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Institution and Capacity Building

The objective of the activities under the theme/programme institution and capacity building is to have strong institutions at the community level. To achieve this objective a structured learning and capacity building system is sought to be put in place in the Project. This will broadly include the following activities.

Preparing roster of resource persons at the state, district, block and village level for different areas of CB.

Designing modules for the different training programs with the community operations manual (COM) being the base document.

Organizing key workshops including an introduction to the project and its approach for stakeholders at the state/district/block/panchayat levels and sensitization workshop targeting bankers/financial institutions/public sector/civil society/NGOs.

Developing key modules and materials including the following:

a)Training for self help groups (SHGs) and federations on:

- i)concepts of SHGs, village organizations (VOs) and block level federations (BLFs),

- ii)group processes and management,

- iii)microfinance operations including fund management and book keeping,

- iv)credit prioritization plan,

- v)conflict resolution and

- Vi)social issues.

b)Additional training for members and leaders of SHGs, VOs and BLFs, and Para-professionals.

c)Induction module for project staff

d)Specific training modules for Block Project Implementation Unit (BPIU), District Coordination Unit (DPCU) and State Project Management Unit (SPMU) staff

Other key activities that will be supported by the project falling under Component - 1 would include:

Panchayat Raj Institutions

The objective of this activity is the sensitization of Panchayati Raj Institutions (PRIs), especially at the village panchayat level, in the implementation of Government of Bihar (GoB) sponsored social protection programs like Public Distribution System (PDS), pensions, Integrated Child Development Schemes (ICDS), and National Rural Employment Guarantee Act (NREGA) to effectively target and be made more inclusive of the poor.

Following the October 2006 PRI election in the state wherein nearly 60% of the positions in the Gram Panchayats had been won by women, many from the target communities, there arose a unique opportunity for the project to work with the PRIs. The project has undertaken activities that involve sensitizing and building capacities of the Panchayat Raj Institutions (PRIs) to enable them to respond positively and this is essential to improve access of the poor to the social protection programs of the GoB. The project will also build the capacity of the poor and poorest in the CBOs to understand the various social protection programs, eligibility criteria and access them. The activities include:

Sensitization/ Training of "elected" PRI members: Develop a specialized training program including field visits to Other States were the PRI are working closely with CBOs resulting in better outcomes.

Communication - with the SHG members and the elected officials in the PRI on the citizen rights and obligations.

Strategic Communication:

The main objective of strategic communication is to build awareness in the community for strengthening the community institution building process and its sustainability. This will involve information, education and communications support for all components of the project to be implemented at the field level. The awareness programs and campaigns will focus on issues affecting social and/or economic activities of interest to rural poor, for example, institution building, livelihood enhancement, children's education, child labor, child marriages, HIV/AIDS. Following activities will come under this section.

Creating awareness regarding livelihood options and approaches - Transparent, participatory and accountable institution building process is the key for sustainability of the community institutions initiated. The communication strategy will meet the needs for building the foundation.

Training CCs and CRPs to introduce the issues of social and economic empowerment for discussion at the CBOs. The project would also enable the capturing and dissemination of experiences and learning at the CBOs based on these social and economic interventions.

Learning Schedule for Primary SHGs in the Project

It is expected that each of the SHG members will be made aware about the group management aspects. Therefore, a well structured schedule of learning contents for SHGs will cover the following dimension.

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S. No.	Module Suggested	Day 1	Day 2	Day 3	Day 4	Day 5	Day 6	Day 7
1	Why there a need of SHG
2	Life cycle of the SHGs
3	SHG group meeting
4	Leadership
5	Conflicts resolution
6	Our groups, our norms
7	Self evaluation
8	Coping with externalities
9	Gender issues
10	Planning skills
11	Poverty analysis
12	How to link group with the Bank
13	Group saving procedures
14	Group lending norms
15	SHG and role of federation
16	Sustainability of SHGs
17	Risk management
18	Module on Community Investment Fund (CIF)
19	Introducing the groups with Financial Institutions (FIs)
20	Book keeping for members and bookkeepers.

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Contents of learning for the community institutions

At further higher level broad contents of learning for the community institutions will follow the themes outlined below:

Level	Theme	Components	Targeted Group
Village level	Group management	Importance of regular meetings Leadership issue Conflict mitigation Cohesiveness in group and its importance Need and importance of making norms	SHG members
	Financial management	Importance of group savings Making of group lending norms Importance of bookkeeping Introduction to different forms of fund available Community investment fund Bank linkage and other FIs Importance of regular and timely repayment schedule Rotation of fund available	SHG members
	Micro credit plan	Why Micro Credit Plan Importance of MCP SHG profile SHG member wise profile SHG member income & exp. Micro Credit Plan MCP 1st phase loanee members (prioritization plan) MCP 2nd phase rotation method	SHG members
	Village organization	Need of VO formation Objectives of VO VO constitution process VO role & responsibilities VO and beyond	SHG members
*Cluster level*	Bookkeeping	Bookkeeping & bookkeeper role Need and importance of bookkeeping & bookkeeper role	SHG bookkeepers/ CMs, SHG leaders
	Micro Credit Plan	Importance of MCP SHG profile SHG member wise profile SHG member income & exp. Micro Credit Plan MCP 1st phase (prioritization plan) MCP 2nd phase rotation method	SHG members @ 3 members/ SHG
	Village organization	Need of VO formation Objectives of VO Management norms VO meeting process Its role & responsibilities and activities	VO executive committee members
Block level	SHG concept & management	Why SHG Life cycle of SHG Introduction to panch-sutra Norms in group formation Importance of regular meetings Leadership issue Conflict resolution Cohesiveness in group and its importance	Community Mobilisers
	Bookkeeping	Bookkeeping & bookkeeper role Need and importance of bookkeeping & bookkeeper role	Community Mobilisers
	VO concept & management	Need of VO formation Objectives of VO Management norms VO meeting process Its role & responsibilities Activities of VO	Community Mobilisers
	Micro Credit Plan & Appraisal system	Importance of MCP Is there any need of MCP Different forms of MCP- general and food security SHG profile SHG member wise profile SHG member income & exp. Micro Credit Plan MCP 1st phase loanee members (priortisation plan) MCP 2nd phase rotation method Importance of appraisal Criteria of appraisal of MCP	VO office bearers

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Implementation Arrangements for Capacity Building of Community Institutions

The entire capacity building for community institutions will be led by the Capacity Building and Institution Building unit of the Project. A full time State Project Manager and Project Manager will be deputed and assigned responsibility to design, implement and coordinate capacity building events for community institutions. For the purpose, block unit will also have a specialist training officer who will be responsible for all necessary arrangement for capacity building programmes. A Capacity Building and Training cell is also proposed. This cell will look after the large scale staff and community level training needs in a multi functional manner. At a later phase this cell may be spun off as an independent organization to look after the training needs of the state for rural development professionals. At block level absence of appropriate training infrastructure will be the major challenge. To address this Project will adopt two pronged strategy which includes building training infrastructure at block level wherever needed and to get existing suitable Government infrastructure. The involvement of external consultant agency will be key strategy for delivering large scale Capacity Building programme to the Community Institutions. Further points to be worked on include:

Capacity Building and Institution Building specialist at the State Unit will be the key nodal person for training to the community institutions. All strategic decision-making will be done at this level.

Both at the state and block levels, the functional specialist and the resource organisation(s) together will develop the capacity building solutions based on the field assessment

Training Needs Assessment will be undertaken periodically (say quarterly)

The technical training could be outsourced to a panel of trainers or institutions with expertise on the subject.

Annual needs assessment will also be conducted to include learnings and its implications in the PIP.

A Capacity Building and Training Cell will prepare modules and CB strategy. This cell will facilitate the block unit in extending capacity building programmes to community institutions.

Methodology for Capacity Building

The following methodology will be used for capacity building in the Project.

Development of modules: Each capacity building events will be organized with an effective module corresponding to the absorbing capacity of the community members. This will be prepared in local language and should bear ample application of audio visual tools.

Learning by Doing- Every module will subject to further improvement by learning of previous organized events and feedback from the community.

Learning by seeing - Various sites within the country and the state would be identified and arrangement will be made to send community members to see the best practices.

Empanelment of Resource Persons and Agencies- The project will identify external resource agencies and persons and empanelled them for delivering the capacity building component at block and state levels. A clear MoU will be drafted with any resource agency or individual is hired.

Handholding Support- This will be among major strategies of capacity building in the Project. Project staff and other resource persons/ teams/ agencies will constantly be counseled by regular handholding support by the Training and Capacity Building Cell to improve the effectiveness of programmes at community level.

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