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

2. 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

3. 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

4. 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.

5. 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 people are adding as leprosy disabled

6. 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

7. 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)

8. 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

9. 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%

10. 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.

11. Group Development /Seed Fund
Non-refundable transfer to each SHGs, average of BDT
- in 2-3 installments within 3 years to perform : percentage of attendance, regular saving, clear records.
Average annual income of a SHGs BDT ; 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.

12. 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 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.

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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.

19. Thanks to All
Thank you