Financial Management

The guiding principle is to use the country fiduciary systems, to the extent feasible and considered satisfactory and meet the essential fiduciary requirements.  NSRLM follows the Financial Year-the year commencing from 1st April and ending with 31st of March succeeding year. To ensure transparency and accountability, the following is the components and sub-components:

  • FM systems at SMMU, fund flow, Budgeting, Monitoring and reporting
  • Technical assistance to Mission Management Units
  • Assessment of State FM systems
  • Discloser of FM information
  • CPSMS implementation

Human Resources

The diversity of the State in terms of socio-geo-political context, represented by 16 different major tribes speaking more than 20 different dialects, is sensitive and challenging, and therefore poverty alleviation programs need to be inclusive in nature covering all Districts. It is in this backdrop that the State Mission ensures that the best human resource (indigenous tribe representation) is tapped from the respective community for effective dissemination of the program. The staffing pattern(s) at various levels is based on geography, number of blocks, population spread, implementation strategy and phasing. Also towards communitization, NSRLM inducts Community Resource Person as staff in support structures at the Resource Blocks, without reference to their formal qualifications.

Human Resource Policy and Manual is in place and is subject to periodic revision. The key elements in HR Policy include staffing, job profiles/competencies, recruitment and selection, transparency, immersion and induction, remunerations, performance management, appraisals and incentives, grievance redressal, staff learning and capacity building, internship, sabbatical, and deployment flexibility etc. Each staff is assigned dedicated theme over and above the standard responsibilities, to ensure there is no dilution in dissemination of program to the communities.

Staff Learning and Capacity Building: NSRLM realizes its success is critically linked to the quality and professional competence of the staff therefore, dedicated and adequate budget for staff learning and capacity building is earmarked. A structured capacity architecture/system for the purpose is in place across all levels for integrating Mission learning during implementation.

Administrative & Financial Rules: Being independent implementing agencies, NSRLM has developed and implements administrative and financial rules that facilitate smooth implementation of process-intensive NRLM with flexibility for responding diligently to the needs of the community and, for nurturing and retaining the skilled professional staff.


The procurement of goods, civil works, non-consulting services and services will be integral to the implementation of NSRLM at State, District and Sub-District (Block) levels. NSRLM has adopted the DAY-NRLM Procurement manual which sets forth the procurement policies and procedures for the guidance of all personnel involved with procurement responsibilities, with the aim of ensuring that programme resources are properly managed and safeguarded. The Manual aims to achieve economy, efficiency and transparency in the implementation of the project, including the procurement of the goods, works and services involved; and ensuring that all eligible bidders are provided the same information and equal opportunity to compete in provision of same.

Under NRLM, federated structures of Self Help Groups (SHGs) will be formed at different levels (village, block, district) for undertaking value chain linked activities in dairy, agri-business and similar enterprises for better production, storage, marketing, etc. of the produce of the members of the SHGs. These groups would undertake procurement of goods, works and services in line with the selected value-added activity. The manual details the principles, processes and methods for community based procurement that project functionaries and community groups shall follow for procurement of goods, works and services.

Monitoring Evaluation & Learning (MEL)/Management Information Systems (MIS)/ Knowledge Management & Communications (KMC)

DAY-NRLM is process intensive and therefore at various levels, it would constantly review, assess and learn from the qualitative and quantitative progress achieved. The primary objective of NRLM’s MEL/MIS framework is to institute a comprehensive system of evidence-based decision-making process, of both strategic The MEL components are also expected to facilitate evaluation/assessment of the ‘net’ contribution of the Mission towards rural poverty reduction, livelihoods promotion, empowerment, quality of life and well-being of the poor. Given the scale and diversity of the Mission, which is geographically dispersed and institutionally decentralized, a comprehensive MEL has been provided with the following Monitoring mechanisms. In line with the DAY-NRLM guidelines, the following various mechanisms for monitoring are in place –

  • Accountability in institutions of the poor includes institutional self-monitoring, peer internal audit of processes and local social audit;

  • Management Information System (MIS) based input-output monitoring includes Results framework-based MIS; Milestones linked to investments/inputs; web-based MIS; real-time input-output monitoring at various levels; and MIS with partners’ data;
  • ICT-framework for a dedicated digital grid includes national databases of poor, their institutions, and skill development (jobs/self-employment), national livelihoods portal, communication/knowledge dissemination channels, thematic e-groups, etc.
  • Internal review mechanisms at various levels –

  • Monthly/quarterly planning/progress/process reporting and internal review;
  • Field visits by staff/officials, periodic visits of supervision teams from SRLM to districts and field, and Theme specific supervision visits from time-to-time;
  • Joint Annual Review, Planning/Supervision Missions at SMMU;
  • Independent Process monitoring;
  • Review and Consultation workshops with various stakeholders; and
  • Meetings of Executive Committees, Governing Bodies, Advisory Groups/ Committees, Convergence Forums, Coordination Committees at various levels

  • External social audit, public expenditure tracking and community score cards
  • Knowledge Management & Communications (KMC) objective is to create and manage the systems that will provide project staff and communities with relevant, timely information and facilitate the exchange of knowledge throughout the project system to support:

  • Project objectives and implementation;
  • Forge strategic partnerships;
  • Staff and community learning;
  • Create a brand identity for NRLM; and
  • Advocate for the rural poor and issues related to them

NSRLM customizes communication materials in local languages, as per NRLM’s communication and branding strategy and in consonance with the Annual Action Plan. New communication material in line with the Mission’s communication strategy/action plan is also developed by NSRLM. Communication materials will be packaged into products for sharing with its larger audience and stakeholders, training community professionals and advocating the objectives of the mission. The communication materials will also be parked at repository/digital library for reference as and when required. Making communication products available at one place (State Repository of Knowledge Products) and providing access, is expected to reduce communication barriers and would also increase efficiency of program delivery, improve overall access and insights about the program besides improving the program quality.

  • NSRLM Annual Report