Haryana State Rural Livelihoods Mission                               (HSRLM)

            Ministry of Rural Development (MoRD), Government of India started  Integrated Rural Development Programme (IRDP) to directly target the poor families for creation of assets and self employment.                                


            IRDP transformed into Swarnjayanti Gram Swarozgar Yojana (SGSY) to generate self-employment through organizing poor into Self Help Groups (SHGs).

covered  aspects of self employment such as organisation of the poor into self help groups, training, credit, technology, infrastructure and marketing.


Shortcomings in SGSY


            Vast regional variations in mobilization of rural poor, insufficient capacity building of beneficiaries, insufficient investments for building community institutions and weak linkages with banks leading to low credit mobilization and low repeat financing.

            Absence of the SHG federations precluded the poor from accessing higher order support services for productivity enhancement, marketing linkage, risk management, etc.


            Restructuring of the SGSY as the National Rural Livelihoods Mission (NRLM), to be implemented in a mission mode across the country.

Objectives of NRLM

 To reduce poverty by enabling the poor households to access gainful self-employment and skilled wage employment opportunities, resulting in appreciable improvement in their livelihood on a sustainable basis, through building strong grass root institutions of the poor.


National Rural Livelihoods Mission  (NRLM)


             The core belief of NRLM is that the poor have innate capabilities and a strong desire to come out of poverty. This intrinsic capability of the poor is unleashed only when they are organized into institutions which are truly owned by them, provided sufficient capacity building and handholding support. A sensitive support structure from national level to sub district level is required to induce such a social mobilization process. A strong institutional architecture owned by the poor, enables them to access institutional credit for various purposes, pursue livelihood based on their resources, skills and preferences, access other services and entitlements, both from the public and private sector.


Shift from SGSY to NRLM


The notable  shifts under NRLM, vis-a-vis SGSY, are :-

(i)         Allocation based strategy to a demand driven strategy.

(ii)        Professional support structure  from the State level to the sub-district level.

(iii)       Federations at all levels and one time grant of Rs.10,000/- at panchayat level,  Rs.20,000/- at block level and Rs.1,00,000/- at district level to be provided.

(iv)       Subsidy to be enhanced :

 From                          To

  (Rs.)                    (Rs.)

For General Category           7,500/-                       15,000/-

For SC beneficiary               10,000/-                     20,000/-

For Self Help Group               1,25000/-                  2,50,000/-

Revolving Fund                      10,000/-                     15,000/-

(v)        Interest subsidy above 7% rate of interest.




             Towards building, supporting and sustaining livelihood of the poor, NRLM harnesses the innate capabilities of the poor, complements them with capacities (information, knowledge, skills, tools, finance and collectivization) to deal with the rapidly changing external world. Being conscious that livelihood activities are varied.


Three pillars


            Enhancing and expanding existing livelihood options of the poor; building skills for the job market outside; and nurturing the self-employed and entrepreneurs.


Support Structures


            NRLM would set up dedicated sensitive support units at the National, State, district and sub-district levels, to catalyze social mobilization, build institutions, capacities and skills, facilitate financial inclusion and access to financial services, support livelihood and convergence and partnerships with various programmes and stakeholders. These units would be staffed with professionally competent and dedicated human resources.






National :

National Rural Livelihoods Mission (NRLM)


Advisory Committee (AC)


Coordination Committee (CC)


Empowered Committee (CE)


National Mission Management Unit (NMMU)

State Level:


State Rural Livelihoods Mission (SRLM)


State Mission Management Unit (SMMU)




District Mission Management Unit (DMMU)




Block Mission Management Unit (BMMU)




            To be driven by the poor themselves, NRLM needs to develop social capital of the poor. This would take some time in the initial years, but multiply rapidly later. Therefore, the State is expected to cover all the districts and blocks in the State in a phased manner, over 5 to 7 years. The State would need to identify districts and blocks for each of the phases and develop a clear roll-out plan.              


             All the 21 districts in the State are proposed to be covered in three phases under NRLM.  During the first year, 12 blocks, 3 each from one district selected in each Division, are proposed to be covered. Indicative phasing (cumulative figures) can be:








3 blocks from each district



All blocks of three districts + remaining blocks of last year




3 blocks from each district



Remaining blocks of above 7 districts




All the blocks of these districts






Identification of Block in 1st Phase


            In the 1st Phase following districts and blocks have been identified under NRLM:-






Gulha, Rajound, Siwan



Nagina, Nuh, Tawru



Bhiwani, Bawani Khera, Tosham



Jhajjar, Beri, Matanhail


 Funding Pattern

            75:25 (Centre-State)  & Rs. 1.00 crore for initial preparations.


Steps taken up by State so far


            A State Society namely "The Haryana State Rural Livelihoods Mission" has already been set up for the implementation of NRLM.

            The General Body headed by the Chief Minister, Haryana and the Executive Committee headed by the Chief Secretary, Haryana have also been constituted. The 1st meeting of the General Body of "The Haryana State Rural Livelihoods Mission" was held on 12.7.2011 under the Chairmanship of Hon'ble Chief Minister, Haryana and the first meeting of the Executive Committee was held 19.08.2011 under the Chairpersonship of Chief Secretary Govt. of Haryana.      

The State Govt. has also appointed the Chief Executive Officer (CEO) for The Haryana State Rural Livelihoods Mission. The process for setting up the State Mission Management Unit (SMMU), District Mission Management Unit DMMU & Block Mission Management Unit BMMU shall be taken up shortly.


Key Features of NRLM


Partnership with NGOs/CSO


Learn from best practices of N.G.Os

Strengthen social capital created and nurtured by them

Resource villages and resource blocks for mentoring other blocks and districts

Pilots for innovations

Industry/ Industry associations:

v Promote Public Private Community partnerships

v Livelihoods promotion forward and backward linkages

v Skills and placement 

Academic institutions

v Capacity building of development professionals,   village level community professionals

v Evaluations and mid-course corrections


Role of PRI


  Identifying and mobilizing BPL households into SHGs, with initial priority for poorest and most vulnerable amongst them.

  Facilitating SHG federation(s) at various levels and providing accommodation and other basic facilities for their effective functioning.

  Incorporating and making suitable financial allocations to the priority demands of the SHGs and their federations in the annual plans/activities of the PRIs; and

  Coordinating with different departments and agencies on behalf of the SHG network.


Financial  Norms

          Formation Rs.10,000 per S.H.G

          Revolving fund (for SHG with more than 70%  BPL) : Rs10,000 to Rs. 15,000 per SHG as corpus

          Capital Subsidy: Max  Rs. 2.50 lakh per SHG calculated @ Rs 15,000 for general and Rs 20,000 for SC/ST per Swarozgari

          Mode - directly to SHGs or through their federations


Financial Inclusion (Demand & Supply)

          Financial literacy and financial counseling

          Strategic partnerships with banking sector

          Financial technologies  and business correspondent models

          Facilitation support: Bank Mitras

          Micro-insurance to cover life, health and assets


Infrastructure Creation

Productive infrastructure for processing, storage & value addition

Market support like packaging, branding

Support for marketing by market research, extending technology, building & supporting livelihood collectives plans

Identify & rotate the beneficiaries to link them to Rural Haats

Organising fairs & exhibitions


Skill Development and Placement

Up-scaling of skill development through public-private partnerships

Upto 5% of allocation on Innovative projects

15% of central allocation for placement linked skill development   projects