Nitin Kumar

178 Nitin_Kumar-Sitamarhi

Placed at:   Sitamarhi, Bihar

Education: B.Tech in Mining Engineering, Indian School of Mines (ISM) Dhanbad

Prior work experience: 

  • Worked for 10 months in ACC Cements Limited as a Deputy Manager, Mining at Mumbai, Wadi (Karnataka) and Kymore (MP) after graduating in 2013 and before joining PMRDF in May’14.
    Key work during fellowship


  • sufferings of the needy beneficiaries, who failed to attain their basic amenityHousinIndira Awaas Yojana is a housing scheme for BPL families under which the head of the House Hold (HH) gets an incentive monetary support to make a dwelling for his/her family. Under IAY new guidelines, a HH is entitled to get Rs.75000 excluding MGNREGA convergence support. This amount is disbursed in 3 installments at beginning, plinth, lintel and roof casting with toilet construction stages directly to the beneficiary’s accounts after due inspection of the houses with photographs has been done. In my district, this scheme was in a pathetic and miserable condition and less than 10% HHs were making complete houses and lakhs of incomplete houses prevailed the situation. Due to several reasons, all the stakeholders were not at same platform e.g. beneficiaries were not understanding the importance of making houses and investing this money elsewhere etc., Grameen Awaas Sahayaks/Parvekshaks (GAS/GAP) were not periodically/regularly inspecting houses (based on a roaster/tour program), Data Entry Operators (DEO) not uploading the photographs of the inspected homes thus delaying the fund disbursement to the accounts of beneficiaries (henceforth degrading the motivation levels of those who had completed the houses). This vicious cycle and multi-dimensional issue resulted in g and suffer the most in winters.

What was done:

  • For improving the inspection of the incomplete houses and disbursement of 2nd and 3rd installments, we ensured-
  •  Coordination between different levels in IAY implementation structure- GAS, GAP, DEO, Accountants, BDO and DRDA & beneficiaries.
  •  A focused approach was followed wherein five worst performing blocks were asked their problem (if any) and clear & strict guidelines and directives with timeline was provided by the district level authorities for improving their MIS and field figures/status and also ensure at the same time that the beneficiaries stay motivated to make their houses.
  •  A framework to monitor the daily progress of GAS and GAP by block level (BDO) and district level authorities (PMRDFs and DDC) was made and a tour program of theirs was chalked out with them.


  • Inspection for 2nd and 3rd installment figures on MIS improved from less than 20% to 80% and even higher & henceforth fund disbursement increased from 10% to >60% in a couple of months. The figures on MIS and field were observed to be aligned and motivation level of all the stakeholders in this scheme was significantly improved.
  • Issues of under, improper staffing too got addressed through this approach. Overall this led to an increment of >40% HH completion via this convergence and coordinated action approach.