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About People’s Monitoring Committee

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Evolution of PMC

About People’s Monitoring Committee

People’ Monitoring Committee (PMC) emerged in September 2005 as a collective advocacy alliance group of agriculture labour unions, Dalit organisations, voluntary organisations and NGO networks for strengthening development programmes related to land and labour and livelihoods with Dalit focus.   The collective initiative of PMC is based on the realisation that an empowered, creative and result oriented engagement of people with the state machinery and its for realizing the stated objectives of the development programmes.   The empowerment in the engagement comes with primary stakeholders collective articulation, professional capacities, capacities to use the existing provisions like Right to Information, intensity and scale of involvement, and collective political articulation. One of the indicators of this empowerment is to make the executing agencies accountable to the delivery of the objectives of the public programs.

Strengthening people’s monitoring of Comprehensive Land Development Programme (CLDP) of Government of Andhra Pradesh was PMC’s first initiative. CLDP, names as  ‘Indira Prabha’,   was launched on 19th September, 2004 for the development of lands assigned to poor for enhancement of their livelihoods with allocation of Rs. 450 crores taken as loan under Rural Infrastructure Development Fund (RIDF) of NABARD.   It is envisaged that at least 50% should belong to scheduled castes and at least 10% should belong to scheduled tribes.

PMC has brought out status reports on implementation status of CLDP; held public discussion and strengthened civil society involvement at different levels in capacitating Dalits and other marginalised communities in accessing the programme; built an interface with the Rural Development Department of Government of Andhra Pradesh which responsible for implementing CLDP.

PMC’s initiatives in accessing CLDP for Dalits

[  Prepared an initial draft status report on CLDP with critical analysis of programme guidelines, implementation mechanisms and with field level experiences.

[  Conducted a state level workshop in October 2005 sharing the draft status report with representations of various unions, Dalit organisations, NGOs and government officials.

[  Coordinated a state level campaign covering 15 districts, wherein respective unions and organisations conducted district level meetings with assignees of selected lands, district officials and representatives of district level unions and organisations and conducted a survey in around 150 blocks.

[  Compiled the survey findings done from 100 CLDP blocks from 10 districts and brought the first People’s report  on the status of the programme and shared in a state level workshop in November 2005.   Members of Legislative Assembly, Government officials and representatives of unions and organisations participated in this meeting.

[  In July 2005, PMC members attended Project Directors conference and made suggestions on improvement of the programme.    Accordingly a Circular (popularly known as Circular – 16) was issued in July 2006 incorporating the suggestions of the Committee.

[  On 4th August 2006, PMC held a public meeting in Press Club, Hyderabad to share the process and achievements to the representatives of the member organisations and evolve an operational plan.

[  From September, 2006 the functioning of the committees, implementation of Circular-16 etc, was reviewed and one state level monitoring committee meeting was held on 22nd November 2006 with Commissioner, Rural Development.

[  PMC enabled the member unions/organisations to engage with the programme in selected blocks (around 500) across the state and strive for improvement in the implementation process.

[  PMC regularly brought the issues identified by various organisations working at the village and district level to the notice of Commissioner of Rural Development and Principal Secretary, Rural Development for resolve.

[  PMC conducted regional meetings with village and mandal level representatives of various unions, Dalit organisations to enable them to engage with the programme in their respective work areas.

[  Approached the department for the extension of time period of RIDF-IX.

PMC Functional Framework

The functional framework of PMC includes Strategising,  Facilitating, Nurturing, Brining visibility to issues and advocacy on policy, implementation and Monitoring.

Strategising:  PMC organises consultations and workshops for grassroots organisations and activists to strategise various issues involved in  planning, implementation and  monitoring  government programmes.    This has been enabling PMC to establish a live contact between communities and the government departments.

Facilitating and Nurturing:  Facilitating and nurturing grassroots organisations and activists are  critical functions of PMC.   It encourages and facilitates its members and other field-based organisations to take initiatives. Establishing linkages and mobilizing critical support are essential parts of facilitation.  PMC also nurtures small Dalit and women organisations to take activities that enable Dalits and women to claim their rightful share from the government.

Bringing in Visibility: PMC brings visibility to issues by various means such as advocacy, campaign and media.   Simultaneously, initiatives of individual activists, collectives, NGOs and NGO networks are also shared with wider development stakeholders to garner support and solidarity.

Advocacy:   It is the core function of PMC.   While the PMC members are involved in advocacy at mandal and district level on implementation, the state committee and the secretariat is active in policy level advocacy at the state level.

Resources

PMC has been functioning on contributions from its members. It is not a registered organisation.

PMC mobilises contributions from all its members irrespective of the size of the contributions. The contributions can be in kind, cash or services rendered to the PMC activities.   This helps in broadening the members’ ownership of PMC.

One mode of resource mobilization may be through mobilising fellowships for the PMC executive team. These fellowships also include certain percentage of travel and overhead costs. Such fellowships by individual organisations to PMC are clearly communicated to the respective donor agencies. PMC acknowledges such contributions in its reports. In addition, organisations also contribute to the costs of PMC by direct payment for expenditure.  This also means not taking any ‘donor’ related responsibilities.

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