TRIPTI’s Intervention Plan to work with
Mission Shakti Block Level Federations
(BLFs)
Framework for Implementation
Odisha Livelihoods Mission
Panchayati Raj Department, Government of Odisha
SIRD Campus, Unit-VIII, Bhubaneswar, Odisha
Contents
1.0 Introduction ............................................................................................................................................ 2
2.0 Objectives of Nurturing BLFs: ................................................................................................................. 3
3.0 Duration of Support: ............................................................................................................................... 4
4.0 Key Strategies:........................................................................................................................................ 4
5.0 Functions of BLF ...................................................................................................................................... 7
6.0 Tentative Activities with Timeline :......................................................................................................... 9
7.0 Tentative Budget .................................................................................................................................... 9
8.0 Expected Output /outcome .................................................................................................................. 10
9.0 Monitoring and Reporting .................................................................................................................... 11
10.0 Role of SMMU/DMMU/BMMU/BLF/TSA ............................................................................................ 13
1
1.0 Introduction
Since 2009, Odisha Livelihoods Mission is rolling out the World Bank assisted TRIPTI
(Targeted Rural Initiatives for Poverty Termination and Infrastructure)
project in 38
selected blocks of ten districts of Odisha. The project’s aim is to enhance social and
economic status of the rural poor through self-sustained and community managed,
owned institutions at grassroots level. The project is also targeting poor households
to mobilize them into thrift and credit based Self Help Groups (SHGs) which are in turn
federated into higher level institutions at cluster and GP level. Under the aegis of
Mission Shakti (Women empowerment initiative by Women and Child Development
Department, Government of Odisha), 314 numbers of Block Level WSHG Federations
(BLFs) are promoted and nurtured in the state. The federations are primarily involved
in social mobilization through SHG movement in the state.
The field experience of TRIPTI project area reveals that the already existing BLFs are
lacking in organic linkages with promoted community based institutions like SHG,
CLF, GPLF etc. Currently, the WSHGs are mechanically and directly federated at the
Block level as BLFs and have not been provided any focused institutional
strengthening and capacity building support. It can be stated that the BLFs are
functioning with weak governance and management systems necessary to build a
sustainable institution at grassroots level. Hence, the BLFs lack a broad vision and
mission to accomplish the goals and objectives of institutions of the poor. The BLFs
require professional technical and financial support to build a community owned,
governed and managed institutions to provide sustainable services to poor vulnerable
households and the institution of the poor.
TRIPTI has nurtured 1010 Gram Panchayat level Federations (GPLFs) in 38 Blocks
of 10 selected districts of Odisha and it is the need of the hour to organically link these
vibrant GPLFs with BLFs at block level for establishing self-managed and selfregulated community based institutions to accomplish the OLM objectives and goals.
2
The project will take strategic initiative to nurture and strengthen 38 BLFs to support
all 1010 GPLFs especially in ensuring good governance with appropriate
accountability systems, effective community monitoring system, establishing centers
of excellence, resource mobilization from financial institutions, government programs
and schemes and other stakeholders, and facilitating access to entitlement by
vulnerable and poor people. A technical support organization (TSO) will be engaged
for providing hand-holding and technical support to the BLFs for institutional
strengthening and sustainability purposes. The TSO proposed for this should be an
agency/organization that has developed “proof of concept” in sustainable community
led institution model in diversified context.
2.0 Objectives of Nurturing BLFs:
The board objective of the proposed nurturing of BLFs under TRIPTI is to promote a
higher level institutional federated platform of the institutions of the poor & vulnerable (like
SHGs, CLFs and GPLFs) at the Block level. It is envisaged that such a federated platform
at Block level will enable:
o
Resource mobilization and revenue generation for institutional sustenance
and sustainability;
o
Promotion of community led learning and coordination centers (Centre of
Excellence) for training and capacity enhancement of institution of the poor
& vulnerable and its members;
o
Convergence with the Block Development Office and other line departments
for accessing various public services and entitlements;
o
Support adequate and timely financial & non-financial assistance to poor &
vulnerable thereby reducing vulnerability & enhancing productivity;
o
Create an enabling platform for raising bargaining power through solidarity
and voice;
o
Develop and manage pools of community resource persons and
professional for providing social, financial and livelihoods services to the
poor & vulnerable and their institutions;
3
o
Build a direct channel to extend need based services to the poor&
vulnerable, which are not delivered through mainstream institutions, existing
conventional system and market.
3.0 Duration of Support:
TRIPTI will provide both financially and technically support to BLFs for initial eighteen
months from January 2014 to June 2015 (till the end of World Bank support to TRIPTI)
and subsequently all nurtured BLFs will be linked to the centrally sponsored National
Rural Livelihoods Mission (NRLM) scheme for necessary support for making the
federation sustainable.
4.0 Key Strategies:

Assessment of BLF: TRIPTI will conduct a rapid assessment of 38 BLFs to
understand the present governance structure, management system and procedures,
financial management, developmental initiatives, legal identity, inclusion of the poor
& vulnerable etc. for preparing a road map for working with BLF.

Memorandum of Understanding (MoU) with Mission Shakti
Mission Shakti has promoted and nurtured the BLFs in the state for more than five
years. All the BLFs are legally registered in compliance with Society Registration Act
1860. Therefore, it would be a prudent step for both the departments (Women &Child
Development and PR Department of Government of Odisha) to have mutual
understanding for nurturing BLFs in 38 TRIPTI blocks. Basically the objectives of
MoU would be significant in following manner:
o
Amendment of bye-law for restructuring and strengthening of BLFs as
per norms set for OLM;
o
Defining role clarity in both the departments (Schemes) to minimize the
duplicity in resource allocation;
o
Placing of Development Professionals and Para Professionals to
manage BLFs;
4
o
Establishing community based capacity building architecture to nurture
constituent member organizations as well as support external
institutions for replication and scaling up;
o
Establishing uniform reporting and monitoring system for fostering BLFs;
and
o Establishing standard operating procedures for management of BLFs.

Engagement of Technical Support Organization (TSO): A suitable TSO will be
hired to provide hand-holding and technical support to 38 BLFs. Initially the TSO
would work with ten BLFs across 10 districts to develop a BLF business plan,
establish and strengthen management systems, evolve the business processes
and subsequently support in the remaining 28 BLFs. The specific objectives of
hiring a TSO to support technically to BLF are:
o Developing customized business plan model for establishment of BLFs
as self-sustained and sustainable institutions;
o Implementation of the business plan with the support of the BLF
management and Chief Executive Office and other Para professionals;

Professional Support for BLFs:
For ensuring continued professional support to the management of the BLF (Executive
Committee) a Chief Executive Officer (CEO) and an Executive Assistance (EA) will be
hired with the support of TRIPTI and contracted by the BLF. For all executive and
administrative purposes the CEO and EA will be accountable to the management of the
BLF and its governing/general body. Both the CEO and EA will be responsible for
implementation of the business plan prepared through technical assistance from the
TSO. The TSO will be responsible for building the capacity of BLF – EC, CEO and EA
and their performance monitoring and reporting to OLM for a specified period as
appropriate.
The CEO could be a young professional (YPs) or well performing and interested
professionals from TRIPTI / other EAPs / government projects of Odisha. The CEO and
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EA will be remunerated a monthly minimum salary plus output/ performance based
incentives based on deliverables as per business plans.
The incentive structure will be such that within 2-3 years from placement, the CEO and
EA should bring about viability to be paid 100% from the BLF revenues, till then the cost
of the CEO and EA will be paid from TRIPTI or NRLM funding sources.
The CEO will be responsible for:
o
Acting as executive officer of BLF, accountable for day to day activity of BLF
o
Preparing annual action plan including financial and non financial plan of BLF
o Conducting annual General Body meeting, Governing Body meeting, Executive
committee meeting, any other special meetings of BLF.
o Preparing legal, financial and need based compliance of federations to
concerned authority.
o Ensuring capacity building of constituent institutions and community staff.
o Managing community HR and MIS system.
o Ensuring effective management of financial and non financial matters of BLF.
o Ensuring internal and external audit of federation
o Coordinating with line departments, financial institutions like Banks, CBOs,
CSOs etc. for implementing developmental programs.
o Coordinating for SHG bank Linkage program in saturation approach
o Ensuring enhancement of livelihoods activities and reducing vulnerability of
BLF members
o Ensuring effective implementation of TRIPTI components like social inclusion,
financial inclusion, livelihoods inclusion etc Meet reporting report to BLF and
submit required report to BPFT, TRIPTI
o Responsible for revenue generation to meet the operational cost of federation.
One Executive Assistant (EA) from accounts background may be placed at each
BLF to look after accounts and execution of different activities of the BLF. The role
of the Ex. Assistant would be maintenance of records of BLF, preparing financial
and non financial compliances, supporting to constituent institutions for proper
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maintenance of records at BLFs, Coordinating internal and external audit of
federations and constituent institutions etc. the Ex. Assistant will report to executive
officer of BLF and will be accountable to BLF.
5.0 Functions of BLF
It is envisaged that the BLF will provide the following supports and services:
i.
Institutional Strengthening and Capacity Building Service: The BLF will
provide institutional support services to different levels of community institutions
like SHGs, CLFs, GPLFs, Producers’ organizations etc. It will try to build up a
robust mechanism for community institution building and strengthening through its
large pool of trained and experienced social capitals and well established
community institution structures and systems.
The BLF will provide need based capacity building services to its member
organizations. It will offer specialized training programmes on social inclusion,
institution building, financial inclusion, livelihoods enhancement etc.
To deliver such services, each BLF will be responsible to facilitate establishment
and management of Community Learning Academy (CLA). The CLA will be the
umbrella organization of all Centers of Excellence running in that Block.
It will
serve as a platform for skill development and revenue generations by setting-up
well-built capacity building architecture.
The BLF will manage the pool of
community and professional resource persons created at different levels for
strengthening community initiatives through community based organizations. It will
also create the pool of trainers and Master Trainers to facilitate training
programmers for the community staff as well as community institutions. The CLA
is envisaged to establish community managed schools to impart all types of
community development training and will provide handholding support to GPLFs,
SHGs, Producer groups, livelihoods clusters etc. The CLA will be organically linked
with the BLF for furthering the capacity building agenda of the project.
7
ii.
Financial Services: The BLF will create diversified financial products and services
to meet the varying financial needs of the community and implement the same
through its member organization like GPLF, Producers Group etc. It will act as an
mFI and leverage funds from government, financial institutions, corporate house
etc. It will also make available to its clientele, services like financial linkage,
auditing, accounting etc,
iii.
Livelihoods Service: The BLF will provide both financial and technical support to
constituent institutions like SHGs, JLGs, GPLFs, Producer Groups, Activity based
groups etc. BLF may hire need based technical support organizations for
supporting in skill up gradation , technological interventions, demonstration field,
system establishment , market linkage etc.
iv.
Convergence and Networking Service: The project will support federation to
establish link with all stakeholders for resource convergence as well as for
ensuring effective delivery of citizen entitlement and services. The BLF will map
the gap in entitlement and services to the poor and facilitate for ensuring access
to entitlement. The BLF will act as a coordination point for line department to deliver
effective services.
v.
Innovations: TRIPTI will create platform for innovations at BLF level to develop
suitable products and services for sustainability of federations. Technology based
innovations for enhancing efficiency level at community institution would be
encouraged and invested.
vi.
Replication and Scaling up: The project will initially start working intensively with
eight BLFs of four districts to develop standardized structure and business
process. The experience of intervention with eight BLFs will be made replicable
and scaling up to 38 BLFs of TRIPTI project area. The best practices and BLF
intervention strategy may be adopted in other part of the state.
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6.0 Tentative Activities with Timeline:
Sl.
Activities
Timeline
No
1
BLF’s Institutional Assessment of 38 Block by TRIPTI 10th
Feb 2014
BMMU and Mission Shakti
2
Hiring a technical agency for supporting TRIPTI and BLF
Jan-March 2014
3
Consultative workshop with BLFs, Mission Shakti ,TRIPTI, 15th Feb 2014
CSOs, NABARD, Banks and World Bank
4
MoU with MVSN and 38 BLFs at State level for nurturing 20th Feb 2014
BLF
25th Feb 2014
5
Special EC and GB meeting for restructuring of BLF
6
Placement of Executive officer (38) and Executive Jan-March 2014
assistance(38) at BLF level
7
Preparing start up plan at BLF level for office refurbishment 1st March 2014
/establishment, Institution building activities and program
implementation activities
15th March 2014
8
Financial assistance to BLFs for startup activities
9
Training and exposure of BLF leaders and community Feb-march 2014
professionals
10
Internal and external audit of BLFs
April-May 2014
11
Hand holding support and monitoring
Jan 2014-June
2015
7.0 Tentative Budget
The tentative budget for intervention at BLF level is estimated at Rs 3.89crores for a
period of 18 months. The fund flow to BLF will be based on activity plan, demand and
utilization.
The details of tentative budget are given below:
9
S.
No
Activities
1 Start up Fund ( Office
furniture, stationary,
computer ,
communication etc)
2 Hiring of technical
support agency
3
Professional allowances
of Executive Officer
(38*18 months)
4 Professional allowances
of Executive Assistance
(38*18 months)
5 Establishment of
community learning
centers
Unit
Cost (in
Rs)
Year 1
(Jan
14-Mar
14
38
120000
0.46
0
1
2000000
0.1
0.1
684
30000
0.342
1.368
0.342
2.05
684
10000
0.114
0.456
0.114
0.68
38
100000
0.19
0.19
0
0.38
1.206
2.11
0.46
3.77
0.03
0.06
0.01
0.10
Total
Unit
7 Total Budget
8 Budget Per BLF
Budget Per BLF without
9 Professionals cost
Year 2
(Mar 14- Year 3
April
(Jan 1515)
Mar 15)
0
Total
Cost (in
Crs)
0.46
0.20
0.03
8.0 Expected Output /outcome
o Restructuring and nurturing 38 Block Level Federations (BLFs) in TRIPTI
project area.
o Establishing professionally managed system in 38 BLFs and 1020 GPLFs
to generate revenue for meeting operational cost.
o Establishing participatory governance system to ensure targeted EPVG
(Extremely Poor and Vulnerable Groups) and Poor member placed in
leadership role.
o Preparing five years vision and business plan for sustainability of the
federations.
o Establishing system for generating revenue to meet at least 80% of the
operational cost.
o
Establishing appropriate support system for the constituent members of
BLF like SHG, GPLFs, Producers Groups, Livelihoods Clusters etc.
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o Establishing Centers of Excellence (CoE) to promote community to
community learning (Capacity Building) and sharing which will act as
centers for immersion, convergence and coordination point with different
line departments and support organizations for effective implementation of
the developmental scheme.
o Ensuring 100 percent WSHGs access to institutional finance in timely and
adequate manner.
o Ensure at least 70 percent poor and vulnerable people’s access to
entitlement through convergence with line department.
o Dedicated pool of social capitals created and managed by BLF to provide
supports to the community based organizations.
9.0 Monitoring and Reporting
The performance monitoring of BLF implementation process will be conducted
periodically i.e. monthly, quarterly, yearly etc. A web based monitoring system will be
developed for information sharing in real time basis for effective management of the
program. System of Participatory monitoring and periodic reports on progress and best
practices will be furnished.
The following structure may be responsible for effective monitoring of BLF:
o State Mission Director will be administrative head of the implementation with BLF
o
Addl. /Deputy CEO (CM, IB & CB) will be state anchor for effective
implementation of the program at BLF level.
o
Addl. /Deputy CEO (HR & Admn) will be the state anchor for placement of
professionals, contract management, MIS and monitoring of the BLF intervention.
o
Addl. /Deputy CEO (Finance) will be the state anchor for effective financial
management of BLF interventions.
o DPM and BPFTL of TRIPTI project will act as anchoring persons at District and
Block level respectively.
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10.0 Role of SMMU/DMMU/BMMU/BLF/TSA
SMMU
DMMU
BMMU
BLF
TSA
 Policy
and
strategy
development
 Placement
of
Executive officers
(EOs) at BLF
 Capacity building
of BLF EOs
 Hiring
and
monitoring TSA
 Financial support
to BLF
 Development
products
and
services
 Convergence
with
Mission
Shakti and line
departments at
state level
 Monitoring and
knowledge
management
 Supporting Policy
and
strategy
development
 Monitoring
of
BLF’s Executive
officers (EOs)
 Capacity building
of BLF EOs
 Monitoring and
supporting TSA
 Development
products
and
services
 Convergence
with
Mission
Shakti and line
departments at
District level
 Monitoring and
knowledge
management
 Supporting
Policy
and
strategy development
 Assessment of BLFs
 Facilitating of Restructuring
of BLF and BLF management
 Supporting and Monitoring of
BLF’s Executive officers (EOs)
 Capacity building of BLF EOs
and BLF EC, OB , Community
HR
development
and
monitoring
of
staff
performance
 Facilitating of internal and
external
auditing
of
BLFs/GPLFs
 Monitoring and supporting
TSA
 Development products and
services
 Convergence with Mission
Shakti and line departments
at Block level
 Monitoring and knowledge
management
 Restructuring of BLF
 Amendment of BLF
bye-law
 Supporting (capacity
building
)
and
monitoring of GPLF,
MBK,CRPs, SHGs ,
CLFs etc
 Effective
management of BLF
through
Executive
officers
 Monitoring of MBKs,
CRPs, CCs , PRPs etc
 Convergence
with
Mission Shakti and
line departments at
Block level
 Convergence
with
Banks for SHG –Bank
Linkage
 Monitoring financial
and non financial
activities of GPLFs ,
PGs and SHGs
 Developing Assessment
of BLF for preparing road
map for BLF intervention
 Developing strategy for
hand holding support to
BLF
 Developing framework
for preparing BLF vision
and activity plan
 Preparing framework for
BLF, GPLF monitoring and
decision making system
 Developing
capacity
building strategy and
imparting training to BLF
and BLF staff
 Strategy development for
internal and external
auditing system
 Hand holding support to
BLF EO , OBs, EC etc
 Preparing framework for
generating revenue for
BLF and GPLFs
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