G.

CAPACITY BUILDING

1. The capacity building strategy and action plan of the project primarily aim to
build the competence and capability of target poor and their organizations so as to
collectively enable them to achieve the project objectives. The capacity building
component of the project has been carefully drawn up considering the following key
requirements of the project:

As explained in the chapter 5, the project is implemented through an evolving

process strategy, which demands continuous review and incorporation of key
learning from the field into capacity building programs.
Coupled with the pre-determined modules and capacity building programs, it is
anticipated that many programs will be demanded during the project
implementation.
The project teams at district and cluster level consists of multi disciplinary skill
mix calling for a variety of capacity building programs and hence need to pool
resources from various institutions and different functional areas as needed.

2. Specifically the objectives of the capacity building activities are:

To develop the institutions at all levels of project implementation through

establishing and supporting shared principles and rules of the engagement, so
that they are able to perform in a coordinated and synchronous manner meeting
the requirements and service standards of the project.
To enhance the knowledge base and skills, and influence the attitudes of all
project stakeholders at different levels of the project implementation, so that they
are able to work as efficient teams and perform effectively the roles and
responsibilities vested with them.

G.1 Strategies for Capacity Building

3. The various strategies that could be adopted for building the capacities of the
various stakeholders, to meet the above Capacity Building Needs, are as follows:

Gradual scaling up The project is following a phased approach for

implementing the project in different batches so as to provide opportunities to
learn by experiences. For the subsequent batches of villages, the previous villages
will serve as learning grounds for building their capacities.
Experiential learning The capacity building approaches will focus on all
opportunities of experiential learning including inter active learning and exposure
visits. Reviewing and Sharing of project learning will be an important element of
CB strategy.

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 Internalizing capacities locally The project will invest on building the capacity
of VPRC members, SHG and EAG members so as to empower the community
organizations to manage their livelihood affairs by themselves. In addition, the
project will help the community identify and develop local resource persons as
Para-professionals who will be able to provide a variety of support services to the
village community.

4. Capacity building needs of various stakeholders and strategies for capacity

building are detailed in Table 7.1.

Table 7.1 Capacity Building Needs of Project Stakeholders

Project Responsibility and

Critical Capacity Gaps Capacity Building Strategies
Stakeholder stage of cycle
Village Low social accountability Exposure visits for hands-on-training PFT
Panchayats Supply driven mode of Orientation and sensitisation During capacity
developmental activities Giving a role in formation, mentoring building cycle/
Poor attention on service and monitoring VPRC activities start up phase in
delivery quality and good village
governance development cycle
SHG Not able to plan productive Strengthening productive investments PFT
investments. through improved access to credit. Capacity building
Inadequate credit linkage Providing hand holding and technical phase
Inability to maintain regular support.
accounts. Development of Para -professionals
Exclusion of poorest, Formation and strengthening the new
vulnerable SHGs
Access to other services- Strengthening linkage higher-level
book keeper, insurance, Para Federations.
professional etc.,
Lack of hand holding
support
Lack of opportunity to
enhance their skill or acquire
new skills
CRPs Lack of technical knowledge Instituting a system of identifying and PFT and DPMU
Poor adherence to service orienting CRPs on the requirements of with livelihood
quality standards the project, so that a pool of resource support agency
Inadequate number of persons are made available with in the
service providers community.
Capacity building programs to enhance
the capabilities of CRPs.
Arranging handholding, backstopping
from advisory groups and resource
agencies in the field.
VPRC Inadequate Leadership Development of IEC materials and PFT
Absence of transparent, campaigns for awareness raising and Capacity building
downward accountable and consensus building. phase
inclusive Village institutions. A well illustrated Community
Lack of collective action Operational Manual detailing the tools,
Inability to identify and processes and methodologies to guide
prioritize village development community to form the VPRC and
needs especially for improving manage its affairs.

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 Project Responsibility and
Critical Capacity Gaps Capacity Building Strategies
Stakeholder stage of cycle
the livelihoods of poor and Assistance to PFT for social
vulnerable. mobilization, livelihood marketing
Inability to take collective assistance and handholding support.
decisions on technology, Providing support to a range of service
resource allocation etc. providers including technical assistance
Inadequate financial for appraising the technical proposals.
management and procurement Providing opportunities for exposure
skills. visits and hands-on-learning.
Poor negotiating and Providing opportunities to develop
partnership skills. networks and federations of SHGs and
EAGs
Social Audit Lack of monitoring skills Community Operational Manual PFT all throughout
Committee Lack of process audit skills Handholding support by PFT the Project cycle
Lack of financial and Exposure visits
procurement audit skills
Lack of conflict resolution
skills
EAG Inadequate business skills and Hand holding support through PFT. PFT along with
commercial orientation. Building their capacity on forming livelihood support
No vision on scaling up of federations at village, cluster and district agency.
economic activities. levels. Livelihood
Lack of own institutional Building knowledge, skills and attitude in implementation
support for negotiating entrepreneurship, business management phase
partnership and market skills, accounting skills etc.,
linkages. Building capacity on accessing and using
Lack of awareness on various market information.
support systems. Promoting partnership and linkages
Lack of technical know how Arranging handholding, backstopping
on marketing, product from advisory groups and resource
development, product testing, agencies.
quality assurance etc.,
Individualistic initiatives than
working in groups.
PFT Lack of facilitation skills Hiring developing and fielding composite CB agency
Inadequate skills in mix of required skills at village level. Start up phase
participatory techniques Exposure visits and other hands-on- Specific Functional
Lack of accountability towards learning to acquire facilitation skills and Training.
village communities accountability towards village
Inappropriate mix of skills community
Building the functional competences.
Developing standardized communication
materials, training modules
DPMU and Lack of technical knowledge Providing a multi functional skill mix. CB agency
SPMU Inadequate skill mix Exposure visits Start up phase
Lack of facilitation skills. Special programmes on building Specific Functional
Poor attention on service facilitation skills. training
delivery quality and good Specification of service standards.
governance
Lack of innovative methods,
processes and approaches.

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G.2 Implementation Arrangements for Capacity Building

5. Village level Capacity Building - Community Based Organisations (CBOs):

The PFT will be responsible for building the capacity of the VP, the VPRC and its sub
committees, Social Audit Committee, EAG, SHG and CRPs including providing
handholding support.

6. Book Keepers : Book Keepers of VPRCs will be trained with special focus on
books and record maintenance. Related module will be prepared by concerned specialist
at State and District level and the trainings will be imparted through a ToT module
pattern.

7. CRPs / Paraprofessional: The project will utilize the office bearers and
Community Resource Persons identified by the VPRC with the approval of Gramasabha/
Village Assembly from the initial batches of villages whose capacities will be
considerably built through the focused capacity building programs as well as on the job
training. Para-professionals emerging from the field will be further trained in various
identified/demanded skills, that is needed for providing support services to communities
and their institutions.

8. The key areas in which Para-professionals will be utilized to provide capacity

support in new villages include village communication campaigns, participatory
identification of poor, formation and management of VPRC, mobilization of EAG, SACs,
Sub committees etc., maintenance of books of accounts, community procurement,
preparation of Sub project Proposals and implementation of specific livelihood activities,
conflict resolution, social audit etc.

9. The project will institutionalise delivery of capacity building and other support
services through CRPs as project is scaled up.

10. Orientation Training will be provided to the following Service Providers:

Community Reporters
Community Disability Facilitators
SHGs and their leaders / Office bearers
Federations
Appraisers
External Resource Persons
Cultural Teams, PIP Teams
Multi disciplinary disability teams
Community Leaders

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G.3 Cluster & District level Capacity Building

11. Induction Training: (for project functionaries): National Level, State Level and
Capacity Building agencies will be identified to organize Induction Programs for the
newly recruited functionaries at District and Cluster levels. The CB agencies will recruit
a team of full time trainers with required expertise for the project. The CB agencies will
sign a performance-linked contract and the payments will be linked to successful
achievements of milestones of performance as specified in the contract. The sample ToR
of the CB Agency is given in Attachment G.1

12. Key Tasks of CB Agencies: The following are the key tasks of CB Agencies:

Develop capacity building calendar, schedule, feedback etc.

Develop training modules based on PIP and COM
Develop training methodology and tools
Build a database of resource persons and resource institutions and network them
for making them available for capacity building programs of the project
Organize induction exposure visits and hands on training
Identify areas of further capacity building programs
Collect feedback on a set of output / outcome indicators for monitoring
effectiveness of capacity building activities.
Revise training modules based on feedback once in three months

13. Broad Content of Induction Module: The broad contents of the induction
module are:

Understanding poverty How TNEPR has a different approach that other

development programs in Tamil Nadu and India.
About the project, details of the project components and the approach it will
follow for implementation, down accountability, direct financing to community to
manage their own funds, etc.
Communication - why and how communication is important in the project?
Social Inclusion - Gender, Tribal, Youth, Vulnerable and Disable.
Participatory tools and Participatory Identification of poor and disable
Institutions (Including federations, Village Poverty Reduction Committee, Social
Audit Committee, Gram Panchayat, Gram Sabha, Village Assembly, Self Help
Groups, Economic Activity Groups etc.)
Process-planning, implementation, fund flow, monitoring, social accountability
etc.
Livelihoods - Economic Activity Groups, VPRC Plan II (Livelihood focus) etc.
Accounting, Community Procurement, Monitoring and Learning.
HR & Administration policies, etc.

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14. Functional Trainings (for project functionaries) : As regard to the Functional
Trainings the plan of action will be prepared in due consultation with the concerned
specialist by keeping the project cycle as yard stick. The time-to-time functional training
needs will be identified and will be planned. Though the Functional Training should be
demand driven, in the initial phase in order to ensure the effective ness, trainings will be
provided in supply driven manner. The Functional Training will be provided in all sectors
of the project to the concerned functionaries.

15. Orientation for Line Departments: Orientation about TNVKP will be imparted
to line department officials at district and block level.

G.4. State, District and Cluster level Trainings

16. Skill Building Trainings: National Level and State Level Capacity Building
agencies will be identified to organize Thematic Training Programs for State, District and
Cluster Unit. The main thematic areas are

Training on Service rules, Financial rules and Office procedures

Training on ToT skills
Monitoring and Evaluation
Computer training
Documentation
Personal growth for professional effectiveness
Demand Driven Training if any

17. G4.2 Exposure Visits: State Specialist for Capacity Building will arrange the
cross learning by visiting the villages of TNVKP targeted villages / blocks or out-side the
state to know the best practices, internalizing non-negotiable principles, championing
project philosophy for the Village Panchayat , VPRC, SAC, members and CRPs.

G. 5 Manuals and Reference Books

18. The Project Implementation Plan will be the basic document for capacity
building activities up to the district level. COM will be the key resource module for all
capacity building activities at the cluster and village level. Each chapter of the COM will
serve as capacity building module. The programs will include training sessions,
workshops, and hands on learning as well as exposure visits to neighbouring and other
villages to learn from success stories

19. The project due to its evolving nature and to integrate the learning on the ground
in to capacity building programs, will revise the Community Operational Manual every
six months, consequently, the capacity building materials will also be revised to reflect
the emergent capacity building needs.

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20. SHG facilitation package, EAG and VPRC book keeping module, Disability
training module and Financial and Administrative rules will also be used as references.

21. In addition to this, report card system shall be adopted in order to obtain feed back
from the stakeholders on training imparted. This would enable the project to further
improve/modify the capacity building plan.

G.6 Staffing for Capacity Building

22. The project will deploy experienced capacity building specialists at various
levels to coordinate and monitor the capacity building activities as detailed in Table 7.2
below:

Table 7.2 - Staffing for Capacity Building

Level Name of Position

SPMU Specialist, Capacity Building
DPMU Assistant Project Manager, Capacity Building and
Communication
Cluster Level- PFT Facilitator - Social Mobilization and Capacity Building

G.7. Planning, Monitoring & Implementation of CB Activities

23. Planning: Capacity Building programs for Project will be planned in a phased
manner that is the plan for the state and the plan for district. The plan for the state will be
prepared by inviting all APM Capacity Building and DPMs along with State Specialists
at TNVKS head quarter in order to finalize the training calendar for every 6 months.

24. Monitoring & Implementation of CB Activities: Once the plan is drafted at

district level the same will be forwarded to the state office. The implementation of
training plan at district level will be monitored during monthly review meetings.
However, the State Specialist will conduct an concurrent monitoring of community level
training programmes and evaluate the progress on the basis of results achieved by the
districts as proposed in their plans. The monitoring indicators are given in Table 7.3.

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 Table 7.3 Monitoring Indicators for evaluating effectiveness of Capacity Building
Programs
Stakeholder Group Monitoring Indicators
SPMU Percentage of SPMU members receiving positive scores from DPMU Team members
Number of COM revisions
Number of suggestions for revising capacity building strategy
DPMU Percentage of DPMU members receiving positive scores from PFT
Number of suggestions for revising training modules, Capacity Building Plan
PFT Percentage of PFT members receiving positive scores from VPRC, EAG, SAC office
bearers
Number of VPRCs formed, VPRC Plans finalized, VPRC Fund installments released
Successful implementation of VPRC Plans
Number of EAGs formed, number of Livelihood Sub Project Proposals finalized, number
of Livelihood Fund financing agreement signed, number of EAGs successfully accessing
the second installment of Livelihood Fund
Number of Para-professionals identified and trained

25. The project has prepared the CB action plan till June 2007, which is given in
Attachment G.2.

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