JHARKHAND CSO COUNCIL- Strengthening

Government and Civil Society Partnership

– A process towards ending poverty

Government of Jharkhand
1. The Context:
The state of Jharkhand was created as the 28th state of the Indian Union by the Bihar Re-
organization Act on 15th November 2000. The state covers 7.971 million hectares with a
population of 32.9 million (as per census 2011).
Jharkhand is a state reflecting poverty amid plenty. It is one of the richest states in terms of
mineral wealth, but grapples with extreme poverty. Vulnerability of the state is primarily
attributed to the limited use of potential natural resources, common property resources,
human resources and lack of effective micro – macro institutional presence. Almost 50% of
its total population is Below Poverty line. Almost 80% of the population is dependent upon
rain fed based agriculture and state average productivity of paddy is very low i.e. about 1.2
ton/hectare.

For the 80% of the population dependent on agriculture, this activity is their employment
and primary income generating activity. The agricultural economy of the state is
characterized by very high dependence on nature, low investment, low productivity, mono-
cropping with paddy as the dominant crop, inadequate irrigation facilities and small and
marginal holdings. The dependence of agriculture on the vagaries of the rain-god can be
gauged from the fact that as much as 92% of the total cultivated area is un-irrigated. Not
only is productivity low, it varies considerably among districts.

The rural population in Jharkhand is around 26 million. This means 80% of rural Jharkhand is
BPL. UNDP’s Human Development Report (HDR) for 2010 uses a Multidimensional Poverty
Index (MPI) that has been devised by the Oxford Poverty and Human Development Initiative
(OPHDI) and uses variables that are based on access to education, health, electricity,
sanitation, drinking water, cooking fuel and assets. This shows that 77% of Jharkhand’s
population is poor.

Comparative analysis - JHARKHAND Vs All INDIA

Jharkhand has seen a sharp decline in poverty in the past decade. Despite this, poverty in the
state is among the highest in the country. Growth has not been very high and consumption
inequality has not moved much

A. POVERTY & INEQUALITY

Indicators Jharkhand 2012 All India 2012
1 Poor (million) 13 270
2 Poverty rate (%) All 37 22
Rural 41 25
Urban 25 14
3 Gini coefficient 0.27 0.32
 B. Social Inclusion
There is uneven progress across social groups in Jharkhand. The Scheduled Tribes stand out
for chronic poverty. There are wide differences in schooling and types of jobs between social
groups. Apart from households that belong to the General category, there is higher open
defecation and lower access to drinking water for most households in Jharkhand compared
to the rest of the country

C. Health & Education

Health and education outcomes in Jharkhand have been improving, but progress is slow. The
state has much ground to cover in the areas of infant mortality, nutrition and sanitation.
Infant mortality is lower than in other Low Income States, and falling. However, malnutrition
and open defecation are among the highest in the country, even among richer households in
the state. Most adults only have a few years of schooling. While there are gains in schooling
for the young, learning outcomes are among the lowest in the country, and worse still, are
deteriorating. Enrollment in public schools remains high.

Indicators Jharkhand All

India
1 Infant mortality rate 37 40
2 Maternal Mortality ratio per 100000 live 208 167
births (2011-13)

3 Stunting 47 39
Education
Sl. Indicators Jharkhand All
No 2012 India
2012
1 Literate (% adults) 62 70
2 Secondary education and above (% 28 32
adults)

2. The role of Civil Society in Development:

It has become necessary to factor in the work of civil society organizations in our
communities and their engagement by the government in the delivering of good governance
or the so called dividends of democracy. This discussion has become vital in the face of
development demands across the globe.

Government and people across the world are re-discovering, and attaching more importance
to civil society. This realm includes NGOs, but extends well beyond them to encompass
people’s organizations, trade unions, and human rights bodies, associations of business and
professional people’s organizations and so forth. All may be found in the domain termed civil
space, and thus are called Civil Society Organizations (CSOs).

There are few specific areas where civil society discourse and initiatives have made very
important political and social contributions. These are: a) women’s rights b) ecological justice
and environment protection c) human rights of ethnic, religious, race, and sexual minorities
d) movements for citizens’ participation and accountable governance and e) resistance and
protest against unjust economic globalization and unilateral militarization.

In India too, in the last 25 years, most of the innovative policy framework and legislation
happened due to consistent campaigning and advocacy by civil society organisations and it is
now the right time to incorporate the civil society organisations in the official framework for
development of the deprived sections
Why CSO Council?
Civil society today is recognized as a diverse, dynamic and vibrant range of organized and
unorganized groups. Information and communication technologies have opened up spaces of
power, influence and association to new configurations of actors, leading to a significant
growth of this sector. In the development discourse, it is argued that civil society provides a
third leg to the `trinity’ model of development. The state led public sector model has been
called the first sector, the private sector model for economic development and for profit
enterprises as the second and civil society as the third sector of non-profit associational life.
Civil society actors are demonstrating their value as facilitators, conveners and innovators as
well as service providers and advocates and are playing an increasingly visible and effective
role in tackling societal challenges. Often the work of the civil society is in limited, hard to
reach areas and geographically excluded pockets and that can go unnoticed.
It has been understood and proven that the impact of the civil society efforts can only be
enhanced by working closely with
the government.
Civil society is a pluralist network of citizens, The flowchart shows how CSO
affiliations and associational spaces for socio- Council would bridge the gap
economic and political action. The role is between the Government (supply
significant in terms of shaping the policies and side/service providers) on one side
political processes around the principles of and the community (Demand
welfare state. side/service takers) on the other
side.
As the diagram shows, there lies huge information gap within the community on various
Govt programmes, policies, constitutional provisions, etc., which facilitates mushrooming of
middlemen in the process who brings fraud practices and therefore misguiding the
community. Whereas the government machinery designs and implements policies and
programmes of the state as well as centrally sponsored programmes for the development of
the state and its people, the effectiveness and impact of these programmes is often limited
due to the information gap and lack sound monitoring & feedback mechanisms. The role of
CSO council would be significantly improve effectiveness and impact of the social
programmes by reducing this gap between the government and the community by
technological interface, communication campaigns, concurrent evaluations and feedback
mechanisms from community by way of evidence based community based monitoring (CBM)
process enhancing people participation and ownership in government run programmes and
schemes in the state.
 CSO Council would bridge the gap between Demand and supply side

In the context of Jharkhand, we have seen that the civil society presence is increasing but the
accountability within civil society is in question. The nature of civil society is changing, as is
their engagement in policy processes and its execution. Many CSOs have become aware that
policy engagement can lead to greater pro-poor impacts. Many CSOs are moving beyond
service delivery. We see more and more examples of CSOs engaging in informed advocacy as
an important route to social change and a means of strengthening service delivery
mechanisms in partnership with government. There are good examples of this leading to
impressive outcomes, such as Poorest Areas civil Society (PACS) - a DFID programme that
immensely contributed in Jharkhand’s inclusive development, working in close coordination
with government machinery as well as community.
It has been observed that CSOs have a limited impact on policy influencing due to a lack of
institutional spaces and unavailability of platforms which enable them to engage with the
government. On the other hand there is immense scope for civil society engagement in the
state but there are no proper channels for the administration to identify potential and
credible CSOs, their strengths, expertise etc.
Therefore, the CSO Council in the state is envisaged to create an institutional space to
facilitate constructive engagement of the civil society and the government to work together
with a shared vision, overcome differences and increase the impact of development
initiatives in the state. This is visualized as ensuring civil society has one voice, and that there
is cohesion within civil society, along with synergy and responsibility sharing.
About JHARKHAND CSO COUNCIL
It is proposed to set a CSO Council in Jharkhand to institutionalize civil society engagements
and help Development initiatives of Govt of Jharkhand reach the last person of the society by
engaging with multi-stakeholders and critical players of development such as Community
Based Organizations (SHGs, Village development groups, Youth groups, etc) together with
the members of Panchayati Raj Institutions.
CSO Council is an advisory body to the Development Commissioner’s office, Govt. of
Jharkhand, enabling civil society engagement with the state, district and block, for enhancing
the reach and uptake of govt. programmes by the poor and marginalized.
Stakeholders of CSO Council: It’s a multistakholder platform as shown in the diagram below:

Govt. of Jharkhand
(Development
Commissioner’s office)

Resource
mobilization Knowledge
management
Private sector PRIs & frontline workers
(Members from District
CSO and block representatives
Networking /
Capacity of Panchayati Raj
partnership & Council Building Institutions)
convergence

Policy
Grievance
Recommendation
redressal

Communication

Community
CSOs/ NGOs of Jharkhand (CBO federations like SHG
Federations, etc)

Stakeholders of CSO Council

 I. Conceptual Framework:
The fundamental purpose of the Government of Jharkhand and Civil Society Engagement
Framework is to help people overcome poverty through inclusive and sustainable
development models.
Guided by a set of good practice engagement principles, the Development Commissioner’s
office, Government of Jharkhand with technical support from CSO Council would work with a
wide range of civil society organizations (CSOs), through government grant arrangements
and policy dialogue to:
 Help Govt. in defining development priorities and identify solutions
 Help Govt. to Increase community engagement through improving demand and supply
driven processes
 Help Govt. in improving government/CSR fund utilization with a lens of value for money
(VfM) (strengthening State & District CSR COUNCIL); focusing on the most under-
privileged.
 Help Govt. in ensuring the empowerment and engagement of all PRI members of the
state in the developmental initiatives of their region by various departments
 Help Govt. in using technological interface for community based monitoring and
community feedback systems
 Help Govt. in maintaining an ICT based robust grievance redressal mechanism in various
govt. schemes and programmes, for example FRA, RSBY, MGNREGA, etc.
 Help Govt. in building capacity in local systems - Government, Civil Society, Frontline
workers, Community Based organizations and social cadres at community level.

II. Aim & Approach of CSO Council

Aim Approach
Improved Government of Jharkhand seeks to improve
Effectiveness and development by linking increased funding to CSO’s
Impacts effectiveness, capacity and relevance to the States
requirement and objectives, by consistently tracking and
reporting results, and by promoting best practice
approaches.
Sustainability Government of Jharkhand seeks a sustainable approach
to overcoming poverty by building service delivery
capacity, improving governance and strengthening local
systems.
Reducing risks and Government of Jharkhand seeks to reduce and manage
shared risks by working closely with CSOs to enhance better
 accountability and management systems and to reduce fraud and
ownership mismanagement.
Diversity and Government of Jharkhand seeks to improve
Innovation effectiveness of the program by promoting innovative
responses to development challenges and drawing on
the skills and experience of a more diverse range of
stakeholders and partners.
Value for Money and Government of Jharkhand seeks to ensure that working
Efficiency with CSOs is an efficient delivery option and that CSOs
make optimal use of resources in achieving intended
outcomes (value for money).

III. Scope of the intervention

 Development Commissioner’s office, Government of Jharkhand through CSO Councul
would engage Civil Society Organisations with selected Govt. departments, commissions,
societies and agencies( places within the government departments) namely Welfare,
Labour, Health, Social Welfare, HRD, Panchayati Raj, and Rural Development
 Major focus would be in reaching out to the socially excluded groups in realisation of the
rights and entitlements (an equilibrium relationship between demand & supply) on
flagship programmes/ schemes of the Government.
 Community engagement and ownership through continuous flow of information from
community to government and vis-à-vis.
 Strengthening local governanace by capacitating elected PRI representatives to take the
ownership and lead the development agenda of their village.

IV. The key objectives of the CSO council would be:

 To help Govt. to establish an apex body at the state level for determining the extent and
scope of all government – civil society engagement in the state
 To help Govt. to develop minimum standards for identification of NGOs/Networks/CBOs
for effective and sustained partnership.
 To help Govt. to create & institutionalize a multi stakeholder platform to allow different
stakeholders to work together constructively and overcome differences and create an
institutional space to ensure stakeholder’s participation at all stages of the process,
ensuring acceptability and ownership of the results
 To help Govt. to monitor, evaluate and endorse CSOs who could be eligible to become
grant recepients from the administation
 To help Govt. to Monitor the utilization of funds allocated for development interventions
under different departments for the upliftment of the marginalized
  To help Govt. to Channelize the allocated funds from different departments to potential
and credible civil society organizations for facilitating comprehensive development of the
villages/ gram panchayats and the socially excluded
 To Institutionalize gram panchayats, panchayat samiti and zila parishad for effective
monitoring and management of various acts, policies, schemes and programmes
unbdergoing in the districts.’
 To help Govt. to ensure the participation of PRI members in the development agenda of
the village.
 To help Govt. to ensure better utilization of funds received from the center to the state
earmarked for undertaking various development activities
 To help Govt. to set up a proper M&E systems for monitoring the implementation of all
interventions in the state intiated under government – CSO engagement.

V. Key Activities:

1. Launch of CSO Council & Establishment of CSO Council Governing Body

The CSO Council would be officially launched with the establishment of Governing body of
CSO Council. The main function of the Governing Body at the state level would be to advise,
guide and formulate the policies of the CSO Council towards its best functioning and
performance. The Governing Body would be chaired by Hon’ble Chief Minister of the State,
GoJ.

2. Establishment of CSO Council Executive Body as well as State CSO Council PMU:
The Executive body of CSO Council would be formed with members as mentioned in the CSO
Council structure. It would be chaired by Development commissioner of the state. Also a
State CSO Council PMU would be established for facilitating day to day actions of the CSO
Council Executive body. Its primary role would involve day to day coordination of Council’s
affairs and execution of decisions and plans prepared by Council. It would operationalize the
concept of a CSO Council and would be set up with proper human resource allocation and
office set up. A full-fledged team would be hired/deputed to undertake the work of the
Council. The State CSO Council PMU would work in consultation with the executive board of
the CSO Council. The role of the State CSO Council PMU would be:

 Function as resource center for CSO-Government engagement and partnership in the

state.
 Facilitate capacity building of CSO partners on the development perspectives, various
government flagship programmes, constitutional provisions, programme
management aspects, etc.
  Develop overall design of CSO Council and its operational framework.
 Mapping of all civil society organizations working in the state.
 Coordination and management of CSO engaged with the government
 Organize periodic coordination meetings of the CSO Council
 Establishing M & E systems
 Creation of database of community based organizations, social capital in Jharkhand.
 Act as think tank for planning and prioritization of the development agenda of the
state.
 Streamline mechanisms for increased Civil Society partnership in government
programmes, etc.

3. Setting up of council’s operational framework

The State CSO Council PMU would be responsible for preparing the operational framework
of the CSO Council’s establishment. The broad tasks in the process include:

 Developing the preamble

 Goals – Long term and short term
 CSO Council membership – Criteria for membership, admission, meetings
 CSO Council Governance and Management
 Roles and functions of different structures
 Accountability and reporting mechanism
 Meetings and quorums
 Operational Management
 General conduct of members
 Conflict Resolution

4. Mapping, Appraising, Grading & Ranking of Civil Society Organizations in Jharkhand

The State CSO Council PMU through a Third Party Agency would undertake the responsibility
to map, appraise and rank all civil society organizations (CSOs) working in Jharkhand. This
would result in preparing a database of CSOs operating in the state with detailed information
on the CSOs contact, CSO’s mandate, operational area, expertise and experience and nature
of present work. For the process, the State CSO Council PMU would liaise with different
CSOs, networks, donor agencies and also take help from available secondary data.
5. Formation of District and Block level CSO Council TASK FORCES
The selected best ranked CSOs at the district and block level would be invited for
membership in CSO Task Force in each of the district and blocks of Jharkhand. The byelaws of
 each task force would be jointly discussed and formed for institutionalization of the
aforesaid task forces.
6. Organize Coordination meetings of the Executive committee at state level, and Regional
CSO Council committee meetings
Quarterly meetings of the members of the CSO Council Executive body as well as CSO
Council committee at regional levels would be organized to operationalize the governance
and management mechanism of the CSO council. These meetings are aimed at sharing the
plan and progress of the working of the CSO council in line with the development agenda of
the state and respective divisions (including each of the districts and blocks).
7. Creation of a database of Community Based Organizations
In the state several community based organizations (CBOs) and federations have been
promoted under different initiatives of the civil society and different programs. The State
CSO Council PMU would undertake an effort to prepare a database of these organisations
along with contact information, membership and thematic work of the CBOs.
8. Building database of Social Capital
In the similar fashion as the database of CBOs, the State CSO Council PMU would develop a
database of social capital in the state. There are several community representatives and
leaders that have been trained and capacitated under different NGO/GO interventions. They
are voluntarily, or with the provision of some incentives, working for effective rights
realizations and community entitlements. These volunteers are acting as a bridge between
the community and the service providers. Currently, there is an absence of a consolidated
database, in the absence of which they cannot be tracked and engaged further. This
database would help in tracking them and linking these trained resources with different
development interventions.
9. Developing a web portal for the CSO council
State CSO Council PMU would be involved in developing a website of the CSO Council. This
site would contain all information and knowledge material (database) developed by the
State CSO Council PMU. It will also post about events, meeting, conferences, workshops and
seminars organized.
10. Developing due diligence systems for CSO grading
The State CSO Council PMU would devise a due diligence system for all CSOs that would help
in grading the CSOs. This is aimed at building the capacity of the CSOs so that they are better
represented in different forums.
11. Establish an M&E system
The State CSO Council PMU would prepare a rigorous Monitoring & Evaluation (M&E) system
with software based MIS systems, monitoring visits, etc., to track progress and performance
 of CSOs who would work in collaboration with the government, once the resources are
approved and allocated to them. In the present form of CSO-Government engagement M&E
remains to be challenge. The State CSO Council PMU would bridge this gap through the
establishment of appropriate M&E system.

12. Establish a robust Grievance Redressal Mechanism in the state: After reviewing the already
existing structures for Grievance Redressal Mechanism (GRM), either a complete machinery
would be set up or and reviving of existing GRM would take place for the state and for
individual departments.

13. Concurrent Evaluation: The CSO Council would identify areas of concurrent evaluation in
respective departments for needed state or central programmes and would help govt. in
undergoing the evaluation process. Focus would be given on reviving, improving and
strengthening the ongoing programmes and its implementation with an impact lens together
with the value for money.

14. DESIGN OF CSO COUNCIL

STATE Govt. of Jharkhand
Governing Body

Development Commissioner’s Office

Enabling Reach of govt. schemes &

programmes
Executive Body To the last person of the society

Supported by PMU CSOs & Community

Enabling Two-way
Based Organizations
communication between (CBOs):-
Regional CSO Councils (5) Govt. & Community People’s Organization
For Community led
Concurrent evaluation & PRIs/ Community
District Task Force (24) Feedback mechanism elected bodies
SHG Federations

Block Task Force (260)

COMMUNITY

Structure of CSO Council

As the diagram shows the implementation structure of CSO Council, housed at Development
Commissioner’s office, Government of Jharkhand, would constitute a Governing Body under
the chairmanship of Hon’ble Chief Minister of the state. The details of the structure is
mentioned as below:

STRUCTURE of the CSO COUNCIL

The CSO Council will have:
A. Governing Body at State level
B. Executive Committee
C. State CSO Council PMU at Development Commissioner’s office
D. Regional CSO Council at Division level (5)
E. District Task Force
F. Block Task Force

Governing Body at state level: Chaired

by Hon’ble Chief Minister, Govt. of
Jharkhand

Executive committee- Chaired by

Development Commissioner, Govt. of
Jharkhand

Project Management Unit-

Development Commissioner’s office

Regional CSO Councils at Division level

(5)

District TASK Force

Block TASK Force

A. CSO Council Governing Body
 The main function of the Governing Body at the state level would be to advise, guide and
formulate the policies of the CSO Council towards its best functioning and performance.
 The Governing Body would be chaired by Hon’ble Chief Minister of the State, GoJ.
 The Body would meet half-yearly or as and when required.
 The Constitution of the CSO Council Governing Body would be as follows:
i. Chief Minister of Jharkhand Chairperson
ii. Chief Secretary Member
iii. Development Commissioner Member Secretary
iv. Principal Secretary Finance Member
v. Representative from DFID Member
vi. Secretary, Industry Member
vii. Secretary, Department of Women & Child Development Member
viii. Secretary, Department of Health & Family Welfare Member
ix. Secretary, Department of Labour, Employment, Training & Skill Development
Member
x. Secretary, HRD Member
xi. Secretary, Drinking Water & Sanitation Member
xii. Secretary, Planning & Development Member
xiii. Secretary, Rural Development & Panchayati Raj Member
xiv. Secretary, Welfare Member
xv. Secretary, Sports, youth affairs and culture Member
xvi. Secretary, Forest & Environment Member
xvii. Representative from DFID Member
xviii. Regional head, State Lead Bank Member
xix. Chairperson, CII Jharkhand Chapter/ FICCI/ASSOCHAM Member
xx. Chief, UNICEF State Office Member
xxi. Director, CSO Council -PMU Member
xxii. Representative of 3 CSOs Nominated by State Govt.

B. CSO Council Executive Committee

 The executive committee would be chaired by Development Commissioner of the
State, GoJ
 The Committee would meet quarterly or as and when required.
 The executive committee shall constitute of nominated members from the governing
board
 The committee would be responsible for sanctioning the annual plans of the CSO
Council in consultation with the departments
  The committee would be responsible for the execution of the annual plans and look
into its overall management and operationalization
 The committee would also be responsible for monitoring and review of the CSO
Council activities in the state.
 The committee would be responsible for taking important decisions regarding
program execution and management.
 To take up and resolve emerging issues in course of program execution.
 The committee would formulate guidelines pertaining to CSO engagement and in the
state
 The committee would select and empanel CSOs/ NGOs (theme specific-as per the
guidelines)
 The committee would share periodic reports to the governing board of the CSO
Council
 The Constitution of the CSO Council Executive committee would be as follows:
i. Development Commissioner of Jharkhand Chairperson
ii. Secretary to Hon’ble Chief Minister Member
iii. Secretary, Industry Member
iv. Secretary, Planning & Development Member
v. Representatives of State CSR Council Member
vi. Director- HRD Member
vii. Director- Social Welfare Member
viii. CEO- JSLPS Member
ix. Tribal Development Commissioner Member
x. Mission Director, National Health Mission Member
xi. Commissioner - MGNREGA Member
xii. Labour Commissioner Member
xiii. Mission Director-Skill Development Member
xiv. Director, CSO Council PMU Member Secretary
xv. State Program Manager, CSO Council PMU Member
xvi. Representative of 3 CSOs Nominated by State Govt.

C. Regional CSO Council committees at Division level (5)

 The Regional CSO Council committees at Division level would be chaired by
Commissioners of the respective Divisions.
 The respective Regional CSO Council committee members at Division level would
meet Quarterly.
 The committees would be responsible for finalizing the annual plans of the respective
Regional CSO Council committees at Division level in consultation with the district
Deputy Commissioners.
  The committees would be responsible for the execution of the annual plans and look
into its overall management and operationalization.
 The committees would be responsible for taking important decisions regarding
program execution and management.
 To take up and resolve emerging issues in course of program execution.
 The committees would share periodic reports to the Executive committee of the
State CSO Council.
 The Constitution of the Regional CSO Council committees at Division level would be
as follows:
i. Commissioner Chairperson
ii. Deputy Commissioner Member
iii. Representatives from State CSR council committee Member
iv. Representatives of State CSO Council Convener

D. District CSO COUNCIL TASK FORCE:

 The District TASK FORCE would be chaired by Deputy Commissioner of the District,
GoJ
 The District Task Force would meet Quarterly.
 The District Task Force would be responsible for finalizing the annual plans of the
District CSO Council in consultation with the district line departments.
 The District Task Force would be responsible for the execution of the annual plans
and look into its overall management and operationalization
 The District Task Force would also be responsible for monitoring and review of the
CSO Council activities in the District
 The District Task Force would also be responsible for monitoring and review of the
CSO Council activities in the District.
 The District Task Force would be responsible for taking important decisions regarding
program execution and management.
 To take up and resolve emerging issues in course of program execution.
 The District Task Force would share periodic reports to the State CSO Council.
 The Constitution of the District Task Force would be as follows:
i. Deputy Commissioner Chairperson
ii. Chairperson of Zila Parishad Deputy Chairperson
iii. DDC Member
iv. DFO Member
v. ITDA Project Director Member
vi. DWO Member
 vii. DLC Member
viii. District Agriculture officer Member
ix. District Education officer Member
x. Civil Surgeon Member
xi. Lead Bank in the districts Member
xii. Representatives from District CSR council committee Member
xiii. Representative from State CSO Council Member

E. Block CSO Council TASK FORCE

 The Block Task Force would be chaired by Block Development Officer, GoJ
 The Block Task Force would meet Bi-monthly.
 The Block Task Force would be responsible for finalizing the annual plans of the Block
CSO Council in consultation with the Block line departments.
 The Block Task Force would be responsible for the execution of the annual plans and look
into its overall management and operationalization
 The Block Task Force would also be responsible for monitoring and review of the CSO
Council activities in the Block.
 The Block Task Force would be responsible for taking important decisions regarding
program execution and management.
 To take up and resolve emerging issues in course of program execution.
 The Block Task Force would share periodic reports to the District CSO Council Task Force.
 The Constitution of the Block Task Force would be as follows:
i. Block Development Officer Chairperson
ii. Pramukh, PRI Deputy Chairperson
iii. MOIC Member
iv. BPM, MGNREGA Member
v. CDPO Member
vi. Block Education officer Member
vii. Forest range officer Member
viii. Labour Enforcement Officer Member
ix. Representative of 2 CSOs as nominated by District CSO Council Member

F. Roles of CSR Council

 Primary role of the CSR Council would be to mobilize required resource support for the
operationalization of the CSO Council and its development initiatives on the ground.
 The CSR council would work in close tandem with CSO Council for prioritization of
development agenda of the state and participate in joint planning.
  CSR Council would draw learning from Private Sector/Corporate engagement for aligning
with the development agenda of the state to reach out to the person in the society.

G. The Role of DFID

 DFID would support the initiatives of CSO Council as a technical and strategic partner
 DFID would support in setting up the State CSO Council’s Project Management Unit
(PMU) at Development commissioner’s office, Govt of Jharkhand.
 Support the state in drawing learning & experiences from across the Globe for best
approaches and innovation
 Wider Dissemination of learning and experiences of the State

H. The Role of State CSO Council PMU

 State CSO Council PMU would facilitate periodic action research and review of the issues
for wider policy change.
 State CSO Council PMU would document and provide wider dissemination of the learning
and experiences.
 Function as a resource center for CSO- Government engagement in the state.
 Facilitate training to CSO partners on FRA and create pool of resource persons,
community cadres for the effective implementation of FRA on the ground.
 Overall design of CSO Council operational framework.
 Mapping of all civil society organizations
 Coordination and management of CSO engaged with the government
 Organize periodic coordination meetings of the CSO Council
 Establishing M&E systems
 Creation of database of community based organizations, social capital in Jharkhand.

I. The Role of Partner Civil Society Organizations

 The CSOs would ensure their representation in the CSO Council and adhere to the CSO
engagement framework designed by the CSO Council
 CSOs would undertake constructive engagement with the departments on agreed terms
 CSOs would support the creation of databases of social capital and community based
organizations.
 CSOs would directly reach out to the community and ensure proper implementation of
schemes and programs aimed at village development and community empowerment.
 CSOs would remain accountable to the CSO Council
15. Key Outcomes:
The establishment of the CSO Council at the apex level is envisaged to bring synergy between
civil society and the Government of Jharkhand resulting in better utilization of funds
allocated from the center to the state administration. The council would contribte towards
the establishment of a proper M&E system at the state level for monitorng and tracking the
implementation of all interventions and add value to the development discourse of the state.

The following are the expected outcomes:

16. Human Resource Structure:

The State CSO Council PMU shall comprise of the civil society representatives and technical
expertise provided by DFID for ensuring its effectiveness. The structure is proposed to be as
follows:

1. Director of the State CSO Council PMU will lead and be responsible for its work. He/she
will report into the Development Commissioner’s office. Reporting to the Director State
CSO Council PMU, will be the following:-
2. Knowledge and Communication Manager: This role will capture best practice and be
responsible for sustaining a website that provides an information and resource point for
the CSOs
3. State Programme Manager: Responsible for working with all CSOs and ensuring their
compliance and that appropriate due diligence on them is completed.
4. State Programme Coordinator: This will support the State Programme Manager and
provide increased outreach on CSOs.
 5. State Finance Manager: This role will provide greater detail on the work that is
undertaken and be responsible for providing reports into the Finance Head.
6. State M&E Officer: Collect and collate all details regarding Monitoring & Evaluation

Development
Commissioner's
Office

Director, CSO
Council -PMU

Knowledge & 1 State

State Program State Finance State M & E
communication Programme
manager
Manager
Coordinator
Manager Officer

17. Coverage: The entire state of Jharkhand (in 5 divisions with 24 districts and 260 blocks)
would be covered in this concept of CSO Council.

18. Duration: The CSO COUNCIL will function for a period of 5 years in the 1st phase and will be
extended further based on the learning and experience.

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