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Mission Document
Introduction
Introduction |
NRLM Mission
To reduce poverty by enabling the poor
households to access gainful self-employment and
skilled wage employment opportunities resulting
in appreciable improvement in their livelihoods
on a sustainable basis, through building strong
and sustainable grassroots institutions of the
poor.
Facilitating
knowledge
dissemination,
skill building, access to credit, access to
marketing, and access to other livelihoods
services enables them to enjoy a portfolio of
sustainable livelihoods.
NRLM Values
The core values which guide all the activities under
NRLM are as follows:
Community
dependence.
self-reliance
and
of
all
self-
Approach
Towards building, supporting and sustaining
livelihoods of the poor, NRLM harnesses the innate
capabilities of the poor, complements them with
capacities (information, knowledge, skills, tools,
finance and collectivisation) to deal with the rapidly
changing external world. Being conscious of the
livelihoods activities being varied, NRLM works
on three pillars enhancing and expanding
existing livelihoods options of the poor;
building skills for the job market outside; and
nurturing self-employed and entrepreneurs.
Dedicated support structures build and strengthen
the institutional platforms of the poor. These
platforms, with the support of their built-up human
and social capital, offer a variety of livelihoods
services to their members across the value-chains of
key products and services of the poor. These services
NRLM
Livelihood Services
Institutional
Platforms of Poor
(SHGs, Federations and
Livelihoods Collectives:
Aggregating and Federating
Poor, Women, Small &
Marginal Farmers, SCs, STs
and other marginalized and
vulnerable)
ile f
m o es
st ry vic
La live er
e S
D lic
n
Pu
INNOVATIONS
Building Enabling Environment
Partnerships and Convergence
Human and
Social Capital
(Leaders, CRPs,
Community ParaProfessionals)
En Acc
tit es
le s
m to
en
ts
Dedicated Support
Institutions
(Professionals,
Learning Platform
M & E Systems)
t
ke s
ar ge
M ka
n
Li
T
Pr ech
o
Pr du no
od ct log
uc ion y,
tiv &
ity
Livelihoods
7. Poor have multiple livelihoods as a coping
mechanism for survival. Their existing major
livelihoods are: wage labour, small and
marginal holding cultivation, cattle rearing,
forest produce, fishing, and traditional nonfarm occupations. The net incomes and
employment days from the current livelihoods
are not adequate to meet their expenditures.
NRLM would look at the entire portfolio of
livelihoods of each poor household, and work
towards stabilising and enhancing the existing
livelihoods and subsequently diversifying their
livelihoods.
8. Infrastructure creation and Marketing
support: NRLM would seek to ensure that
Sensitive Support
15. External Sensitive Support Structures:
NRLMs process-intensive effort would
require
dedicated
human
resources.
Realising this, NRLM would be setting up
sensitive and dedicated support structures
at the National, State, district and subdistrict levels. NRLM Advisory, Coordination
and Empowered Committees and National
Mission Management Unit at the national
level, State Rural Livelihoods Missions
(SRLMs) as autonomous bodies and State
Mission Management Units at state level,
District Mission Management Units at district
level, and sub-district units at block and/or
cluster levels would constitute these support
structures. These structures would have
suitable linkages with Government(s), District
Rural Development Agencies (DRDAs), and
PRIs. The governance of DRDAs would be
revitalized with representatives of institutions
of the poor and professionalised so that
they respond better to meeting the needs
of the poor. These support structures would
be staffed with professionally competent
and dedicated human resources through
appropriate
arrangements
including
partnerships and outsourcing of services.
A clear objective of this support structure is
to incubate an internal sensitive support
structure, consisting of the institutions of the
poor, their staff and other social capital. Over
time, the role of the internal support structure
should increase and replace the external
structure in many of these processes.
16. Technical Support: NRLM would provide
technical assistance to the States and all
other partners for creating and strengthening
their institutional capacities for its effective
implementation. It would build national
knowledge management and learning forums/
systems. It would facilitate partnerships
between institutions of the poor and banking
sectors, public and private sectors, for
ensuring last mile service delivery to reach the
poor. It would build a national pool of experts,
practitioners and advisers in all the relevant
disciplines including social mobilisation,
institution building, microfinance, livelihoods,
skill development, entrepreneurship etc. They
would provide handholding support to SRLMs
for developing and executing state poverty
reduction strategies.
17. Monitoring and Learning: NRLM would
monitor its results, processes and activities
through web-enabled comprehensive MIS,
regular meetings of the Performance Review
Committee, visits by senior colleagues, Local,
District, State and National Monitoring Groups
and the mechanisms of Review and Planning
Missions. Process monitoring studies, thematic
studies and impact evaluations would provide
inputs to the above. It would also promote
social accountability practices to introduce
greater transparency. This would be in addition
to the mechanisms that would be evolved by
SRLMs and state governments. The learning
from one another underpins the key processes
of learning in NRLM.
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Projects and
the Central
on innovative
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