The right to work model of rural India: How efforts at innovative capacity building helps the poor. A case study of Kerala

At several crucial points of performance, the MGNREGS model of labor market behavior has not become dynamic and demand driven in India. As constraints operate on essential elements, this ‘model of right to work‘ has stopped to be demand driven in the rural labor market and is a bureaucratically driven one.

The programme has tended to depend to a large extend on: informal groups, civil organizations, activists, SHGs, CDS/ADS convener/volunteers, task forces, advisory committees, Vana Samrakshara Samithi (VSS), Eco-development Clubs (EDC), Action Plan Preparation Committees, Ward Level Coordination Committees, Materials Purchase Committees, Rent Fixing Committee, Technical Appellate Committees, Grama Panchayath Level Coordinators, Vigilance and Monitoring Committees (VMC), Social Audit Teams etc. To put all these formal to informal groups into form and action, given the elaborate functions and responsibilities assigned to them are herculean human resource management tasks. To what extent and direction are these bodies and functionaries helping at better MGNREGS execution is an area of concern at efficient governance.

These innovative people centric Capacity Building (CB) Models introduced for operationalising MGNREGS need to be given a chance to perform than remain as mere role idols on paper. The CB failures of MGNREGS are systemic, given the constitutional right to demand work of the labourer. Massive capacity building efforts at community centric levels to synergize for inclusive sustainable development in rural India is the need of the hour.