Local Support Organisation What, why and how? Mohammad Ali Azizi - - PowerPoint PPT Presentation

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

• rganisations

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

• f women to establish an organized and

peaceful society

3

The Three Tier Structure

LSO VO CO VO

CO

CO CO HH HH HH

HH

Organisational Structure of LSO

Executive Committee 5-11 members by/from GB At least 33% women

General Body 2 members from each VO At least 33% women Special Committees Paid staff

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
• fficial 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
• f 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

• n 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

• ther 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
• rganisations
• 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
• rganisations?

Suggestions

• Ensure participatory practices in decisions and functions
• Information sharing mechanisms with member
• rganisations

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)