WASH.
Community Institution Building, Strengthening of community processes and linkages
• Developing livelihood plan for 28 ULBs in Bihar
• Conceptualisation and development of community structures like Neighbourhood
Groups (NHG), SHGs, SVS (Samuhik Vikash Samiti), Area/ Slum level Federation
(ALF), Town Level Federation (TLF) and State Level Federation
• Facilitated linkages of 1540 SHGs for Revolving Fund (RF) under NULM (RF of 1500
SHG have distributed so far)
• Capacity building of 790 Slum Level Community Institutions commonly known as
Samuhik Vikash Samiti (SVS) and their registration under Society Registration Act.
• Preparation of Business development plan for the potential livelihood activities.
Monitoring and evaluation
• Designed a robust monitoring system for tracking the performance of partners on
various parameters. Implementation of online monthly monitoring system.
• Designed performance tracking system for SHGs.
• Managed large scale Baseline survey of 45 towns.
• Collection and managing large scale data from 45 Towns.
Capacity Building and trainings
• Designed various capacity building manual, monitoring formats for the partner
organisation and community organisation.
2. • Prepared operational plan and guideline for implementation of Swaran Jyanti Sahri
Rojgaar Yojana (SJSRY) and NULM for Urban Local bodies (ULBs like Municipal
Corporation / Nagar Panchayats) in context of Bihar.
Coordination, Networking and liaison:
• Coordination with 28 Urban Local Bodies (ULB) of Bihar for better implementation of
SPUR and NULM.
• Coordination with 15 NGO partners for better implementation of project.
• Liaison with Urban Development and Housing Department, Bihar; State Level
Banker’s Committee, various banks 28 ULBs, other government departments like SC&
ST welfare department, MSME Bihar, BUIDCo etc.
Techno managerial support, Budget Planning and strategic planning/ inputs
• Provide Techno managerial support to ULBs and 15 NGO partners in implementation
of community mobilization towards building of sustainable community structures in
urban slums.
• Successful implementation of ECS (Electronic Clearance System) mode of contribution
in National Pension System (NPS-Lite)
Professional Experience
Present Employer:
Infrastructure Professionals Enterprise Pvt. Ltd. (IPE Global), www.ipeglobal.com
SPUR (Support Programme for Urban Reform), Bihar popularly known as Support
Programme for Urban Reforms in Bihar (Samvardhan) is a six-year partnership programme
(2010-2016) between the Government of Bihar and the DFID. The programme envisages that
effective urban centres in Bihar would play a significant role in economic growth and poverty
alleviation. Cities would serve as nuclei for greater economic activity and services to enable
contribution to pro-poor development. The programme goal is to promote economic growth
and significantly accelerate poverty reduction in state by 2016.
Designation: Livelihood Expert (April 2010- till date)
The key responsibilities are:
• To provide technical inputs for the shaping of community structure like NHGs, SHGs,
SVSs and self sustained Federation.
• To formulate strategies for active involvement of the community groups into the
micro planning process.
• To provide technical inputs in preparation Integrated Micro planning Report (IMR)
and Detail Project Report (DPR) ensuring community participation for basic
infrastructure in the slums.
• To provide technical inputs for ensuring the community participation in community
based operation and maintenance (O&M) of infrastructure.
• To provide techno managerial support in preparation of slum level micro planning
WASH.
• To provide support in development of IEC material on WASH and Community
Institutions.
• To provide training inputs to community institution for construction of eco friendly
toilets and community based construction.
• To strategize the facilitation process on site construction to the community through
expert engineers and social practioners.
• Provided technical support for capacity building of community institutions for
WASH.
3. • Formulating long term livelihood strategy for the economic growth and poverty
alleviation
• To provide technical inputs in designing formats for SHG Livelihood Profiling, SHG
grading, SHG Books of Records, Slum Livelihood Micro planning, Micro Credit
Plan, and Livelihood proposals (Individual and group enterprises)
• Establishing a good coordination with State Level Bankers Committee and 12 lead
banks of Bihar for financial linkages (Saving and credit) of SHGs and preparing
strategy for ensuring coordination between bank and community (Self Help Group).
• Establishing good coordination with 28 ULBs of Bihar for better implementation of
NULM and releasing of revolving fund to the eligible SHGs.
• Providing strategic inputs for the assessment of the schemes of social entitlements and
making strategies to make them accessible for the slum dwellers in coordination with
ULB and other departments.
• Identifying training needs, designing training modules and imparting training for
different stake holders like representative of community structures, NGO staff, ULB
members, and cluster level staff.
• Handholding support to 15 implementation partners, their supervision and monitoring
the partner organizations.
• Preparation of analytical reports for higher management
Invest India Micro Pension Services Pvt. Ltd (IIMPS) www.iimp.in
A company promoted by eminent pension sector and development sector experts, Invest
India, SEWA Bank and UTI with mandate to provide oldage income solution to the low
income workers of unorganised sector.
Designation: Regional Head (Bihar, Jharkhand, Maharashtra, Madhya Pradesh, Odissa and
Chhattisgarh) (July 2009-June 2012)
Principal Duties:
• Formulate strategies for mobilising unorganised workers of urban area for
implementation of financial literacy program focused on old age social security
• Supervise and coordinate with partners for implementation of micro pension project in
Bihar, Jharkhand, Maharashtra, Madhya Pradesh, Odissa and Chhattisgarh
• Mentoring team of 35 members, Monitoring the operation of micro pension,
• Actively involved in designing of training manuals and planning of Training for
Trainers (TOT) for pension literacy.
• Overall partnership management with UTI, BASIX and Janlaxmi.
• Responsible for the client delivery management with the help of the channel partners.
• Facilitating training on community mobilisation for accessing micro pension and
implementation of financial literacy and pension literacy program among lower income
group.
Major Achievements
• Efficiently implemented Micro Pension project of Invest India Micro Pension Services
Pvt. Ltd. (IIMPS) in the states of Bihar, Madhya Pradesh, Chattishgarh, Maharashtra,
Orissa and Jharkhand.
Access Development Services, Bhopal
A not-for-profit Company with a mandate and capacity to provide specialized technical
services in the areas of microfinance and livelihood
4. Designation: Project Coordinator (Micro Finance) From April 2008 to July 2009)
• Completed the ICICI-supported Microfinance Institutions (MFI) Incubation Project in
the state of Madhya Pradesh with the identified NGO-Micro Finance Institution
• Designed training modules for training of trainers on financial literacy and self help
groups for SHPI and SHGs.
• Support and provide strategic inputs in the formation of Community Based Micro
Finance Institution, in Jhabua District of Madhya Pradesh.
BASIX www.basixindia.com
Designation: Senior Executive (Urban Microfinance) (January 2007 to March 2008)
Principal Duties:
• Proficiently managed the micro finance operations having loan portfolio of about
Rs10.5 million in compliance with the company’s standards at Bharatpur Unit of the
Company
• Appraisal, disbursement and monitoring of micro-loans to members of SHGs and JLGs
• Mitigation of risk, provisioning of life and non-life insurance products of AVIVA Life,
Royal Sundaram and ICICI Lombard
CUTS-International
CUTS Centre for Consumer Action, Research & Training (CUTS CART) is a research and
advocacy Centre. This Programme Centre was created as a result of diversification of CUTS
in order to move ahead with its inherited agenda: consumer protection and education, and to
create a more responsible society.
Designation: Management Trainee (April 2005-Dec 2006)
Principal Duties:
• Managed team of 14 Block Coordinators and 56 surveyors for ensuring proper
implementation of the program
• Designing surveys formats, Field Testing, data compilation and analysis and
dissemination
• Presenting and advocating the key findings in the state level workshops
Research and Studies
• “Livelihood profiling of 58 Urban Slums of 28 towns of Bihar” under Samvardhan
Project for IPE-Global.
• Public Private Partnership for Promotion of Safe Migration to “Combat Human
Trafficking”
• A Study on Livelihood Visioning in Rajarpakar block of Vaishali District of Bihar
(IDF, Patna, October’ 2009)” (ATSEC- Bihar), August 2011
• Review of the existing micro-finance activities of GRAMODYA SAMAJIK
SANSTHAN through evaluation of existing SHGs. (GRAMODYA SAMAJIK
SANSTHAN, Tonk, Rajasthan). November 2006
• Completed Participatory Expenditure Tracking Survey (PETS) of Mid Day Meal in
Chittorgarh District of Rajasthan. CUTS-International (July 2005- Dec’2006)
Professional trainings
5. • Gained Knowledge through Fundamentals of Livelihood Promotion (FLP)-I and FLP-
II conducted by “The Livelihood School”
Education
2015: Introduction to Statistics for the Social Sciences, University of Zurich, Switzerland
2005 Masters in Business Administration (Rural Management from Xavier Institute of
Actions & Studies), Jabalpur with 60% marks
2002 Bachelor of Science (B.Sc) from St. Xavier’s College, Ranchi University with 61%
marks
1996 10+2 Science from D.A.V. Sr. Sec. School, Kuju, Hazaribag, Jharkhand with 63%
marks
1994 10th
from D.A.V. Sr. Sec. School, Kuju, Hazaribag, Jharkhand with 66% marks.
Languages Known
Language Speak Read Write
Hindi Excellent Excellent Excellent
English V. Good V. Good V. Good
IT Skills: MS office ( word, Excel, PPT), SPSS
Current Cost to Company: 10.20 Lakhs per annum Expected: 12 Lakh Per annum
References
Mr. Rakesh Nath Tiwari
Social Policy Expert-Vision Performance Unit
Price Water Coopers India
Mail: tiwary.india@gmail.com
09771432070
Miss. Padmaja Nair
Consultant- Community Mobilization
and WASH, IPE Golbal, Wateraid,
UNICEF, GHK, ADB, CRICIL etc.
Lucknow, UP
Mail: nair.padmaja@gmail.com
07753995331
Ms. Irina Sinha
Thematic Head-SDPAL
SPUR, IPE Global
Patna, Bihar
Mail: isinha@ipeglobal.com
Mob:91-9572291350
6. Declaration: All the information stated by me is true to best of my knowledge and can be verified on request
Place: Dudheshwar Kumar
Date:
7. Declaration: All the information stated by me is true to best of my knowledge and can be verified on request
Place: Dudheshwar Kumar
Date: