Inclusive -Cooperative Microfinance for Sustainable CBR Greeting from TLMIB! Inclusive -Cooperative Microfinance for Sustainable CBR

About TLM & TLMI-B Vision: Leprosy Defeated, Lives Transformed TLM is the oldest and largest leprosy-focused organization in the world today , over 140 years of experience in leprosy TLMI-B is implementing projects since 1992 (LCP) Implementing 22 projects in the 29 districts of Bangladesh

Thematic Areas of TLMI-B Community awareness Diagnosis people with leprosy POD Complication management - SHGs and Federation Health education Skill training and IGA support Education Support Facilitate access to service Empowerment Community Based Rehabilitation Leprosy Services Leprosy Control Program and Hospital Service Advocacy Research Mass awareness Partnership: media , NGOs, CBO . Capacity and linkage DPO Workshop , conference - Medical and Social Research; UMDT & Stigma Research finding sharing Partnership with National and International agencies

TLMI-B understanding & practice Self-Help Groups (SHGs): Inclusive group approach to achieve sustainable empowerment and health, poverty and stigma reduction Cooperative Microfinance: SHG members’ saving and credit managed by members following cooperative principle.

CBR in TLMI-B CBR started 2004 and now 9 projects in 16 districts . People with leprosy related disability are the center of Inclusive group TLM is committed to holistic rehabilitation of people affected by leprosy and others Flexible approach and CBO structure Empower and strengthening organizational structure (CBO/DPO) Influence power holder to play their role Yearly 400-500 people are adding as leprosy disabled

Key steps for SHGs sustainable structure Capacity building and Implementation Capacity building, linkage building, decision making, own initiative, IGA, GDF, financial management etc. Formation individual contact, participatory tools, Leprosy disabled is in the centre of SHGs SHGs Federation Central Committee Partnership and follow-up Technical and Financial support, indirect follow-up, manage and lead by leaders Organizational development and Graduation Organization assessment, policy procedure development, technical and financial input, reduce staff support

Update -SHGs Total SHGs 1404 and 15425 members 95 Federations and 25 Federations registered by GoB under Cooperative and Social welfare department. Central Committee (an apex body of SHGs)

What and how Change happens People with leprosy: individuals and family People with Disabilities and Family People affected by other NTD and their family Other ultra-poor and vulnerable community Our target program participants (TPP) Sustainable SHGs Organizational development ; policy & registration Capacity, Advocacy and Linkage building Group Development Fund Community Resource Person (CRP) Sustainable plan developed Inclusive groups formation Cooperative microfinance Improved social integration Improved economic condition Empowered and self-sustained community Improved mental and physical health condition Increased accessibility to entitlements Positive changes we want to see

Inclusive group formation 21% Leprosy With Disability Female :67% Male :33% 11% Other Disabilities 18% Leprosy Without Disability and 25% people from leprosy family Marginalized 25%

Cooperative -Microfinance 98% SHGs have bank account 90% of group capital is being used for own loan Yearly 12% increase reported in IGA (new people) Loan recovery rate is satisfactory (90-95%) Self-managed and Monthly collection Flexible saving amount and interest rate Total group capital: BDT 85,573,232 (USD 10 million ) Capital per member :BDT 5550 (USD: 70) CM is a source of financial services for income generation, entrepreneurs and small businesses lacking access to banking and related services.  Its aim is to reduce poverty and to make financially sustainable DPOs/SHGs.

Group Development /Seed Fund Non-refundable transfer to each SHGs, average of BDT 35000-40000 - in 2-3 installments within 3 years to perform : percentage of attendance, regular saving, clear records. Average annual income of a SHGs BDT 6000.00; 40% of its earning comes from GDF service charge 20-30% management cost of SHGs contributes from GDF service Charge Signed three party MoU for GDF/SF accountability.

Community Resource Person (CRP) 30 CRPs are working and SHGs are selected from own community/ member/family 80% is female , 70% of them is family members from SHGs, 20% are from people with leprosy and 10% from people with disability 30-40% of CRP Honorarium is contributed by SHGs and it will be increased gradually A CRP is working with 15-20 SHGs under a Federation CRP is developing as a professional staff of SHGs to support their leadership, linkage with services , educating members . Assist leader and members for communication , documentation and accessible to entitlements.

Organizational development; policies & legal identity Facilitated to develop by-laws , saving and credit policy , admin and management manual , accounting manual 25 SHGs get GoB registration under Cooperative and social welfare department 48 SHGs/Federation have office set-up among which 18 SHGs have own office building 68% female and 6% disabled hold key position in SHGs/Federation Yearly financial audit (external & internal) Regular meeting with 80% member’s presence Singed formal MoU with TLMI-B Applied for external funding; disability rights fund

Capacity building, Advocacy and Linkage building with external Trained leader on various issues 6-10% members had access to safety net service e.g. VGD, …… 5 CC/SHGs leaders participating in National level Sub-committee meeting under LTCC (TB and Leprosy Coordination Committee) . Federation and CC leaders advocating for its members Communicate with leaders, politician for need based service Participate in different social committee e.g. School Management Committee, Union Parishad standing committee, etc. CC members contributing to TLMI-B management as advisory group

Sustainable plan for ownership and accountability Jointly develop (Project and SHGs leaders) sustainable plan. Jointly develop SHGs/Federation assessment criteria and self- assessment tools for SHGs Gradually handing over project /staff responsibility that should include in project documents Timely election /selection and reporting to GoB authority

Factor for success Dreaming for positive change and potentiality Own saving and access to credit Compassion (members, staffs and others) Participation: opportunity to share Ownership: it is our organization, work and our money Dignity and relationships: staff, members and leaders Inclusion: a platform for excluded group Accessibility to resources and justice

Lessons Learned Self-help promotion and empowerment is not a activity rather it should be cultural/ value of SH promoting organization. Flexible process , tools and project designing can ensure participation and sustainable DPOs and its members. GDF/SF is working for strengthening cooperative microfinance, both are contributing for financial sustainability of DPOs and livelihoods development for its members. Financial documentation and management are conducted by illiterate leadership that needs proper Saving &Credit system and professional management

Lessons Learned  Self-governing and phase-out process should be considered in every step of project management and DPO/SHGs facilitation . Professional management along with accountable leadership should be a part of functional DPOs and handover process Organizational and staff commitment, attitude influences to CBR process facilitation. Linkage and advocacy ability of DPOs with service providers can improve access to need based support of members Balance between financial sustainability (microfinance) and empowerment process of DPOs and its members is not easy.

Thanks to All Thank you