Livelihoods Resource Centers in Andhra Pradesh

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• Livelihoods Resource Centers in Andhra Pradesh
• Relevance, Experiences and Lessons Learned

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Context
Watershed Development Projects are the only
projects with a clear funding support for
Capacity Building (CB) Provision of CB Inputs was
not systematic and professional. Utilization of
CB budgets was not in tune with objectives of
project. CB Inputs were not in tune with the
scale of the project
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Experiences
Focus on Institutional Arrangements APRLP
established DCBC Working Groups for Capacity
Building in which CRD, APARD, MANAGE and WASSAN
were members Indira Kranti Patham established
Mandal Velugu Training Centers Several CB related
experiences in Civil Society Sector APMAS
developed system of affiliates WASSAN
established CB Network in RR District/ Pool of
Resource Persons Several other experiences
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Conceptualization of Livelihoods Resource
Centers
Clearly defining roles, responsibilities and
functions at all levels Working our details of
funding and other administrative arrangements
Developing partnerships with Resource
Organizations from NGO Sector
Workshop of Project Directors WASSAN Annual
Network Meet in 2004 Sub Sequent meetings at
CRD/ APARD recognized the Need for Decentralized
and Institutional Systems for Capacity Building
and Livelihoods Promotion Conceptualization of
Livelihoods Resource Centers Establishing
Consortium of Resource Organizations
Establishing Secretariat for Consortium
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Functions of Livelihoods Resource Centers
Provide diversified CB services which include
communication campaigns training hand holding
support services exposure demonstrations/
pilots facilitate convergence Institutionalize
delivery of good quality CB Inputs to primary
stakeholders
Strengthen the quality of participation of
communities in development project (Watershed
Projects Comprehensive Land Development Project
NREGS AP AP MIP and others) Develop Action
Plans for CB in consultation with Project
Management/ Facilitating Teams and Communities
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Present Situation
55 Cluster Level Livelihoods Resource Centers and
17 District are established in all
districts Course Directors and APD (CB) are
appointed with the support of APARD Series of
workshops/ training programs were organized to
explain the concept of LRCs at district/ state
level Modules/ resource material were developed
and shared at LRCs Methodology of developing CB
action plans were developed Partnerships with
NGO Resource Centers were developed to anchor
LRCs in case of 13 LRC Professional Support
Agencies (APMAS, CARE and WASSAN) were attached
to 12 districts to further strengthen LRCs (45
No)
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STATUS REVIEW Positive Features

• DCBCs are well equipped with infrastructure
• Clear process guidelines
• Trained staff and PRP approach
• Availability of resource materials in all core
  areas except few (EP)
• APRLP approach-core areas guide the overall LH
  framework
• Sufficient financial resources

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STATUS REVIEW Issues Identified-1

• Weak PRP system
• Weak Systems for Mobilization of participants for
  trainings
• Inadequate in-house training facilities
• Poor at preparation of need assessment, calendar,
  plans
• Lack of structured review mechanism
• Incomplete trainings in the core areas of APRLP
• Low focus on sustainability of LRCs

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STATUS REVIEW Issues Identified-2

• Too much of focus only on training programs
• Project Leadership is unable to effectively
  utilize the services of LRC
• Mismanagement of funds and programs
• Informal approach
• Lack of clarity on roles and responsibilities and
  institutional mechanism
• Non existence of Convergence and linkage with
  line departments
• Not all RD related training programs are
  organized at/ through LRCs
• Admin and programmatic systems and procedures are
  not evolved

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Lesson Learned

• It is important to sensitize project management
  at district level to benefit from the LRC system
• Adequate and quality human resources
• Partnerships with NGO Resource Organizations
  needs to be further strengthened
• Rigorous monitoring and feed back
• Checks and Balances

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Lessons Learned

• Viability of LRCs depend on the level of
  utilization of LRC and its services
• Convergence of projects and services require
  considerable efforts and systematic approaches
• LRCs have the potential to offer diversified CB
  and other services to projects and communities,
  depending on the commitment, support and
  leadership at LRC and district level

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CONCERNS1

• Linking with the RD programs a policy decision is
  required to use CLRCs as a strategic partner for
  all CRD capacity building at the primary
  stakeholder level
• DWMA to own up these CLRCs, treat as a mandate
  rather than as just an outcome of RLP
• Focus on viability/sustainability include in the
  main agenda of the district in all reviews
• Ownership among the staff of LRCs

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CONCERNS2

• Long term Mentoring support and institutional
  support towards self sustainability
• Planning Vs. Accomplishment Variance analysis
• Viability, clientele build up and service
  expansion
• Planned activities and ad-hoc programmes
• Theme or core area wise PRPs and CRPs development
• Orientation and clarity to DWMA staff for release
  of funds and routing mechanism ensuring
  timeliness, cost norms, guidelines
• Coordination with line departments and sub-staff
  in mobilisation of secondary and primary
  stakeholders of the programmes
• Lack of adequate staff with capacities

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WAYFORWARD1

• Focus on strengthening the institution
• Resource Base
• Expertise and CB Services
• Professionalism and Quality of CB Services
• Partnerships with Resource Organizations
• Completion of market assessment
• Preparing 3 year Business plans with pragmatic
  approach
• Capacity enhancement of staff
• Preparation of package of services category
  wise or thematic area wise to expand service
  portfolio for meeting divergent needs

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WAYFORWARD2

• Explore and exercise towards clientele building
  for ensuring viability
• Preparation of package of services category
  wise or thematic area wise to expand service
  portfolio for meeting divergent needs
• Required continuous follow-up by CRD/APARD to
  streamline the process in strengthening LRCs and
  its mandate
• Upscale the experiences and instruments to the
  entire country after making a systematic
  situation analysis of local conditions
• Ensure adequate financial support to LRCs on par
  with Project Management Support