Local Support Organisation What, why and how? Mohammad Ali Azizi April 2015
Local Support Organisation Definition An umbrella organisation at UC level with an overall goal of fostering and nurturing the people oriented social mobilisation movement of RSPs Rationale 1. Provide a localised permanent support system to foster and nurture the grassroots organisations of COs and VOs 2. Plan and implement UC level development activities in close coordination with member VOs/COs 3. Promote and strengthen development linkages and partnerships of community organisations with government, NGO and private sector organisations
Vision of the LSO The people of the Union Council are economically sound, physically healthy, and the most educated and skilful in the district/province. They take all their collective decisions and actions in a participatory manner with full engagement of women to establish an organized and peaceful society 3
The Three Tier Structure LSO VO VO CO CO CO CO HH HH HH HH
Organisational Structure of LSO Executive Committee 5-11 members by/from GB At least 33% women Paid staff General Body 2 members from each VO At least 33% women Special Committees
Roles and responsibilities of LSOs • Mainly be a catalyst and regulatory body and implement development activities through COs and VDOs. • CO and VDOs will be the implementing arms of the LSO depending on the type and nature of the proposed activities • LSO will implement only those programmes which are beyond the mandate or capacity of the CO and VDO
Roles and responsibilities of LSOs • Mainly be a catalyst and regulatory body and implement development activities through COs and VDOs. • CO and VDOs will be the implementing arms of the LSO depending on the type and nature of the proposed activities • LSO will implement only those programmes which are beyond the mandate or capacity of the CO and VDO
How to form VO/LSO? 1. The pre-requisites for VO/LSO formation 2. Roles and responsibilities of RSP and the community in VO/LSO formation 3. Formation of ad hoc committee 4. Dialogue with COs regarding VO formation and with VOs for LSO formation 5. Collection of resolutions from COs/VOs by the ad hoc committee for nomination of 2 members in GB of VO/LSO 6. Organise VO/LSO formation workshop, facilitated by RSP staff to transact the following: Describe what is VO/LSO, why to form VO/LSO and • how to form VO/LSO
• Explain the ToP between RSP and VO/LSO and obtain consensus and agreement from the community members • Obtain agreement of the community members on 1. the official name of the VO/LSO; 2. Office place and postal address of the VO/LSO; 3. Financial year of the VO/LSO • Setting LSO objectives through visioning exercise • Election of office holders in VO • Election of Executive Committee in LSO • Nomination of office holders in LSO through consensus/election
• Resolution to open VO/LSO bank account and nomination of bank signatories (men/women) • Fund raising for initial operational cost of VO/LSO • Give copy of the VO/LSO ToPs with member COs/VOs to VO/LSO leaders with necessary instructions • Writing minutes of meetings in proper order
Major Functions of LSO 1. Foster and nurture V/COs • Form new men and women COs • Strengthen member COs and VDOs through capacity building programmes 2. Identify opportunities and make area specific development plans and implement them in collaboration with member organisations.
Major Functions of LSO - continued 3. Resource intermediation between service providers and member V/COs • Form development partnership with local government at UC level • Establish development linkages with government, NGOs and private sector agencies for accessing services and resources to its member organisations as well as for its own operations and programmes.
• Take whole sale credit from RSPs and other financial institutions and retail it to its member VDOs and COs on a mutually agreed service charge. • Regular monitoring of programmes and projects of its member VDOs and COs • Develop performance standards and regulate its member organisations accordingly • Represent its member organisations on various forums, networks and associations 4. Ensure equity in distribution of services and resources among member organisations
5. Disseminate information and share development experiences among member organisations and the civil society at large 6. Plan, implement and manage projects and programmes that are beyond the capacity and mandate of its member COs and VDOs 7. Timely and accurate progress reporting of programmes and projects to member organisations, donors and other stakeholders 8. Generate and manage funds for its operational cost through all available sources
Geographical Boundary • UC level • More than one LSO in larger a UC • Separate LSO for women
Representation • 60% membership of beneficiary households in member COs • Inclusion of above 85% COs in the UC in the LSO • Minimum 33% membership to women both in the General Body and Executive Body and Professional Staff
Ownership of LSO • The LSO will be owned by its member COs • Any assets and liabilities will be owned and born by its member COs • The Executive Body will be the custodian of all assets of the LSO
Capacity Building • RSP field staff • LSO GB/Executive Body – LSO Management – Both Organisational and Functional Capacities – Training, Exposure Visits, Workshops • Exposure visit to model LSOs and other civil society organisations • On the job learning of managerial and technical skills in mature organisations or RSPs • Apprenticeship arrangements
Time Frame • At least 3 months for formation and two years for maturity. • Would require at least two year support. • A staggered plan of transferring responsibilities to the LSO over two years
Challenges 1. How to make the LSO accountable to its member organisations? Suggestions • Ensure participatory practices in decisions and functions • Information sharing mechanisms with member organisations
Challenges 2. How to make the LSO financially sustainable? Suggestions • Transform LSO culture from NGO to Cooperative by introducing cost recovery measures • Professionalize volunteers through capacity building • Have a balanced mix of volunteers and paid professionals • Internal fund raising (membership fee and donation)
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