Institutional Assessment of Self Help Groups (SHGs). Mapping-cum... · INSTITUTIONAL ASSESSMENT OF...
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Institutional Assessment
of Self Help Groups (SHGs)
and SHG-Federations
In Bolangir, Kandhamal and Rayagada
Districts of Odisha
November, 2012
Technical and Management Support Team, Odisha
Ma Mother Teresa SHG, Brudipada Village, Kandhamal District
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 2
INSTITUTIONAL ASSESSMENT OF
SELF HELP GROUPS (SHGs) AND SHG-FEDERATIONS IN BOLANGIR, KANDHAMAL AND RAYAGADA DISTRICTS OF ODISHA
The assessment and report on “Institutional Assessment of Self Help Groups (SHGs) and SHG-Federations” is contributed by:
Team TMST Team from ACE Consultancy Technical guidance from Social Development Advisor, DFID Support from Department of Women and Child Development (DWCD) and NOP Team from Kandhamal, Rayagada and Bolangir, Government of Orissa
All those whom we have involuntarily forgotten, please accept our sincere apologies along with our thanks.
NOVEMBER, 2012
TECHNICAL AND MANAGEMENT SUPPORT TEAM, ODISHA
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 3
CONTENTS
ABBREVIATIONS ............................................................................................................................................ 6
SUMMARY OF FINDINGS ............................................................................................................................... 7
1. OVERVIEW & METHODOLOGY OF THE ASSESSMENT ......................................................................... 12
1.1 Community Process (CP) for HNWASH: Specific Context ............................................................... 12
1.2 SHGs & SHG-Federations in CP Focused Districts of Odisha ........................................................... 12
1.3 Need & Purpose of the Assessment ................................................................................................ 13
1.4 Objectives ........................................................................................................................................ 14
1.5 Scope of Work ................................................................................................................................. 15
1.5.1 Geographic Scope of Work ...................................................................................................... 15
1.5.2 Thematic Scope of Work ......................................................................................................... 15
1.6 Methodology ................................................................................................................................... 16
1.6.1 Design of the Assessment ....................................................................................................... 16
1.6.2 Data Collection ........................................................................................................................ 16
1.6.2.1 Primary Data Collection....................................................................................................... 16
1.6.2.2 Secondary Data Collection .................................................................................................. 17
1.6.2.3 Data Entry, Analysis and Reporting ..................................................................................... 18
1.7 Limitations ....................................................................................................................................... 18
CHAPTER - II ................................................................................................................................................. 19
2. SELF HELP GROUPS (SHGs): FINDINGS OF THE ASSESSMENT ............................................................. 19
2.1 Formation & Year of Operation of SHGs ......................................................................................... 19
2.2 Purpose of Forming SHGs ................................................................................................................ 20
2.3 Logistics & Infrastructures with SHGs ............................................................................................. 20
2.4 Bank Account of SHGs ..................................................................................................................... 20
2.5 Membership Details of SHGs........................................................................................................... 21
2.6 Services and Activities of SHGs ....................................................................................................... 23
2.7 Engagement & Interest of SHGs in HNWASH .................................................................................. 25
2.8 Governance & Management Practices of SHGs .............................................................................. 25
2.9 Training Undergone and Conducted by SHGs ................................................................................. 26
2.10 Gradation of SHGs ........................................................................................................................... 27
2.11 Problems/Constraints Faced by SHGs ............................................................................................. 27
2.12 Future Priorities and Expectations of SHGs .................................................................................... 27
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 4
CHAPTER - III ................................................................................................................................................ 28
3. GRAM PANCHAYAT LEVEL FEDERATIONS (GPLFs): FINDINGS OF THE ASSESSMENT .......................... 28
3.1 Formation & Year of Operation of GPLFs ........................................................................................ 28
3.2 Purpose of Forming GPLFs .............................................................................................................. 29
3.3 Logistics & Infrastructures with GPLFs ............................................................................................ 30
3.4 Bank Account of GPLFs .................................................................................................................... 30
3.5 Executive Committee (EC) of GPLFs ................................................................................................ 30
3.6 Services and Activities of GPLFs ...................................................................................................... 31
3.7 Engagement & Interest of GPLFs in HNWASH ................................................................................ 32
3.8 Governance & Management Practices of GPLFs ............................................................................. 33
3.9 Training Undertaken and Conducted by GPLFs ............................................................................... 33
3.10 Gradation of GPLFs .......................................................................................................................... 34
3.11 Problems/Constraints Faced by GPLFs ............................................................................................ 34
3.12 Future Priorities and Expectations of GPLFs ................................................................................... 34
CHAPTER - IV ............................................................................................................................................... 35
4. BLOCK LEVEL FEDERATIONS (BLFs): FINDINGS OF THE ASSESSMENT ................................................. 35
4.1 Formation of BLFs ........................................................................................................................... 35
4.2 Purpose of Forming BLFs ................................................................................................................. 36
4.3 Logistics & Infrastructures with BLFs .............................................................................................. 36
4.4 Bank Account of BLFs ...................................................................................................................... 37
4.5 Executive Committee of BLFs .......................................................................................................... 37
4.6 Services and Activities of BLFs......................................................................................................... 39
4.7 Engagement & Interest of BLFs in HNWASH ................................................................................... 40
4.8 Governance & Management Practices of BLFs ............................................................................... 40
4.9 Training Undertaken and Conducted by BLFs ................................................................................. 41
4.10 Gradation of BLFs ............................................................................................................................ 42
4.11 Problems/Constraints Faced by BLFs .............................................................................................. 42
4.12 Future Priorities and Expectations of BLFs ...................................................................................... 42
CHAPTER - V ................................................................................................................................................ 43
5. DISTRICT LEVEL FEDERATIONS (DLFs): FINDINGS OF THE ASSESSMENT ............................................. 43
5.1 Formation and Year of operation of DLFs ....................................................................................... 43
5.2 Goal & Objectives of DLFs ............................................................................................................... 44
5.3 Logistics & Infrastructures with DLFs .............................................................................................. 45
5.4 Bank Account of DLFs ...................................................................................................................... 45
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 5
5.5 Executive Body of DLFs.................................................................................................................... 45
5.6 Services and Activities of DLFs ........................................................................................................ 46
5.7 Engagement & Interest of DLFs in HNWASH................................................................................... 46
5.8 Governance & Management Practices of DLFs ............................................................................... 47
5.9 Training Undertaken and Conducted by DLFs ................................................................................. 47
5.10 Gradation of DLFs ............................................................................................................................ 48
5.11 Problems/Constraints Faced by DLFs .............................................................................................. 48
5.12 Future Priorities and Expectations of DLFs ..................................................................................... 48
CHAPTER - VI ............................................................................................................................................... 50
6. STRENGTH AND WEAKNESS MATRIX OF SHGs AND SHG-FEDERATIONS ............................................ 50
6.1 Strengths and Weaknesses of SHGs and SHG-Federations ............................................................. 50
CHAPTER - VII .............................................................................................................................................. 53
7. RECOMMENDED MEASURES FOR UNDERTAKING SHG-PLA INTERVENTION UNDER CP .................... 53
7.1 Recommended Measures for Engagement of SHGs in PLA on HNWASH ....................................... 53
7.2 Recommended Measures for Engagement of GPLFs in PLA on HNWASH ...................................... 53
7.3 Recommended Measures for Engagement of BLFs in PLA on HNWASH ........................................ 53
7.4 Recommended Measures for Engagement of DLFs in PLA on HNWASH ........................................ 53
7.5 Recommended Measures for Fund Transfer and Management ..................................................... 54
ANNEXURES ................................................................................................................................................................. 55
Roles & Responsibilities of SHG Federations in Odisha ............................................................................................... 55
Criteria Applied for Gradation of SHG ......................................................................................................................... 56
Criteria Applied for Gradation of SHG Federation ...................................................................................................... 58
TABLES Table 1: Sample size for SHG assessment study in the three districts of Odisha ........................................................ 17
Table 2: Tools & Techniques of Data Collection .......................................................................................................... 17
Table 3: Amount of savings generated by SHG ........................................................................................................... 23
Table 4: Percentage of SHGs Engaged in Other Development Activities .................................................................... 24
Table 5: Gradation of SHGs ......................................................................................................................................... 27
Table 6: Gradation of GPLFs ........................................................................................................................................ 34
Table 7: Gradation of BLFs........................................................................................................................................... 42
Table 8: Month and Year of formation of SHG Federation ......................................................................................... 43
Table 9: Perceived Criteria for electing members to Working Committee of DLF ...................................................... 45
Table 10: Gradation of DLFs ........................................................................................................................................ 48
Table 11 Key Strengths and Weakness of the SHGs and SHG-Federations ................................................................. 50
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 6
ABBREVIATIONS
ADM Additional District Magistrate ICDS Integrated Child Development Service
APL Above Poverty Line MOU Memorandum of Understanding
ASHA Accredited Social Health Activist MPW Multi Purpose Worker
AWC Anganwadi Centre MVSN Mahila Vikash Samabaya Nigam
AWW Anganwadi Worker NABARD National Bank for Agriculture and Rural
Development
BDO Block Development Officer NGO Non Government Organisation
BLF Block Level Federation OBC Other Backward Caste
BPL Below Poverty Line PA Project Assistant
BRP Block Resource Person PDS Public Distribution System
CDPO Child Development Project Officer PLA Participatory Learning Action
CO Community Organizer RD Rural Development
CP Community Process RRB Regional Rural Bank
DHFW Department of Health and Family
Welfare
SC Scheduled Caste
DLF District Level Federation SEFA SHG Energy Franchise Arrangement
DSWO District Social Welfare Officer SGSY Swarnajayanti Gram Swarozgar Yojana
DWCD Department of Women & Child
Development
SHG Self Help Group
EC Executive Committee ST Scheduled Tribe
FGD Focused Group Discussion TA Technical Assistance
GP Gram Panchayat THR Take Home Ration
GPLF Gram Panchayat Level Federation VHND Village Health and Nutrition Day
HB High Burden
HNWASH Health, Nutrition, Water, Sanitation &
Hygiene
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 7
SUMMARY OF FINDINGS
Communities in Odisha are diverse and complex but catalysed into action are a powerful driving force for the
social and behavioural change that underpins improved health and nutrition. A major focus of the OdishaHealth
Nutrition Sector Plan(OHNSP) is to support community processes that inform, mobilise, and create the capacity,
solidarity and leadership for better health, nutrition, water, sanitation and hygiene(HNWASH) outcomes.
Odisha’s network of over four lakh women’s Self Help Groups are significant social capital to be built upon. This
institutional assessment was undertaken to gauge the potential of SHGs and their federations as platforms for
community mobilisation for HNWASH broadly, and specifically in implementing a participatory learning and
action programme.
The study was undertaken in Bolangir, Kandhamal, and Raygada Districts which are the first three districts where
OHNSP will implement its participatory learning and action cycle intervention. The assessment took an
exploratory approach, drawing on secondary data to map the presence of SHGs and their federations, as well as
undertaking primary data collection. In each of the 3 selected districts, four (30%) blocks were included for
primary investigation and within each selected block, 35% of GPs were covered, and in each selected GP, one
village SHG was randomly chosen. In total, 62 SHGs, 62 GP level federations, 4 block level federations, and 3
district level federations were assessed by the research team.
A summary of the findings from the assessment are presented in the table below:
Assessment Areas
SHG GPLF BLF DLF
Sample Size / Denominator
N=62 N=62 (3 are dysfunctional)
N=12 N=3
Formation • AWWs were involved in formation of 64.5% of SHGs
• SHGs have an average of 7 years of operational experience
• On an average there are 12 members in each of the assessed SHGs.
• Around 59% of members in the SHGs are from ST and SC communities.
• LS & AWWs of ICDS were mostly involved in formation of GPLFs
• 4.8% of GPLFs were found to be inactive
• GPLFs Completed an average of 5 years of formation
• Except one, rest GPLFs were not registered
• BLFs were mostly formed during 2003-08 by Block ICDS functionaries
• All the BLFs are registered under Societies Registration Act, 1860
• District Collectors with DSWOs, ADMs, involved in forming DLFs
• The DLFs have representation of members from the BLFs
• All 3 DLFs are registered under Societies Act 1860
Goal & Objectives
• 54.8% reported empowerment of women as the purpose of forming SHGs
• Financial services at 61.5% and Women empowerment at 59.6% came out as main purposes of
• 83.3% of BLFs informed empowerment of women as the main purpose of forming the BLFs followed by
• DLF members lack understanding & clarity on goal & objective of federation;
• The By-laws written in English was not read by
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 8
Assessment
Areas SHG GPLF BLF DLF
forming GPLFs economic development said by 58.3%
most members
Logistics & Infrastructures
• Hardly any SHGs have any basic minimum assets.
• None of the SHGs have separate meeting/office space
• None of GPLFs had basic minimum assets e.g. building, chair, tables, etc. for their meetings.
• All the BLFs have office space and 11 BLFs have computer (9 are functional)
• Out of 12, 4 BLFs have someone to operate computer
• None of the DLFs have basic minimum assets
• DLFs operate either in DSWO / CDPO’s office premises
Bank Account • All SHGs have savings account in the bank.
• Majority (93.5%) of bank accounts are opened with joint signatories.
• 50.8% of GPLFs did not have bank account.
• All the BLFs have Bank account with joint signatories (CDPO is a signatory in few BLFs)
• Separate account opened by BLFs for receiving and managing govt. Funds
• 5 out of 12 BLFs have additional bank accounts for different schemes
• All 3 DLFs have savings bank account with joint signatories
Executive Body and Members
• In 80.6% of SHGs, the executive members comprise of President and Secretary
• 59% of SHG members are from ST/ SC communities
• Two third of general and half of executive members are non-literates
• Nearly three fourth of SHG members are BPL card holders
• The EC members were mostly selected;
• 60% of EC members have education of 5th grade or above
• 66% of EC members belong to ST and SC communities
• 61.4% of EC members pursue any occupation;
• 71.2% of EC members are BPL
• 50% of BLFs adopted selection procedure for EC
• EC members are chosen on grounds of leadership, mgt. qualities, comm. skill and mobility
• 66.7% of EC members have education till 5th grade or above
• 64.9% belong to ST and SC
• 72.8% of the total members are BPL
• EC members are articulate and having good grasp of local issues.
• 100% of the Working Committee members in Rayagada and Kandhamal are found to be elected and selected respectively whereas mix approach was adopted in Bolangir DLF;
• All members of Rayagada DLF have completed 7th grade whereas more than 65% members are educated beyond 7th class in other two DLFs.
Services and Activities
• Majorly into thrift and credit services
• SHGs have savings averaging of Rs.32,469
• 69.4% have taken bank loan and 35.5%
• Irregular payment of service charge by GPLFs
• GPLFs face financial constraint due to low income
• Only 23.7% GPLFs
• Irregular payment of monthly service charge by BLFs leading to financial constraints.
• Out of 12, 10 BLFs received financial
• The DLF of Kandhamal and Rayagada were found to be active in various financial and non-financial activities; whereas Bolangir DLF needs substantial
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 9
Assessment
Areas SHG GPLF BLF DLF
received Govt. support
• Other funds generated by SHGs (83.9%) from bank, govt., NGOs, etc.
• 88.7% of SHGs were engaged in internal lending
• Wide range of manufacturing and services that includes agriculture, cottage industry, THR, etc.
mobilize savings and 6.8% provide loan
• None of GPLFs was used as intermediary for transferring of fund to SHGs;
• 20.3% of GPLFs are involved in mobilizing SHGs to conduct rally on addressing alcoholism, malaria, etc.
support from Government
• Balance fund with BLFs ranges from 1,70,000/- to 25,00,000/-
• Organise and conduct skill based trainings to SHGs
support to be more active.
• Bolangir and Rayagada DLF have the total savings of Rs.700 and Rs.10, 475 only; whereas Kandhamal DLF found to have Rs.91, 880 generated both from membership fees and profit from trading of Sugar and Bengal Gram.
Governance & Management Practices
• Decision in majority (87.1%) of SHGs are taken collectively by all members
• None of SHGs maintain all the prescribed registers
• The books/records in about 25% to 65% of SHGs were not updated.
• Meeting of 35.6% of GPLFs was never held.
• In rest of GPLFs the meetings were held irregularly;
• Low attendance of members in meeting, affecting decision making and mgt. of GPLFs;
• Poor or non-maintenance of records / registers by GPLFs.
• Maximum (41.7%) of BLFs hold monthly common meeting of GB & EC
• All BLFs (100%) maintain cash book and by 11 (91.7%) maintain minutes book
• The record keeping is upto standard at BLFs in comparison to GPLFs and SHGs
• Supported by Mission Shakti Supervisors
• The decision in DLF, Kandhamal are taken jointly by all members, for Rayagada the president and secretary decide and for Bolangir it is the District Administration which directs the DLF
• DLF lack control over own financial resource and majorly depend on the mission Shakti coordinator/DSWO
• Discontinuance of reimbursement of transportation cost acts as deterrent for attendance;
• All the DLFs found it very difficult to operate from a shared premises
Engagement & Interest in HNWASH (Top line)
• Distribution of mosquito nets
• Mobilizing women and children to take nutrition supplements from AWC;
• Repairing of community tube wells
• sprinkling bleaching powder in
• Very few GPLFs were involved in HNWASH;
• GPLFs (67.8%) have expressed their interest to take up HNWASH activities in the community
• No direct involvement on HNWASH activity by flagship programmes
• All BLFs have expressed their interest to take-up HNWASH activity.
• Among three districts Rayagada and Kandhamal have some experience in HNWASH activities as against Bolangir DLF which has none.
• All DLFs have expressed their interest to take-up HNWASH
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 10
Assessment
Areas SHG GPLF BLF DLF
surrounding village ponds
• All SHGs have expressed their interest to take-up HNWASH
Training Undertaken and Conducted
• An average of 19.4% SHG members have undergone some skill based trainings
• Very low percentage (6.8%) of federation members underwent some trainings
• Majority (n=11) BLFs members attended various trainings on skill up-gradation, leaf plate stitching, SEFA training, THR preparation etc.;
• Unlike GPLFs and SHGs, at least 50% of BLFs (n=6) have experience of organizing training for SHG members
• Selected members of Kandhamal, Bolangir and Rayagada have undergone only Chhatua preparation and Capacity Building training.
• Members of Rayagada have undergone other training on hand-wash, Nutrition and Health.
• The trained members were used as resource persons for trainings of other SHGs in the District.
Gradation (in % of scores) Gr-A (=>76%) Gr-B (51%-75%) Gr-C (26%-50%) Gr-D (=<25%)
• Grade-A: 9.7% • Grade-B: 46.8% • Grade-C: 43.5% • Grade-D: 0.0%
• Grade-A: 0.0% • Grade-B: 1.6% • Grade-C: 41.9% • Grade-D: 56.5%
• Grade-A: 8.3% • Grade-B: 83.3% • Grade-C: 8.3% • Grade-D: 0.0%
• Grade-A: 0.0% • Grade-B: 66.7% • Grade-C: 33.3% • Grade-D: 0.0%
As shown above, the study found a number of strengths and weaknesses among SHGs and their associated
federations that will need to be factored into the design of community interventions.
At the SHG level, we find that SHGs have been functioning for several years -- on average seven -- they meet
regularly, and have strong linkages with banks and government schemes: attributes which provide a sound basis
on which a PLA cycle can be nested. While the current monthly SHG meeting schedule will need to be
supplemented with separate PLA meetings, given the expressed interest of SHG members to work on HNWASH
issues this seems feasible; though this is an important point to be monitored. In line with the composition of the
local population, Scheduled Tribe and Scheduled Caste members dominate the social make-up of SHGs, their
executive committees, and subsequently the GP, block and district federations; and validate the assumption that
SHGs provide a vehicle to reach disadvantaged households. One of the main operational weaknesses of SHGs is
the poor maintenance of records and registers. This reflects the low literacy skills of members, and the need for
training. Both aspects will need to be factored into the PLA intervention such that PLA materials are tailored to
non-literate populations, and delivery of training and the PLA cycle is paced accordingly.
In contrast to SHGs, GP level federations appear much less developed. All except one is registered, none are
linked with banks or Government schemes, none have systems or experience in handling funds, many do not
meet, and those that do meet, do so irregularly with poor attendance. The findings highlight the fundamental
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 11
capacity building needs of GP federations, and suggest that they currently lack the institutional capacity and
maturity to take a lead role in managing community mobilisation interventions targeted for SHG
implementation.
Block level federations are significantly stronger than lower level GP ones. All were found to be registered and
have bank accounts, and considerable experience in managing funds. Regular meetings are held, generally
conducted by CDPO, and records and registers are well maintained. Most Block federations also have access to
infrastructure for meetings, and a functional computer. The majority of block level federation members have
received basic skills training, and provide training to others; and we anticipate that they will provide a pool from
which PLA block coordinators can be drawn. Weaknesses do exist in their functioning, such as the low self-
generated corpus, and the irregular payment of membership fees by GP federations, but overall, block
federations provide a viable platform for supporting the coordination, management, training and supervision of
SHG PLA interventions. Block federations’ experience with managing funds and the practice of maintaining
accounts under a double entry system, leads us to believe that with appropriate training, the support of the
CDPO and technical assistance, and the boundaries of a well-defined funding framework, that they will be
capable of managing funds for the PLA intervention.
All three district level federations studied are registered with bank accounts, and are closely connected to
district authorities. While this encourages liaison and access to Government schemes, it also means that the
focus, operation and management of the federation tends to be driven by the district administration. In fact, the
study found a general weak understanding of the role and objectives of district federations among its members.
The district federations operate from the DSWO, with no separate space or facilities. Monthly meetings tend to
be held but due to the lack of allowances for members to attend, participation from across the district is
variable. In Bolangir and Raygada, trade, business, and skill building activities are not undertaken at district level,
but led by the block federations. District federations are key actors to be involved in district coordination and
oversight of future interventions, and with facilitation and capacity building support appear well positioned
alongside government to play this role. However, sub-optimal linkages between district and block federations,
and the weak capacity building role of district federations reinforces the finding that block federations are the
stronger location for PLA implementation support and training.
District wise, SHGs are stronger in Bolangir than in Kandhamal and Raygada, though this is not so for the
respective GP, block or district federations. As to be expected, variations in institutional capacities in each
district will need to inform local PLA implementation planning. The pace of roll-out will be influenced by the
capacity of SHGs and block federations, and this is to be expected to vary by district. This study used Mission
Shakti information sources to identify functioning SHGs for study purposes. Further local mapping of functioning
SHGs and federations is needed to supplement this database, and inform selection of SHGs for the PLA
intervention.
As the first wave of districts, Bolangir, Kandhamal and Raygada will provide a testing ground for later districts,
and the varied institutional capacities, strengths and weaknesses of the SHGs and federations they contain, will
be helpful in preparing the learning for expansion.
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 12
CHAPTER - I
1. OVERVIEW & METHODOLOGY OF THE ASSESSMENT
1.1 Community Process (CP) for HNWASH: Specific Context
The technical assistance to the Department of Women and Child Development (DWCD) and the
Department of Health and Family Welfare (DHFW) in Phase I of TMST was very much focused towards
bringing in systemic reforms in the areas of Human Resources, Financial Management, Procurement and
Monitoring to exhibit positive outcomes on maternal and child health.
After 4 years of system strengthening at the State level, it was a logical move to extend the TA support
to address the social determinants of health through empowerment of women and communities. While
designing the strategic plans for phase II, the focus has been to improve HNWASH (Health, Nutrition,
Water and Sanitation as well as Hygiene) status of the community through better access to public
services leading to greater demand generation in 15 High Burden (HB) Districts of Odisha.
The Community Process (CP) package is designed to achieve the above mandate through a variety of
synergistic interventions that builds on to the government programs and initiatives at the community
level. Like many other states, Odisha is having a strong network of women’s Self Help Groups (SHGs)
witnessing more than 4 lakhs SHGs under the umbrella of Mission Shakti. The SHGs of women are
regarded as “the harmonic champion at the community level who works from dawn to dusk”. They are
essentially less bureaucratic, mutual and peer support groups at grass-root level having a specific
purpose for mutual aid in satisfying a common need. One of the key approaches of the CP is to mobilize
these SHGs through Participatory Learning Action (PLA) cycle to reach out to its members as well as
other people living in the community to achieve improved HNWASH practices and outcomes in the
community.
1.2 SHGs & SHG-Federations in CP Focused Districts of Odisha
The SHG movement in Odisha was started in early-nineties. While it was the NGOs who initially drove
the SHG movement in the State, the government took it forward by launching Mission Shakti under the
DWCD in 2001 fostering formation of more and more number of SHGs in the State. As of 2012, there are
4,56,7131 SHGs formed in the State out of which 1,47,975 are in the 15 HB Districts where CP
interventions will be undertaken. At present each of the villages in Odisha including out-reach pockets
have at least one SHG; who have taken up many issues relevant to social or community life, going much
beyond the thrift and credit management function of SHGs.
11Lakh = 100,000, 10Lakh = 1Million
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 13
Given the increasing number of SHGs and their need to deal with issues which are beyond their reach;
networking of SHGs was stimulated by Mission Shakti during 2003 though it was conceptualized in 2001.
Mission Shakti took initiative to give them an institutional form by promoting Gram Panchayat Level
Federations (GPLFs), Block Level Federations (BLFs) and District Level Federations (DLFs) for the growth
and sustainability of SHGs or members of SHGs in the state. The primary function of these federations
were envisaged as promoting community owned and controlled institutions for self-reliance besides
addressing societal
issues that impinge
on their members.
Operation manual for
SHG Federation in
Odisha suggested for
four tier federation
structure as shown in
the diagram.
Tier-I, Village Level:
The SHGs formed in
the village are
independent in all
respect.
Tier-II, Gram Panchayat Level Federation (GPLF): All the qualified SHGs are federated at the GP level to
form the GPLF. It will constitute of two representatives from each SHG.
Tier-III, Block Level Federation (BLF): All the GPLF are federated at the Block level to form the BLF. It will
constitute of two representatives from each GPLF. The BLF will have its own legal entity.
Tier-IV, District Level Federation (DLF): All the BLF are federated at the Block level to form the DLF. It
will constitute of two representatives from each BLF. The DLF will have its own legal entity.
As per the Operation manual for SHG Federation in Odisha, the roles and responsibilities envisaged for
each level of federations are annexed.
1.3 Need & Purpose of the Assessment
The role out plan for SHG PLA cycle in CP aims to leverage the strengths of SHG federations for reaching
out to the large number of potential SHGs formed in the community. As per the implementation
structure, the SHG PLA will be led by DWCD in collaboration with DHFW and Rural Development (RD) in
partnership with Mission Shakti supported by TMST at the State level. Similarly for implementation
DLF
BLF BLF BLF
GPLF GPLF GPLF GPLF GPLF
SHG SHG SHG SHG SHG SHG SHG
Tier-IV District
Tier-III Block
Tier-II Panchayat
Tier-I Village
SHG Federation Structure
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 14
across 15 HB Districts, Mission Shakti’s DLF; TMST’s District TA and a District NGO will provide
coordination, training, supervision and quality assurance related inputs at the District level. At the block
level, a resource pool will be created consisting of four Block Coordinators cum Master Trainers (2 from
NGO, 1 representative from BLF and 1 ICDS Supervisor) to coordinate, train, supervise and ensure
quality implementation. Finally at the Gram Panchayat (GP) level, 2 GP Facilitators will be trained and
engaged preferably from the GPLF to execute the PLA cycle with the SHGs in the community.
As per the implementation structure the SHG federations will act as an intermediary facilitator to
provide technical support and manage financial assistance required for rolling out the SHG PLA cycle.
Hence it is imperative to know two central and fundamental aspects of Federations of the SHGs at
various levels namely:
i) Whether SHG federations exist and function at GP, Block and District levels; and
ii) To understand their capacity for playing the envisaged role under CP.
An assessment was therefore undertaken to gather relevant information about federations to inform
planning and implementation of the SHG PLA cycle and CP more broadly.
1.4 Objectives
Hence the assessment aims to assess the capabilities of SHGs and their Federation at various levels to
determine whether and to what extent SHGs can be engaged in the CP process with the following
specific objectives:
i) Assess the goal, purpose, process and status of functioning of SHG federations at GP, Block and
District level along with its organizational mandate and structure;
ii) Understand the willingness of SHG federations to fit into the purpose of taking forward the
HNWASH mandate of CP;
iii) Assess SHG’s and SHG-Federation’s organizing capacity, financial strength and capability of
managing funds for rolling out the SHG PLA cycle
iv) Assess the knowledge and capacity of SHG federations to facilitate and provide technical and
training support for rolling out the SHG PLA cycle on HNWASH
v) Understand how SHGs perceive the functioning and support provided by the SHG federations at
GP, Block and District level; and
vi) Recommend capacity building needs for effective engagement of SHG federations and
usefulness of creating a resource centre at district and block level in implementing PLA cycle
with SHGs.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 15
1.5 Scope of Work
1.5.1 Geographic Scope of Work
The CP will be implemented initially in the three Districts namely Rayagada, Kandhamal and Bolangir
having highest under-five mortality in the State as per Annual Health Survey, 2010-11. Hence the
assessment of SHG federations was limited to these 3 CP start-up Districts only.
1.5.2 Thematic Scope of Work
i) Understand goals, objectives and governance system of the federations and whether HNWASH
is there in the mandate of federations. Understand the key achievements made by the
federations on HNWASH and gauge their interest in taking up SHG PLA cycle;
ii) Find out the functional status of SHG federations (years of operation) and know whether they
have been registered under any act (legal identity) through verification of by-laws, minutes
book, etc.;
iii) Collect details about the management structure and tenure of the executive and general body
of the Federations and its formation process including personal profile and socio-demographic
information about the members.
iv) Collect information on human resources engaged by the federations (temporary or permanent)
for fund management/accounting or other activities and the process involved in recruitment,
payment and monitoring etc.;
v) Find out details of financial services and / or related intermediary roles managed by the
Federation. Collect information on savings, credit, insurance and any financial services provided
by the federation;
vi) Collect the account details of the federation along with financial transactions undertaken over
the last one year. Find out about various records (both financial and non-financial) maintained
by them. Know the regularity and clarity on records maintenance;
vii) Find out various non-financial initiatives / engagements (social development initiatives) of the
federations;
viii) Collect information on meetings, such as its frequency, agenda, attendance, resolution passed,
decisions taken etc.
ix) Assess the knowledge of SHG federations on expected HNWASH behaviour and practices. Assess
the coordination, facilitation and leadership skill of the federations in the context of
implementing SHG PLA cycle.
x) Collect details of training undertaken by the federation members. Assess the experience of the
federations in conducting and managing training and awareness generation programs as a lead
agency and their skill in monitoring and supervising the SHG activities at a micro level.
xi) Assess the financial viability of Federations and understand their capability to manage funds.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 16
xii) Collect information on availability of logistic and infrastructures facilities with SHG federations
such as own office, computer, Almirah etc. and other related support system;
xiii) Cover sample SHGs for assessment and elicit feedback on the functioning and support provided
by the SHG federations.
xiv) Assess the strengths and weaknesses of federations and scope of improvement in related areas.
Recommend their capacity building needs for taking up SHG PLA cycle on HNWASH.
xv) Prepare a brief status report and grading of each SHG federation on key assessment parameters
including receipt of recognition or award by the federation.
1.6 Methodology
1.6.1 Design of the Assessment
An exploratory research design was adopted for undertaking the assessment. This design was helpful to
explore and understand the process of functioning, management, capacity, strengths and weaknesses of
SHGs and SHG-Federations operating in the district.
1.6.2 Data Collection
The assessment was carried out using mixed method approach i.e. quantitative and qualitative research
techniques combined for collection of data. In line with the objectives and scope of works of the study,
data from both primary and secondary sources were collected, analyzed and presented in the report.
1.6.2.1 Primary Data Collection
The assessment team interacted directly with the SHGs and SHG-Federations for collection of primary
data.
1.6.2.1.1 Sampling Frame and Design
Multi-stage sampling design was applied for identifying the sample areas for assessment. The details of
the sampling frame and design used are presented hereunder:
Selection of Districts: The assessment was carried out in all three CP start-up districts (viz. Bolangir,
Kandhamal and Rayagada) for assessment of the District Level SHG Federation (DLF).Thus, no
sampling was needed for selection of districts.
Selection of Blocks: The sample Blocks were randomly identified from different geographic locations
in the district for assessment of the Block Level SHG Federation (BLF).
Selection of Gram Panchayats (GPs): The selection of GPs was done using systematic random
sampling design for assessment of the Gram Panchayat Level SHG Federation (GPLF).
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 17
Selection of Villages: In each selected GP, one village was randomly chosen for the assessment of
any one SHG functioning in that village.
1.6.2.1.2 Sample Size
In each of the 3 selected districts, at least 30% of Blocks were covered (which comes to a total of 4
Blocks per district approximately) under the assessment. Then in each selected Block, 35% of GPs were
covered which includes the coverage of an extra 5% GPs for non-response rate. Further in each selected
GP, one village was randomly chosen for the assessment.
District wise the sample size proposed vs. covered in the assessment is presented in the table below:
Table 1: Sample size for SHG assessment study in the three districts of Odisha
Sample
Category
Bolangir Kandhamal Rayagada Total
Proposed Covered Proposed Covered Proposed Covered Proposed Covered
District 1 1 1 1 1 1 3 3
Block 4 4 4 4 4 4 12 12
GP 26 26 17 17 19 19 62 62
Village 26 26 17 17 19 19 62 62
1.6.2.1.3 Tools & Techniques of Data Collection
Table 2: Tools & Techniques of Data Collection
Respondents Techniques of Data Collection Tools for Data Collection
Members of SHGs and
SHG Federations at GP,
Block and District levels
i) One to One Interview i) Structured Interview Schedule
ii) Focused Group Discussion/
Meeting with key members
ii) Checklist for FGD
iii) Observation of records and
documents
iii) Observation checklist
1.6.2.2 Secondary Data Collection
Secondary data were collected for mapping of SHGs and SHG-Federations existing in the three study
districts. Since the mapping exercise requiring more time, this report excludes the analysis of same
which will be done separately after the mapping is complete. The secondary data collected for the
assessment are as below:
Village wise list of SHGs and status of their functioning;
List of Gram Panchayat Level SHG Federations (GPLF) and status of their functioning;
List of Block Level SHG Federations (BLF) and status of their functioning; and
Copy of the bylaws of the registered SHG Federations
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 18
1.6.2.3 Data Entry, Analysis and Reporting
The assessment used both quantitative and qualitative data analysis methods. The quantitative data was
cleaned, entered and analyzed using software packages like SPSS and Excel. Data tables were prepared
and presented in the report with frequencies,
percentages and averages. The open ended
responses collected during interviews and FGDs
were also compiled and presented in the form of
qualitative table / matrix in the report.
1.7 Limitations
i) The assessment of SHGs and SHG-Federations was made based on the interaction and
discussions with their members (mostly executive members) only. Due to paucity of time, the
assessment did not make an attempt to elicit feedback of other stakeholders associated with
the SHGs and SHG-Federations.
ii) Looking at the objectives and purpose, the assessment focused on understanding the capacity of
SHGs and SHG-Federations for taking-up PLA intervention on HNWASH. Lesser focus was given
to assess the core activities / services of SHGs and SHG-Federations e.g. savings, credit,
insurance, income generation, etc.
iii) The assessment used secondary data (collected from ICDS functionaries) to plot SHGs and SHG-
Federations in the districts. Only sample Villages, GPs and Blocks were visited to gauge the
status of functioning of SHGs and SHG-Federations.
***
Preparation of data entry structure
Data Entry
Error Detection in Data Entry
Data Validation & Traingulation
Data Analysis
using SPSS
Generation of Data Tables (single and
multi-variate tables)
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 19
CHAPTER - II
2. SELF HELP GROUPS (SHGs): FINDINGS OF THE
ASSESSMENT
The assessment covered a total of 62 sampled SHGs from the three identified districts of Odisha. Highest
i.e. 26 (41.9%) were covered in Bolangir followed by 19 (30.6%) in Rayagada and 17 (27.4%) in
Kandhamal district. It is important to note that only functional SHGs were covered for the purpose of
assessment. The findings of the assessment of these 62 SHGs are structured and presented under
different sections of this chapter.
2.1 Formation & Year of Operation of SHGs
Historically, the SHG movement in Odisha was started by NGOs during early nineties. In 2001, the
Government of Odisha launched Mission Shakti under the aegis of Department of Women and Child
Development (DWCD) to expedite the SHG movement in the State. Mission Shakti with the support from
ICDS scaled-up the formation of SHGs across the State. In particular, the AWWs under the guidance of
Sector Supervisors and Child Development Project Officers (CDPOs) of ICDS; and Mission Shakti
Coordinator mainly spearheaded the formation and promotion of SHGs in the community.
The findings of the assessment also show that the AWWs were
involved in formation of maximum i.e. 64.5% of SHGs (n=40).
Next highest i.e. 21% of SHGs (n=13) were formed with the
support from NGOs followed by 19.4% (n=12) were formed by
the members themselves. Mission Shakti functionaries were
involved in formation of remaining 14.5% of SHGs only (n=9).
District wise, as high as 80.8% (n=21) and 70.6% (n=12) of SHGs in Bolangir and Kandhamal respectively
were formed by the AWWs as compared to 36.8% (n=7)
in Rayagada district. Unlike Bolangir (3.8%, n=1) and
Kandhamal (23.5%, n=4) districts, the NGOs played a
key role in forming the SHGs in Rayagada district
(42.1%, n=8).
Highest i.e. 43.5% of SHGs (n=27) covered in the assessment has been operating since last 5 to 10 years
followed by 30.6% (n=19) for less than 5 years and rest 25.8% (n=16) has been operating for more than
10 years. None of the SHGs is less than 1 year old. In brief, the SHGs covered in the assessment have
substantial years (an average of 7 years) of experience in operation and management of groups.
AWWs were involved in
formation of maximum
i.e. 64.5% of SHGs.
SHGs have considerable years (an
average of 7 years) of experience
in managing groups.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 20
2.2 Purpose of Forming SHGs
Undertaking savings and credit activities was reported by
majority i.e. 87.1% of SHGs (n=54) as the purpose behind
forming the SHGs. Next highest i.e. 69.4% (n=43) reported
economic development and around half i.e. 54.8% (n=34)
reported empowerment of women as the reasons behind
forming the SHGs.
2.3 Logistics & Infrastructures with SHGs
None of the SHGs covered in Bolangir and
Rayagada districts owns any assets. In
Kandhamal, only one SHG each owns house
and table; two SHGs own chairs; and 3 SHGs
own assets for business / income generation. It
is evident that most of the SHGs do not have
any infrastructural / logistical facilities for their
operation. Noteworthy is in spite of not having
any infrastructural and logistical support the SHGs are functioning for years.
2.4 Bank Account of SHGs
All the SHGs (n=62) have opened their savings account in the bank. The accounts are opened either in
the Regional Rural Banks (RRBs) or in the Nationalized Banks (namely State Bank of India, Indian
Overseas Bank, UCO Bank, Allahabad Bank and Andhra Bank). None of the SHGs has more than one
savings bank account, which is as prescribed by NABARD for opening of the bank account by SHGs.
Only half i.e. 54.8% of members
reported empowerment of
women as the purpose of
forming SHGs.
Without any infrastructural
and logistical support the
SHGs are functional for
years.
WomenEmpowerment
EconomicDevelopment
Social Development Financial Services Business/IncomeGeneration
53.8%
73.1%
11.5%
96.2%
30.8%
52.9% 58.8%
35.3%
70.6%
58.8% 57.9%
73.7%
26.3%
89.5%
42.1%
Chart 1: Purpose of formation of SHGs (in %) Bolangir
Kandhamal
Rayagada
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 21
The bank accounts of majority i.e. 93.5% of SHGs
(n=58) are opened with joint signatories of
President, Secretary and Treasurer or any two of
them. The account of remaining 6.5% of SHGs
(n=4) are opened with one signatory only.
Although the number of such SHGs is small,
having one bank signatory is not a secured
practice adopted by these SHGs.
2.5 Membership Details of SHGs
Group Size: The SHGs covered in the study have
a total of 756 members which comes to an average of 12 members per group. The number of members
in the SHGs ranges from a minimum of 7 to maximum of 20 members. Out of the total members, 136
are selected as executive members in the SHGs viz.
President, Secretary and Treasurer.
Executive Members: In most of the SHGs (80.6%, n=50),
the executive members comprise of President and
Secretary. The remaining 19.4% of SHGs (n=12) has an
additional executive member i.e. Treasurer.
Caste Composition: The Scheduled Tribes (STs) (n=239,
31.6%) and Scheduled Castes (SCs) (27%, n=204) constitute
more than half (n=443) of the total members in the SHGs
(N=756). It is important to note that the study districts are
predominantly inhabited by STs and SCs which could be the
reason for finding more percentage of SHG members are
from the same caste groups. The Other Backward Castes
(OBCs) constitute 35.7% of members (n=270) and General Castes constitute 5.7% of members only
(n=43).
The assessment also reveals that exactly half of the SHGs (50%, n=31) are caste wise homogenous which
constitutes 19.4% of ST (n=12), 17.7% of SC (n=11) and 12.9% of
OBC (n=8) groups. The rest 50% (n=31) are heterogeneous
groups. A homogeneous group tends to be cohesive, relates
better with each other, and has similar needs and coping
behaviour2.
Age Group: Maximum i.e. 44.3% of SHG members (n=335) were
in the age group of 31 to 45 years followed by 30.7% (n=232)
2 SADHAN Technical Note, http://www.sa-dhan.net/Adls/Microfinance/Article/Publications/SHGPerformanceMeasurementTool.pdf
Around 59% of members
in the SHGs are from ST
and SC communities.
Surveyed SHGs have good
(50%) representation
form heterogeneous
groups (caste wise).
On an average there are 12
members in each of the
assessed SHGs.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 22
were in 46 to 60 years and 19.6% (n=148) are in the age
group of 18 to 30 years. Only 5.2% (n=39) were above
60 years and 0.3% (n=2) was below 18 years of age.
The assessment also reveals that half of the executive
members (51.5%, n=70) were in the age group of 31 to 45 years followed by 28.7% (n=39) were within
46 to 60 years of age.
Education: More than two third i.e. 68.5% of
SHG members (n=518) are non-literates. The
percentages of non-literate SHG members
were found to be more in Rayagada (82.7%,
n=191) as compared to Bolangir (58.4%,
n=191) and Kandhamal (68.7%, n=136)
districts. Only 22.2% of SHG members
(n=168) completed education up to 5thor
above standard and 4% (n=30) completed 10th or above
standard.
Interestingly, more than half i.e. 52.9% of the executive
members (n=72) are non-literates. Nonetheless, the
executive members have better educational standard as
compared to general SHG members (33.1% completed
education up to 5th or above, n=45 and 7.4% completed
10th or above standard, n=10).
The educational status of members also shows that 17.7% of SHGs (n=11) have only non-literate
members. But at least one member in rest of the SHGs has education up to 5th or above standard.
Occupations: 71.6% of SHG members (n=541) pursue different an occupation to earn livelihood for their
families. The remaining 28.4% of SHG members (n=215) were dependent on other family members for
managing their livelihood. Occupations such as agriculture (36.2%, n=274) and wage earning (29.8%,
n=225) were pursued by maximum of group members.
Poverty Level: Nearly three fourth i.e. 73.1% of SHG members (n=553) are BPL card holders. Out of the
total SHGs covered in the study, 35.5% of SHGs (n=22) have exclusively BPL members and 1.6% has APL
members (n=1) only. The remaining 62.9% of SHGs (n=39) have both BPL and APL members.
Maximum of SHG members are in
the age group of 31 to 45 years.
Two third of general members
and half of executive members
are non-literate.
71.6% of SHG members
pursue any occupation.
Nearly three fourth of SHG
members are BPL card
holders
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 23
2.6 Services and Activities of SHGs
Engagement in Savings and Credit: All the SHGs (100%, n=62) are engaged in mobilizing monthly savings
from their members. The savings amount
collected from the members varies from SHG
to SHG and ranges from a minimum of Rs.10/-
p.m. to a maximum of Rs.100/- p.m. collected
by SHGs from its members. Till the time of data
collection, an average of Rs.32,469/- was
mobilized as savings by the SHGs. Minimum
and maximum amount of savings generated by
an SHG was Rs.3,663/- and Rs.82,000/-
respectively. The assessment findings also show that maximum i.e. 41.9% of SHGs (n=26) had savings
amount below Rs.25,000/- followed by 35.5% (n=22) had Rs.25,001/- to Rs.50,000/- and 17.7% (n=11)
had Rs.50,001/- to Rs.75,000/-. Only 4.8% of SHGs (n=3) generated savings more than Rs.75,001/-.
Table 3: Amount of savings generated by SHG
District Count Mean Median Minimum Maximum
Bolangir 26 33,165 31,408 3,663 81,879
Kandhamal 17 23,020 20,000 6,000 48,000
Rayagada 19 39,971 37,000 5,000 82,000
Total 62 32,469 30,250 3,663 82,000
In addition to savings, SHGs also generated funds from other sources like Bank, Government, NGOs, etc.
At the time of assessment, 69.4% of SHGs (n=43) availed loan from Bank and 35.5% (n=20) received
financial support under different schemes of
Government. Of late, SHGs in selected Blocks
were graded by ICDS; and based on which
SHGs were identified and given Rs.50,000/-
as revolving fund from Mahila Vikash
Samabaya Nigam (MVSN). Selected SHGs
were also given financial support under
schemes like SGSY, Swayam Sidhha, etc. A
total of 83.9% of SHGs (n=52) could generate funds from other sources like bank, government, NGOs,
etc. The average amount of other funds generated by an SHG (excluding the savings of members) works
out to be Rs.130,290/- with a minimum of Rs.1,240/- to a maximum of Rs.525,000/-.
The SHGs in turn on lend the funds to it members for both production and consumption purposes with
rate of interest varying from 24% to 36% charged to members. Out of the total SHGs, 88.7% (n=55) were
found to be engaged in internal lending. At the time of assessment, members in 50% of SHGs (n=31) had
SHGs have an average savings of
Rs.32,469/-.
69.4% SHGs have taken bank loan
and 35.5% received Govt. support.
83.9% of SHGs generated funds
(Rs.130,290/- per SHG) from
Bank, Government, NGOs, etc.
other than their savings.
88.7% of SHGs were engaged
in internal lending.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 24
loan outstanding which works out to be an average of Rs.97,916/- per SHG with a minimum of
Rs.10,000/- to a maximum of Rs.290,000/-approximately.
Engagement in Other Development Activities: Maximum i.e. 56.5% of SHGs (n=35) was engaged in
income generation activities. Other key activities undertaken by SHGs include clean drinking water
(53.2%, n=33), sanitation (50%, n=31) and
health (50%, n=31). Greater percentages of
SHGs were also engaged in addressing
domestic violence (41.9%), conflict resolution
of members (40.3%, n=26) and addressing
social issues like alcoholism, child labour, etc.
(35.5%, n=22). Only 38.7% of SHGs (n=24)
were involved in providing support to ICDS on delivery of nutrition services and 22.6% (n=14) were
engaged in mid-day meal program run by the Government for primary school children.
Table 4: Percentage of SHGs Engaged in Other Development Activities
Activities Bolangir Kandhamal Rayagada Total
Training/Capacity Building 34.6 11.8 0.0 17.7 Health promotion 65.4 35.3 42.1 50.0 Income generation 61.5 35.3 68.4 56.5 Nutrition / ICDS 42.3 35.3 36.8 38.7 Public Distribution System 3.8 11.8 5.3 6.5 Drinking Water 50.0 35.3 63.2 50.0 Marketing 30.8 17.6 21.1 24.2 Sanitation 50.0 64.7 47.4 53.2 Addressing Domestic Violence 53.8 23.5 42.1 41.9 Education 34.6 5.9 42.1 29.0 Conflict resolution & problem
solving 46.2 29.4 42.1 40.3
Mid-day Meal 30.8 11.8 21.1 22.6 Other Social issues (alcoholism,
child labour, gender sensitization) 34.6 23.5 47.4 35.5
Other Activities 7.7 0.0 5.3 4.8
District wise analysis shows, higher percentages of SHGs (65.4%, n=17) in Bolangir were engaged in
health activities. On the contrary, more SHGs in Kandhamal (64.7%, n=11) and Rayagada (63.2%, n=12)
districts were involved in activities relating to sanitation and clean drinking water respectively.
About 50% of SHGs was engaged in
health, sanitation and drinking water and
less than 40% engaged in nutrition.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 25
2.7 Engagement & Interest of SHGs in HNWASH
Specific activities undertaken by SHGs in relation to HNWASH are as below:
The assessment findings also reveal that while only half of the SHGs have been involved in HNWASH, all
of them (100%, n=62) have expressed their interest for taking up the same in the community.
2.8 Governance & Management Practices of SHGs
Group Norms: The group norms in SHGs are mostly set around membership, meeting, savings, credit,
etc. Although all the SHGs have set group
norms, 66.1% of SHGs (n=41) have
explicitly written down the same in their
minutes / resolution books.
Clarity of members on Group Norms and
Objectives: During the course of FGD
with SHGs, most of the members were
found to be unaware of the objectives
and norms of their group. There are only
33.9% (n=21) of SHGs where majority of
the group members (>80%) have clarity
on the goal & objectives of their group. Similarly only 30.6% (n=19) of SHGs are there where most
(>80%) of the members have clarity on the norms & guidelines set by their SHGs.
Group Meeting: Majority i.e. 82.3% of SHGs (n=51) meet on monthly basis. The remaining 16.7% of
SHGs meet on weekly / fortnightly / quarterly basis. More importantly, around two third of SHGs (69.4%,
n=43) meet regularly. Further to mention that there are at least three fourth of SHGs (75.8%, n=47)
where more than 81% of members attended the last group meeting held prior to the day of assessment.
6.5%
6.5%
82.3%
1.6% 3.2%
Chart # Frequency of SHG meetings conducted (in %)
Weekly
Fortnightly
Monthly
Quarterly
Not Met at All
Health (n=31)
•Distribution of mosquito nets;
•Awareness generation on malaria and diarrhea;
•Hospitalization of emergency patients; and
•Mobilization of pregnant and lactating women for VHND
Nutrition (n=24)
•Mobilizing women and children to take nutrition supplements from the AWC;
•Assisting in distribution of THR at AWC; and
•Observing breast feeding week
Drinking Water (n=31)
•Repairing of community tube wells; and
•Creating awareness for using clean drinking water
Sanitation & Hygeine (n=33)
•Cleaning of village road, pond and tube well;
•Motivating people for construction & use of toilets; and
•Applying of bleaching powder on the surrounding of village ponds
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 26
The topic discussed in the last meeting of most of the SHGs (89.3%,
n=50) is on savings and credit followed by 32.1% (n=18) on
business/income generation. Discussion on community development
issues like clean drinking water, weighing of children, cleaning of
village road, plantation, etc. were held in only 5% to 10%of SHGs.
Management and Decision Making: In maximum of cases (41.9%, n=26), the day to day functioning of
SHGs was managed by all the group members together whereas in 30.6% of SHGs (n=19) the President
and Secretary jointly manages the group
activities. The assessment findings also show
that the decision in majority i.e. 87.1% of
SHGs (n=54) was taken by all the group
members together.
Book Keeping and Documentation: Book
keepings prescribed for an SHG include i)
Minutes Book, ii) Resolution Book, iii) Savings
Register, iv) Loan Register and v) Cash Book.
However, the assessment did not find a
single SHG who was maintaining all the books
mentioned here.
Out of the total SHGs, highest i.e. 85.5% of SHGs (n=53) maintain resolution book followed by 53.2%
(n=33) maintain minutes book. Most of the SHGs covered in the assessment have common minutes and
resolution book. While all the 62 SHGs were engaged in savings activities, only 48.4% (n=30) maintain
the savings register. Loan and cash book was maintained by 37.1% (n=23) and 43.5% (n=27) of SHGs
respectively. Interestingly, 6.5% of SHGs (n=4) did not have any record or register with them at all. This
is important to note here that during the course of data collection some of the SHGs could not show the
books to the assessment team. Further out of those SHGs maintaining the books / registers, the books
were found to be not updated in about 25% to 65% of SHGs. Low education and lack of knowledge &
skill could be the main reason behind improper or non-maintenance of prescribed books by the SHGs.
2.9 Training Undergone and Conducted by SHGs
In majority of SHGs (80.6% n=50), the members did not undergo any training. Member wise analysis
shows that only 11.9% of groups members (n=90) attended any training (e.g. stitching of Khali plates,
preparation of THR-Chattua, Incense stick & candles making, plantation, etc.). The assessment also
found that none of the SHGs had prior experience of organizing any training program.
Decision in majority i.e. 87.1% of
SHGs was taken by all the group
members together.
None of the SHGs maintain all the
prescribed registers.
The books in about 25% to 65% of
SHGs were not updated.
Only 19.4% of SHG
members underwent
any training.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 27
2.10 Gradation of SHGs
The gradation of SHGs was done around three key indicators like formation & membership; services and
activities; and management & governance of SHGs. Based on the scores, each SHG is categorised in four
grades (viz. Grade-A (76% or above), Grade B (51% to 75%), Grade C (26% to 50%) and Grade D (25% or
Below). As per the same, only 9.7% of SHGs (n=6) obtained ‘Grade – A’ with marks scored above 75%.
Maximum i.e. 46.8% of SHGs (n=29) come under ‘Grade – B’ with marks scored within 51% to 75%
followed by 43.5% (n=27) obtained ‘Grade – C’ with marks scored within 26% to 50%. None of the SHGs
secured ‘Grade – D’ which could be due to purposeful coverage of only functional SHGs. District wise,
most of the SHGs in Rayagada obtained ‘Grade – C’ as compared to Bolangir and Kandhamal. Overall,
the SHGs in Bolangir secured better grade as compared to Kandhamal and Rayagada. Particularly in
certain Blocks of Kandhamal district, the functioning and participation of members in SHG activities
were greatly affected after the riot in 2008.
Table 5: Gradation of SHGs
Grade Bolangir Kandhamal Rayagada Total
n % N % n % N %
Grade A (76% or above) 5 19.2% 0 0.0% 1 5.3% 6 9.7%
Grade B (51% to 75%) 17 65.4% 9 52.9% 3 15.8% 29 46.8%
Grade C (26% to 50%) 4 15.4% 8 47.1% 15 78.9% 27 43.5%
Grade D (25% or Below) 0 0.0% 0 0.0% 0 0.0% 0 0.0%
Total 26 100.0% 17 100.0% 19 100.0% 62 100.0%
Further analysis on gradation of SHGs indicate that the groups have scored more marks on governance
and management practices such as regularity & frequency of meeting, attendance in the meeting,
decision making, etc. as compared to group membership and services & activities.
2.11 Problems/Constraints Faced by SHGs
The key problems/constraints faced by the SHGs are as follows:
i) Inability to maintain books/registers
ii) Lack of logistics & infrastructural facilities
iii) Lack of financial and technical support to take-up income generation and market linkage
iv) Inability to organize community for social development activities
2.12 Future Priorities and Expectations of SHGs
The first priority of SHGs is to do income generation activity followed by linkage with bank or
government schemes. Social or community development is ranked as the second most priority of the
SHGs. The key expectations of the SHGs are to get training, financial support, linkage with market and
support for book keeping.
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 28
CHAPTER - III
3. GRAM PANCHAYAT LEVEL FEDERATIONS (GPLFs):
FINDINGS OF THE ASSESSMENT
A sample size of 62 Gram Panchayat Level - Federations (GPLFs) was assessed from within three chosen
Districts with coverage of 26 (41.9%) from Bolangir, 17(27.4%) from Kandhamal and 19 (30.6%) from
Rayagada Districts.
3.1 Formation & Year of Operation of GPLFs
The GPLFs were formed in all the 62 GPs visited by the assessment team. Most of them were formed
during the period 2005 to 2009. On an average, the GPLFs had completed at least 5yrs of formation
which varies from a minimum of 5months to maximum of 8years. Two executive members (viz.
President and Secretary) from each SHG in the GP represented at GPLF. This procedure was adopted
across all the study Blocks for
formation of GPLFs.
More importantly, while GPLF was
formed in all the 62 GPs, 59 (95.2%)
of them were found to be
functional. Two GPLFs in Kashipur
Block of Rayagada district and one
GPLF in Belapara Block of Bolangir
district were found to be
completely dysfunctional or
inactive. The SHGs and Mission
Shakti Coordinator had no information about the executive members and the month & year of
formation of these 3 GPLFs.
As per the information gathered, the GPLFs were mostly
formed by the ICDS functionaries like Sector Supervisor and
AWWs (84.7%); and the Mission Shakti Coordinator (42.4%). At
each Panchayat, the Sector Supervisor and Mission Shakti
Coordinator (at Block level) with the support of AWWs
organized a common meeting of the President and Secretary of
all SHGs and formed the GPLFs. In none of the cases, the GPLFs
were formed by the self initiative of SHGs.
ICDS functionaries like
Sector Supervisors & AWWs
were mostly involved in
formation of GPLFs.
GPLFs were formed in all the GPs visited by
the assessment team.
4.8% of GPLFs (n=3) were found to be
completely inactive.
The GPLFs had completed an average of 5
years of formation.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 29
Unlike the SHGs, the NGOs were hardly involved (only one each in Bolangir and Rayagada) in formation
of GPLFs. Only the Kurli GPLF in Bissam Cuttack Block of Rayagada and the Kusumendi GPLF in Chakapad
Block of Kandhamal were formed by the NGOs namely RCDC and CHARM respectively. These two GPLFs
were formed prior to the initiative taken up by ICDS.
Except the one GPLF formed by the NGO in Rayagada, none
of them was registered or had any legal identity.
It was also found that due to lack of support and guidance, most of the GPLFs were almost non-
operational across the three study districts. But, since last 5 to 6 months, the ICDS & Mission Shakti have
made concerted effort to revive the GPLFs. In many of the GPs, the GPLFs had to be reformed or
reconstituted. As informed in Kandhamal, the functioning of GPLFs was highly affected due to riot in
2008. Most of the GPLFs were almost dismantled in Kandhamal district after the riot. Now, on the
instruction of District Collector, the ICDS & Mission Shakti have been involved in reconstitution of GPLFs
in Kandhamal district.
Some of the reconstituted GPLFs have lost their earlier records / registers. During the FGDs, some of the
GPLFs particularly in Bolangir (n=4) and Rayagada (n=1) could not even tell the month and year of
formation of GPLFs.
3.2 Purpose of Forming GPLFs
Out of the 59 GPLFs functioning, 7 (11.9%) could not tell the purpose of forming the GPLFs. Of the
remaining 52, provision of financial services at 61.5%
(n=32) came out very strongly as the main purpose of
forming the federation followed by women
empowerment at 59.6% (n=31). District wise,
majority i.e. 90.6% (n=18) in Bolangir informed
provision of financial services, whereas, highest i.e.
75% (n=12) in Rayagada and 68.8% (n=11) in
Kandhamal informed women empowerment and
economic development as their main purposes of
forming the GPLFs respectively.
The message came out very clearly that the members of the federations are interested for recognition
and greater economic benefits through their association with the federation.
“We were not been able to know / speak about
our needs before. Because of the federation we
could understand and speak out our
requirements, even communicate with you
now.” Babita Mukhi, Member”
Ma Dharitri Mahila Mahasangha”, Jajeshpanga
Gram Panchayat, Phringia Block, Kandhamal
District.
None of GPLFs was registered
except the one formed by the
NGO in Rayagada.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 30
3.3 Logistics & Infrastructures with GPLFs
None of the GPLFs were found to have own building and other
assets required for managing their operation. However, it was
observed that most i.e. 84.7% of GPLFs (n=50) do have access to
basic minimum infrastructures like chairs, tables, meeting place,
etc. as they operate from the Government building (e.g. Panchayat House). But during the FGDs, the
members raised the issue of not having any fixed place/assets for their meetings leading to various
functional issues.
None of the GPLFs had also access to computer, though member in only 5.1% (n=3) of GPLFs have skill to
operate the computer.
3.4 Bank Account of GPLFs
Around half of the federations i.e. 50.8% (n=30) have not opened
their bank account for which they had to keep cash in hand. Among the three study districts, the GPLFs
in Kandhamal stands highest at 70.6% (n=12), Rayagada the lowest at 5.3% (n=1) and Bolangir at 33.3%
(n=8) have bank account. All the bank accounts are opened having joint signatories from the office
bearers of GPLFs.
3.5 Executive Committee (EC) of GPLFs
Constitution of EC: Except one in
Rayagada (Ichhapur GPLF in Muniguda
Block), the rest 58 (98.3%) GPLFs have
constituted their Executive Committee
(EC). All the 58 GPLFs have appointed a
President and a Secretary in their EC. In
addition to them, 44.8% of GPLFs
(n=26) have appointed a Treasurer,
20.7% (n=12) appointed a Vice
President and 13.8% (n=8) appointed a
Joint Secretary in the EC. The 58 GPLFs
have a total of 215 members in the EC.
Process of appointment of EC members: The members of EC were elected in only 17.2% of GPLFs
(n=10). More than half i.e. 53.4% of GPLFs (n=31) followed selection procedure for appointing the EC
members. Remaining 29.3% of GPLFs (n=17) do not know how their EC members were appointed. Better
management quality (41.4%, n=24) and communication skill (37.9%, n=22) were considered for
84.7% of GPLFs (n=50)
operate from the
Government buildings
50.8% of GPLFs did not
have bank account.
All the GPLFs have President and
Secretary in their EC.
Half of the GPLFs followed selection
procedure for appointing EC members.
The EC members in most of GPLFs are
continuing since the time of formation.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 31
appointment of EC members in maximum of GPLFs. Education as a criteria was considered in only 17.2%
of GPLFs (n=10). Interestingly, in some of the GPLFs,
the members without having any education were
appointed as EC member. They were mostly
appointed on the grounds of their management &
communication skills. Some GPLFs adopted caste
based quota system for appointment of EC
members.
Duration of EC: Almost all the members in the EC
are continuing since the constitution of the same
except those were reformed or reconstituted.
Although the GPLFs have the norm of appointing
the new EC in every two to three years, it was not
practiced.
Age of EC members: Maximum i.e. 58.1% of EC members (n=125) were in the age group of 31 to 45
years.
Education of EC: Out of the total EC members, 60% (n=129) have education of 5th or above standard.
Around one fourth i.e. 26.5% of EC member (n=57) are completely non-literates.
Caste composition of EC: Caste wise, around two third of EC members (66%, n=142) are from ST and SC
communities. Only STs comprise of 33.5% (n=72) and SCs comprise of remaining 32.6% (n=70). 28.8%
(n=62) are from OBC and 5.1% (n=11) are from General Castes. Out of the total GPLFs, at least 5.1%
(n=3) have exclusively SC members and 6.8% (n=4) have exclusively ST members in their EC. There are
18.6% (n=11) of GPLFs which have only OBC members in the EC. The remaining 69.5% (n=41) have EC
members belong to mixed caste communities.
Occupation of EC members: The assessment shows that 61.4% (n=132) pursued any occupation, mostly
agriculture and wage earning. The rest 38.6% of EC members (n=83) were dependent on their family
members for livelihood.
Poverty level of EC members: It was also found that majority i.e. 71.2% of EC members (n=153) are BPL
card holders.
3.6 Services and Activities of GPLFs
Entry Fees, Service Charge, Savings and Credit: All the GPLFs collected one time entry fee from the
SHGs, which range from Rs.10/- to Rs.50/- p.m. Apart from this, the GPLFs collect service charge ranging
from Rs.10/- to Rs.100/- from the SHGs. None of the GPLFs was found where service charge was
regularly paid by the SHGs. Interestingly the amount generated from entry fees and service charges are
returned back to members for attending the monthly meeting. In some GPLFs, the amount given to
members for attending the monthly meeting was more than the amount collected as service charge. A
60% of EC members have
education of 5th or above.
66% of EC members belong to
ST and SC communities.
61.4% of EC members pursue
any occupation.
71.2% of EC members are BPL.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 32
part of this fund was also deposited with BLFs as their service charge. As a result, there was hardly any
money left with the GPLFs either in the bank or in their hand for managing their own expenditure.
The assessment also found that out
of the total GPLFs, only 14 (23.7%)
mobilize savings and 4 (6.8%)
provide loan services. The savings
are mobilized from the SHGs and /
or from the members of GPLFs. In
none of the districts, the GPLFs
were taken as intermediary for
transferring of fund to the SHGs.
None of the GPLFs had taken bank
loan which limited their scope for
providing loan services to SHGs.
Due to improper maintenance of records, the assessment team could not gather the amount of funds
generated and managed by the GPLFs.
Engagement in social and community development activities: The GPLFs were hardly involved in any
social and community development services. In less than 20.3% of cases (n=12), the GPLFs only
mobilized the SHGs to conduct rally on addressing alcoholism, malaria, etc. In other cases, they played
an intermediary role for transferring of information to SHGs on key decisions taken at the BLF e.g.
gradation of SHG, revolving fund support to SHG, observing breast feeding week, cleaning surroundings
of tube wells and village ponds, etc.
3.7 Engagement & Interest of GPLFs in HNWASH
As a GPLF, none of them was directly involved in any HNWASH activity. As mentioned above, they only
pass on information to SHGs relating to various HNWASH activities. The assessment team also observed
that ASHA is a member in some of the GPLFs which helps to create awareness on use of mosquito net,
clean drinking water, toilet, etc; and helps to mobilize beneficiaries for attending VHND through SHGs.
Based on the ability and status of managing GPLFs, the assessment team found that only 47.5% (n=28)
have the potential to mobilize community on HNWASH. The rest requires capacity building, guidance
and support for undertaking the same.
Two third of GPLFs (67.8%, n=40) have expressed their interest to take up HNWASH activities in the
community.
Irregular payment of monthly
membership fees by SHGs.
GPLFs face financial constraint due to
low income of federation.
Very few GPLFs were involved in
HNWASH (only indirect involvement
through SHGs).
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 33
3.8 Governance & Management Practices of GPLFs
In general, the governance and management practices followed by the GPLFs are quite poor. Only 20.3%
of GPLFs (n=12) have explicitly written down the norms in minutes / resolution book.
Only 64.4% of GPLFs have met at least
once after their formation. This includes
59.3% (n-35) of GPLFs where general
body and executive members meet
jointly; and 5.1% of GPLFs (n=3) where
the EC members meet exclusively. The
rest 35.6% (n=21) of GPLFs did not meet
at all after their formation.
In half of GPLFs (50.8%, n=30), the
meeting was held on monthly basis, of
which only 15.3% of GPLFs (n=9) had
meeting on a regular basis. Interestingly,
none of the GPLFs witnessed more than
81% of members attended the last EC meeting. Likewise, hardly any GPLF recorded more than 81% of
members attended the last general body meeting
Also, hardly any GPLFs are there where all the EC members had clarity on the objectives and norms of
federation. Lack of participation in the meeting and clarity of members on the objectives and norms of
GPLFs clearly shows the minimal engagement of EC members in the governance and management of
GPLFs.
Book keeping was found to be another key weakness of GPLFs. Although the resolution books are
maintained by 37.3% of GPLFs (n=22), 36.4% (n=8) of it had either missing information or error. Same is
the case with cash register being maintained (25.4%, n=15) by the federations, but had error or missing
information (66.7%, n=10). Only 8 (53.3%) out of 15 GPLFs follow double entry system for maintaining
the cash book. The experience in managing funds by the federation stands poorly at 15.3% (n=9), with
initiative for accounts audit at only one GPLF. Probably the expected guidance / assistance / support by
the BLF (0.0%) to the GPLF attributes to such low level practices at the GPLFs.
3.9 Training Undertaken and Conducted by GPLFs
Very low percentage (6.8%, n=4) of federations underwent some trainings, as a result, only one GPLF
(1.7%) in turn could impart training to SHGs in the village. Members showed interest and willingness to
get trained on various income generation avenues.
Meeting of 35.6% of GPLFs was never
held. In most case, the meeting was
irregular
Low attendance of members in the
meeting affecting decision making and
management of GPLFs
Improper or non-maintenance of
records / registers by GPLFs
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 34
3.10 Gradation of GPLFs
Similar to SHGs, the gradation of GPLFs was done around four key indicators like formation &
membership; infrastructure and logistics; services and activities; and management & governance of
GPLFs. Among all the indicators mentioned here, the GPLFs scored poorly (85.5% of GPLFs scored marks
25% or below, n=53) in services and activities undertaken by them. Next lowest score was obtained in
infrastructures & logistics related indicators (80.6% of GPLFs scored marks 25% or below, n=50). Average
scores were obtained in indicators relating to formation & membership; and management and
governance of GPLFs.
Table 6: Gradation of GPLFs
Grade Bolangir Kandhamal Rayagada Total
N % N % N % N %
Grade A (76% or above) 0 0.0% 0 0.0% 0 0.0% 0 0.0%
Grade B (51% to 75%) 0 0.0% 1 5.9% 0 0.0% 1 1.6%
Grade C (26% to 50%) 9 34.6% 13 76.5% 4 21.1% 26 41.9%
Grade D (25% or Below) 17 65.4% 3 17.6% 15 78.9% 35 56.5%
Total 26 100.0% 17 100.0% 19 100.0% 62 100.0%
The overall gradation of GPLFs show that almost all i.e. 98.4% (n= 61) secured marks less than 50%
which comprise 56.5% of GPLFs (n=35) in Grade-D and 41.9% (n=24) in Grade-C. Only one GPLF in the
three study districts could secure Grade-B. None of them obtained Grade-A.
3.11 Problems/Constraints Faced by GPLFs
The key problems/constraints faced by the SHGs are as follows:
i) Not having their own building and other logistic facilities
ii) Lack of training/guidance
iii) Mismanagement of GPLF activities
iv) Lack of government support (technical and financial)
v) Non-attendance of members in the GPLF meeting
vi) Financial constraint to meet the GPLF expenses
3.12 Future Priorities and Expectations of GPLFs
The major priorities of GPLFs are undertaking and promoting business/income generation. Participation
and involvement in Government schemes/programs stood as second most important priority followed
by strengthening and reforming SHG operations.
The key expectations of GPLFs are to get financial support; training & guidance; and greater recognition
and representation at the Block, District and State level.
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 35
CHAPTER - IV
4. BLOCK LEVEL FEDERATIONS (BLFs): FINDINGS OF THE
ASSESSMENT
The assessment covered a total of 12 sampled BLFs from the three identified districts of Odisha. Each
district (Bolangir, Rayagada and Kandhamal) had a sample of 4 BLFs. The findings of the assessment of
these 12 BLFs are structured and presented under different sections of this chapter.
4.1 Formation of BLFs
All the block federations have been formed by the initiatives of
the ICDS and Mission Shakti of DWCD. Except Muniguda, the
BLFs in rest 11 Blocks were formed during the period 2003 and
2008. The BLF in Muniguda was formed long back in 1997,
which is the oldest BLF covered in the study.
The formation of BLF was done as per the guideline issued by Mission Shakti i.e. two members from
each GP represented in the BLFs. Since the formation of GPLFs was not complete in some of the GPs,
members from selected SHGs were asked to represent at the BLF. The BLFs were formed under the
guidance & support of CDPO and Sector Supervisors where all the representatives from the GPs were
invited to a meeting at the Block level for forming the BLFs. The probable benefits of the federation of
SHGs at the block level were explained and discussed with the representatives in the meeting. In some
Blocks, the Block Development Officer (BDO), Additional
BDOs and Project Assistant (PA) also participated in the
formation process of BLFs. In Kandhamal district, some of
the Block federations (e.g. BLF in Chakapada Block), after
being operational for some months, got dismantled due to
riot in the district which had been reformed and
reconstituted before 3 to 4 months of assessment.
Legality, Norms
and By-laws: The
CDPO, Block
supervisors and
Mission Shakti Coordinator took a lead role in getting all
the documentation in shape to fulfil the registration
criteria. The BLFs adopted MOU, By-laws and other
formalities that were provided by the State. All the 12 BLFs
BLFs were mostly formed
during 2003-08 by the ICDS
functionaries in the Block.
All the 12 BLFs are
registered under Societies
Registration Act, 1860.
Registration Certificate of BLF, Padampur, Rayagada
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 36
are registered out of them 11 are registered under Societies Registration Act, 1860 and the rest one (BLF
in Bissam Cuttack Block of Rayagada district) is registered under Odisha Self Help Cooperative Act, 2001.
The registration of BLFs was done by the CDPO and Multi Purpose Worker (MPW) of the respective
Blocks. Each of the block federation has developed its own norms (mostly around entry fees, monthly
contribution and meetings) in addition to the ones in the By-laws. In few of the Blocks, the By-laws are
in English language which most of the members of BLF are unable to read and understand. The By-law
was also not explained to the members in most of the BLFs.
4.2 Purpose of Forming BLFs
Unlike the SHGs and GPLFs, most of the BLFs (83.3%, n=10) informed empowerment of women as their
main purpose behind forming the federations. Economic development, particularly the promotion of
business / income generation was reported by 58.3% (n=7) followed by taking-up of social development
activities by 41.7% of BLFs (n=5) as the main purpose behind forming the federation.
District wise, all the BLFs (100%) in Bolangir and Kandhamal district said empowerment of women as the
key purpose of forming the federation whereas half of BLFs (50%) in Kandhamal and Rayagada districts
consider management of SHGs/Federations as the purpose behind the same.
4.3 Logistics & Infrastructures with BLFs
Building: Most of the federations (75%, n=9) operate in the
Govt. buildings provided by the ICDS inside their office
Women Empowerment
Economic Development
Social Development
Financial Services
Income Generation
Mgt. of SHGs/Federations
Problem solving & Conflict resolution
100.0%
25.0%
25.0%
50.0%
50.0%
0.0%
0.0%
75.0%
100.0%
50.0%
25.0%
25.0%
50.0%
0.0%
75.0%
50.0%
50.0%
75.0%
75.0%
50.0%
25.0%
Chart 2: Purpose of formation of BLFs (in %) Rayagada
Kandhamal
Bolangir
All the 12 BLFs have space
provided within ICDS to
conduct their activities.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 37
premises. Only 2 (16.7%) BLFs in Rayagada district have own building constructed within the office
premises of ICDS. The Block federations with the financial support from the Government have
constructed their own buildings. In brief, all the BLFs have at least one room to operate, which is mostly
used for the meeting of members and for the daily operations of MPW and Mission Shakti Coordinator.
Assets: Almost all the BLFs have their own assets such as Chairs, Tables, Almirahs and Mattress for
running the office of federations. These items are being used
as per the requirement.
Computers: Almost all the BLFs have been provided with
computer by the Government. As per the information
furnished by members, 11 (91.8%) out of 12 BLFs have
computer. Only the BLF in Bissam Cuttack Block of Rayagada district did not have a computer. The
assessment also found that the computers of 2 BLFs (Chakapada Block in Kandhamal and Kashipur in
Rayagada) were in defunct condition. Importantly, while 11 BLFs have computer, only 4 of them
(Chakapada, Phiringia & Raikia BLFs in Kandhamal and Padampur in
Rayagada) have skilled person to operate the computer. Earlier, the
computer given to BLFs was mainly operated by MPWs for keeping
SHG, GPLF and BLF records. At the time of assessment, most of these
computers were either lying idle or being used by ICDS.
4.4 Bank Account of BLFs
All the federations have at least one savings Bank account at nearby nationalized or Regional Rural
Banks (RRBs). At least 5 BLFs have more than one account. All
of them are joint accounts and mostly being managed by
Presidents and Secretaries of the federation. Few of them
have Treasurers / Cashiers as signatories in the bank
accounts. CDPO is found to be a signatory in at least 3 BLFs.
There is one BLF where the Mission Shakti Coordinator is a
signatory in the bank account. Important to mention here
that the BLFs have opened separate bank account for receiving and managing funds disbursed by
Government under different schemes e.g. MVSN, Swayam Sidha, etc.
4.5 Executive Committee of BLFs
EC Members: In all the 12 Blocks, the Executive Committee (EC) of the BLFs includes President and
Secretary. In addition to them, at least 9 BLFs have Treasurers, 4 have Vice Presidents and 2 have Joint
Secretaries in their EC. The assessment also found that apart from these office bearers, some of the BLFs
have general members (42 in Kandhamal, 25 in Bolangir and 8 in Rayagada) in the EC. In total, the 12
BLFs covered in the study had a total of 114 EC members.
11 out of 12 BLFs have
computer, 9 of them are in
functional condition.
4 out of 12 BLFs have
someone to operate
the computer.
5 out of 12 BLFs have
additional bank accounts
for different schemes
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 38
Tenure: The members of EC have been serving in the BLFs since the time of formation of BLFs in
Rayagada and Bolangir districts. On the other hand, the EC of BLFs in Kandhamal district has been
reconstituted recently after it was dismantled due to riot. There are BLFs where Presidents and
Secretaries were changed as per the requirement. Average number of years completed as an office
bearer / member of EC was 4 years each in Bolangir and Rayagada and 2 years in Kandhamal district.
Appointment of EC members: 50% of BLFs (n=6) adopted selection procedure for appoint of EC
members. The EC members were elected in only 41.7% of Blocks (N=5). Both election as well as
selection procedure was adopted in rest one BLF. The members of almost all the ECs were appointed
from different GPs.
Criteria for appointment of EC members: More than half of the federations chose EC members on the
grounds of their better leadership and management qualities (58%). Having good communication skill
was taken as a criterion in half of the federations (50%). Educational level and mobility of member were
also taken as criteria for selection of EC members.
Role Clarity: There is role clarity amongst the office bearer of BLFs. It was observed that each of them
carries out their defined duties. Most of the Presidents are primarily involved in organizing and
conducting federation meetings at the Block level. They also resolve conflicts within/between groups
and members. Secretaries are mostly engaged in keeping records and doing bank transactions. Similarly,
Treasurers are mostly collecting money from members and depositing them at Banks.
On an average, the Block federations are currently catering to 9 to 23 GP federations, 400 to 900 SHGs
and 6000 to 16000 SHG members in the sample study Blocks.
Education: As compared to SHGs (33.1%) and GPLFs (60%), higher percentage i.e. 66.7% (n=76) of EC
members in the block federation have
education of 5th or above standard. Only
14% are non-literates.
Caste composition: Greater percentages of
members appointed in the EC belong to SC
(37.7%, n=43) and ST (27.2%, n=31%)
communities which combined to 64.9%
(n=74). It is important to note here that the
percentages of ST representation in SHGs
and GPLFs were higher than the BLFs. OBCs
and General Castes constitute 27.2% (n=31)
and 7.9% (n=9) of EC members in the block
federation respectively.
66.7% of EC members have
education of 5th or above.
64.9% of EC members belong
to ST and SC communities.
61.4% of EC members pursue
any occupation
72.8% of EC members are BPL.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 39
Occupations: Similar to SHGs and GPLFs, maximum of the EC members (61.4%, n=70) in the block
federation pursued any occupation for earning daily livelihood, of them the highest were engaged in
agriculture followed by wage earning.
Poverty Level: A greater percentage of members represented in the EC (72.8%, n=83) is a BPL card
holder.
4.6 Services and Activities of BLFs
Entry Fees, Service Charge, Savings and Credit: At the time of formation, one time entry fees was
collected by BLFs from the GP federations. The amount of entry fees collected ranges from Rs.50/- to
Rs.100/-. Apart from the same, service charge from each GPLF is collected to meet the operational costs
of BLFs. Important to mention here that the assessment did not find any uniform pattern for collection
of service charge. In Kandhamal, annual service charge of Rs.400/- is collected from each SHG out of
which Rs.100/- is kept in GPLF and Rs.300/- is deposited with BLF. On the contrary, service charge of
Rs.50/- to Rs.100/- is collected from the GPLFs in Bolangir and Rayagada district. However, in none of
the Blocks, the GPLFs were regular in depositing their service charge with the BLFs.
The assessment team also noticed that the funds generated from entry fees and service charge were
expended / paid back to GPLF representatives for attending the meeting. This was practiced across the
study districts to meet the travel cost of members and to encourage them for regular attendance in the
meeting. As a result, the BLF at the time of assessment did not have any fund with them to meet their
operational costs. Similar financial
constraint was found in other
Blocks of Rayagada, Bolangir and
Kandhamal districts. Interestingly
in some Blocks of Rayagada, the
BLF have stopped paying to
members for attending the
meeting which has created
adverse impact on the
attendance of members in the meeting.
None of the BLFs mobilize savings from the members. At least 10 out of 12 BLFs have received financial
support from the Government under different schemes e.g.
MVSN, Swayam Sidha, etc. for on-lending to SHGs. These BLFs
charge interest on the funds credited to SHGs. The balance funds
currently lying with BLFs amounts to Rs.1,70,000/- to
Rs.25,00,000/-. In at least 9 out of 12 BLFs, the amount of funds
lying with them were more than Rs.11,00,000/-.
Irregular payment of monthly
membership fees by BLFs.
10 out of 12 BLFs received financial
support from Government.
9 out of 12 BLFs have
more than
Rs.11,00,000/- as their
Bank balance
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 40
Social & Community Development and Other Activities by BLFs: Most of the BLFs were involved in
forming and promoting new SHGs (75%, n=9); and assisted in nutrition and ICDS services (67%, n=8).
Since the federations are attached to ICDS at the Block level, a greater involvement of BLFs was found in
the nutrition linked services. More than half of the federations (58%,
n=7) were found to be involved in training and capacity building;
monitoring of services; and conflict resolution & problem solving. Half
of the federations (50%, n=6) were involved in providing book keeping
support; selection of SHGs for providing seed money; and addressing
social issues. A quarter to half of the federations was engaged in
promoting use of clean drinking water; supporting in income generation and marketing; promoting
sanitation and education; supporting midday meal service; addressing domestic violence; and grading &
quality assessment of SHGs for providing loan. Very few of the federations (17%, n=2) were involved in
linking the SHGs with PDS service.
4.7 Engagement & Interest of BLFs in HNWASH
Specific activities undertaken by BLFs in relation to HNWASH are as below:
All the 12 BLFs have expressed their interest to get involved in the HNWASH activities.
4.8 Governance & Management Practices of BLFs
Group Meeting: Out of the 12 BLFs, 11 hold the General Body (GB) meeting. Maximum i.e. 41.7% (n=5)
of BLFs hold a common meeting of GB and EC on monthly basis. 25% (n=3) conduct the GB meeting
annually followed by 16.7% conduct in every six months and 8.3% (n=1) conduct the meeting on
quarterly basis. Majority i.e. 81.8% of GPLFs (n=9) conduct the GB meeting regularly. Unlike the GB
Health (n=7)
•Creating awareness on malaria and diarhoeea
•Conducting rallys on dengu, malaria, etc.
•Mobilising SHGs to support in VHND
Nutrition (n=8)
•Mobilizing SHGs to promote mother and child nutrition e.g. proper intake of food during prepgancy, EBF, complementary feeding, etc.
•Mobilising SHGs to observe breast feeding week
•Overseeing the preparation and distribution of THR by SHGs
Drinking Water (n=5)
•Promoting use of clean drinking water, bleaching powder and halogene tablet
•Supporting SHGs for repairing of tubewell
Sanitation & Hygeine (n=5)
•Mobilising SHGs for cleaning of village roads and surrounding of tube wells
•Promoting use of toilet
All the 12 BLFs were
involved in HNWASH
activity.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 41
meeting, majority of BLFs hold the EC meeting on monthly basis (83.3%, n=10) followed by one each
(8.3%, n=1) conduct the meeting on weekly / half yearly
basis. But only 50% of BLFs (n=6) organize the EC meeting
regularly. The assessment also found that there are only
33.3% of BLFs (n=4) where more than 80% of members
attended the last EC meeting. The topics mostly discussed
in the last meeting are formation of new SHGs and
providing support to ICDS on delivery of nutrition services
(n=3). Discussion on drinking water, sanitation and health
promotion were held in lesser number of BLFs (n=2).
Management and Decision Making: The day to day functioning of maximum of BLFs (50%, n=6) was
managed by the Mission Shakti Coordinator or ICDS functionaries. In rest 50% of BLFs, it was managed
by the members of the EC. The assessment findings also show that the decision in maximum i.e. 58.3%
of BLFs (n=7) was taken by all the EC members together whereas only office bearers were involved in
decision making in the remaining 41.7% of
BLFs.
In only 3 (25%) BLFs, most of the members
(i.e. above 80%) were actively involved in the
activities of federation. There is only 1 BLF
where more than 80% of members have
clarity on the objectives and norms of
federation.
Book Keeping and Documentation: All the 12
BLFs (100%) maintain cash book followed by
11 (91.7%) maintain minutes book. Majority i.e. 81.2% (n=9) follow double entry system for maintaining
the cash book. Only 50% each maintain the resolution book and the loan register. Less than 50% of BLFs
maintain service charge collection register (n=5), stock register (n=4) and general ledger (n=3). But out
of those who maintain different registers, majority i.e. 83.3% updated loan register followed by 75%
each updated cash book and stock register and 72.7% updated minute book. The assessment team
observed that the records / registers maintained by the BLFs are better than the GPLFs and SHGs which
could be due to higher education, knowledge and skill level of the EC members of BLFs.
4.9 Training Undertaken and
Conducted by BLFs
Except one BLF, the EC members of the rest 11 BLFs
attended some training. The training undertaken by
the BLFs are on skill up-gradation, leaf plate stitching,
SEFA training, THR preparation training, etc.
Decision in half of BLFs was taken
by MPWs and ICDS whereas in rest
half it was taken by EC members.
Most of the BLFs have updated
records / registers.
81.8% of BLFs conduct general
body meeting regularly
50% organize EC meeting
regularly.
Members in almost all BLFs
attended any training whereas
50% of them have experience of
conducting training.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 42
Unlike GPLFs and SHGs, at least 50% of BLFs (n=6) have experience of organizing training for the SHG
members. The trainings organized by the BLFs are on skill up-gradation, book keeping, plantation, etc.
4.10 Gradation of BLFs
Overall, the block federations obtained better grades for their performance than GPLFs and SHGs.
Maximum i.e. 10 (83.3%) secured Grade-B and one each secured Grade-A and Grade-C. Greater
percentage of marks was obtained in management and governance of BLF (58.3% of BLFs secured more
than 75% marks, n=7) and in formation, membership and legality of BLF (50% of BLFs secured more than
75% marks, n=6).
Table 7: Gradation of BLFs
Grade Bolangir Kandhamal Rayagada Total
N % N % N % N %
Grade A (76% or above) 0 0.0% 0 0.0% 1 25.0% 1 8.3%
Grade B (51% to 75%) 3 75.0% 4 100.0% 3 75.0% 10 83.3%
Grade C (26% to 50%) 1 25.0% 0 0.0% 0 0.0% 1 8.3%
Grade D (25% or Below) 0 0.0% 0 0.0% 0 0.0% 0 0.0%
Total 4 100.0% 4 100.0% 4 100.0% 12 100.0%
4.11 Problems/Constraints Faced by BLFs
The major problems / constraints faced by the federations are not having own office building; lack of
knowledge & skill of members; mismanagement of BLF activities; book keeping/documentation; inability
to do business; lack of support from government; lack of transportation facility for undertaking any
business; and low percentage of attendance in the meeting.
4.12 Future Priorities and Expectations of BLFs
The future priorities of the BLFs are to take-up business / income generation; taking-up development /
government programs; providing savings and credit services; managing PDS; etc.
The supports expected by the federations are as follows: Training on skill up-gradation; Financial
support; Training on book-keeping/ documentation; Take-up government programs; Co-ordination with
district level federation; Market linkage; Training on HNWASH; Own office building; Office and other
income generation assets; Regular supervision of higher authorities; Guidance and support to
strengthen the GPLFs; Create awareness among the members, etc.
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 43
CHAPTER - V
5. DISTRICT LEVEL FEDERATIONS (DLFs): FINDINGS OF
THE ASSESSMENT
District level Federation of all the 3 CP start-up Districts namely Bolangir, Rayagada and Kandhamal were
covered under the study in order to provide further impetus on their engagement for taking up SHG PLA
cycle on HNWASH. This chapter elucidates the key finding that are illustrated in separate sections of this
chapter.
The assessment strongly acknowledge that ‘the existence of District Level Federation (DLF) is a robust
strategy to enable women to articulate their
aspirations for change and proclaim
connectedness among SHGs at different nooks
and corners of the District though there is a
wide gap between the goal enunciated and the
real situation. It is evident from Table 8 that
two out of the three Federations are in nascent
stage to learn and grow into a strong pressure
group to mobilize, organize federations down level and SHGs; and deal with conflict and confrontation
that may arise time to time.
5.1 Formation and Year of operation of DLFs
Formation process of the DLF was found to be similar across all the 3 Districts that were covered under
the assessment. Prior to formation of DLF; a
general body meeting of members of all the
Block level federations in the District was
convened under the chairmanship of the
District Collector with active participation of
DSWO, ADM, District SHG Coordinator and
allied departmental officials to discuss the
objective and advantage of having District
level Federation and its structure. The very
same day the DLF took its shape ensuring
proportionate representation of members
from each of the BLFs. The members
representing each BLF were nominated to
the Executive Body from among the
Table 8: Month and Year of formation of SHG Federation
District Month and Year of Formation
Completed months of operation
Bolangir November 2011 11 Months
Kandhamal June 2009 41 Months
Rayagada August 2011 15 Months
Excerpt of Mrs. Kumari Poloka, President,
Zilla Mahila Sanchayika Mahasangha,
Rayagada - “The members have to
compromise with the livelihood and
personal liabilities for a greater cause;
hence BLF have chosen persons from
among the team who are motivated and
prudent enough to present on behalf of
them as well as can attend meetings”
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 44
members looking into various factors especially members having good communication skill and less
livelihood pressure (who can afford time attending meetings and other DLF related activities).
The response with regard to the purpose of formation of DLF was found to be contrast in case of
Bolangir with rest of the two districts covered during the assessment. When Kandhamal DLF members
believe the DLF is formed only for Business/Income
Generation; both Rayagada and Kandhamal DLFs
were having the understanding that the district
federation is formed for women empowerment and
social development along with economic
development which is central to its formation. DLF
members of Kandhamal also consider some
additional roles of district federation such as
management of conflicts and financial services. But
not all the members could respond to this which pronounces lack of common understanding with some
of the members.
5.2 Goal & Objectives of DLFs
The Goal of the DLF as illustrated in the memorandum and model By-Law of Mission Shakti, Odisha is
“To create a conductive micro finance environment in the state so as to maximize involvement of
households of the state in the SHG movement …”. During assessment the response to the questions
related to this were varied and not focused which indicate inadequate clarity and understanding of
members on the perceived goal and objective of the DLF. The fact is that the memorandum is in English
and the contents were never - shared and discussed in details with the members, except during the
initial general body meeting held at the District. It was surprising to note that the members also have
never made any attempt to seek further clarification
and have signed the By-Laws. Moreover, Bolangir,
DLF could not present their By-Law for reference.
It was good to find that all the three DLFs have
acquired legal entity status on the same year of its
formation by registering under Societies Registration
Act, 1860. Additionally Bolangir DLF has been
registered under Cooperative Society Act, 1955. But
the members in all the DLFs require constant attention and effort to broaden their perspective so that
the group can get stronger slowly to take on big challenges and / or activities contributing to the
sustainability and empowerment of SHGs and their federations.
Initially we were getting Rs.50/- to attend
meeting at District which is discontinued since
few months and the transportation cost are too
high these days! …….
Says Mrs. Mamata Panigrahi, Secretary Zilla Mahila
Sanchayika Mahasangha, Rayagada
Social and economic empowerment of the
women has increased irrespective of their
participation status in the District level
federation…….
Says Ms. Puspa Satpathy, Lady Supervisor cum I/C
District SHG Coordinator, Rayagada
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 45
5.3 Logistics & Infrastructures with DLFs
All the three DLFs did not have their own house for day-to-day operation, hence, they had to operate
from Government building for all related business. But due to not having own building, the DLFs
sometimes face disturbances for conducting their meeting in the ICDS premise. The indomitable linkage
of lack of clarity and awareness of members on DLF could be well related with the existing scenario of
operation.
Rayagada DLF, even after its existence for
more than one year do not have any basic
logistic and infrastructure
facilities.Bolangir DLF has got one
Almirahas, their only asset which is used
to keep recods, registers and documents
etc. The status is satisfactory in case of
Kandhamal DLF, which is equipped with
basic requirements like Chairs, Table,
Almirah and a computer and all are in
working condition.
5.4 Bank Account of DLFs
Kandhamal DLF has two savings accounts, where as other two DLFs have one savings account with the
State Bank of India at respective district. All the accounts have joint signatories; in Kandhamal it is by the
President and Secretary; in Bolangir Secretary and treasurer are the joint operator and in Rayagada the
ICDS supervisor is one of the signatories
including the President and Secretary of DLF.
5.5 Executive Body of DLFs
The Executive Body of DLF was constituted
comprising of at least two representatives
each from all the BLFs where as the Working
Committee was formed including fixed
number of elected or selected members
from among the General Body of BLFs. 100%
of the Working Committee members in
Rayagada and Kandhamal are found to be
elected and selected respectively whereas
mix approach was adopted in Bolangir DLF.
Table 9: Perceived Criteria for electing members to Working Committee of DLF
Bolangir Ability and availability of time to participate in meetings
Educational qualification – Able to read and write
Recommendation of Mission Shakti
Kandhamal Non-political
Good communication skill
Having good rapport
Having a mobile telephone
Rayagada Leadership quality
Activeness
Decision making ability
Can spare time for DLF related tasks
The CDPO is supportive in sparing a
portion of the covered entrance of the
ICDS Project Office for DLF meeting.
The meeting continues amidst noise and
interruptions.
At time the meeting is abruptly closed
due to the urgent meeting of the Project.
…. District level Federation, Rayagada
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 46
When probed about the decisive factor, that could influence the member’s judgment for electing or
selecting members for constituting the Working Committee; the responses were poles apart for each
DLFs. Table 9 reflects the perception of members in terms of expected qualities and abilities in a
executive members.
While DLF members in Bolangir and Rayagada expressed willingness to spare time for DLF related
activities, it could not be translated into action due to financial constraint of the federations.
The membership tenure of Executive Committee is two years extendable to another six month upon
satisfactory performance of the members as per the By-Law. Hence in Kandhamal current executive
members are re-selected after end of the 1st term (2 and half years) though except few new addition
most of the members remained unchanged and in rest of the two districts the initial selected members
are continuing.
Personal profile of the Executive Body reflects nearly 70% of the members fall within the age group of
30 to 40 years and caste wise over 60% of the members represent vulnerable section (ST and SC) of the
community. 100% of the members are found to be Hindu. APL and BPL status found almost matching in
all the three DLFs. Wide variation observed in educational status of the members, especially between
Rayagada with rest two Districts. Very few members in Rayagada DLF have completed 7thclass whereas
more than 65% members are educated beyond 7th class in other two DLFs.
5.6 Services and Activities of DLFs
The DLF of Kandhamal and Rayagada found having active engagement in various financial as well as non-
financial activities such as promoting SHGs, management of BLF and GPLF; organizing awareness
generation programmes for health promotion, safe drinking water and personal and environmental
sanitation besides addressing various social issues in their areas. Few of the trained DLF members are
also supporting capacity building of SHGs in their vicinity. On the contrary Bolangir DLF found to be in a
very fragile stage with completely no activity.
Review of financial status revealed that, Bolangir and Rayagada DLF have the total savings of Rs.700/-
and Rs.10, 475/- only; which is generated out of the membership fees and service charge. Kandhamal
DLF found having an amount of Rs.91,880/- generated both from membership fees, service charge and
profit from trading of Sugar and Bengal Gram.
5.7 Engagement & Interest of DLFs in HNWASH
As already mentioned in the previous section Bolangir DLF does not have any experience in the
HNWASH related activities, though when probed they expressed their willingness to contribute in these
areas under guidance and support. Rayagada and Kandhamal DLF with their past engagement in some of
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 47
the related activities also requested to include them in
carrying forwards awareness generation and social
mobilization activities on HNWASH.
5.8 Governance & Management
Practices of DLFs
Mission Shakti has a prescriptive memorandum which is to be followed by federations at various levels.
Ironically, the memorandum was kept with the ICDS functionary and was not given to DLF in Rayagada
and Bolangir districts. Absence of an individual office or set-up attributed largely to this condition of the
DLFs. As previously mentioned Rayagada DLF did not have any assets even an Almirah so that they could
keep their records and registers including important letters and documents. Hence all the documents
are being kept either with the Secretary who is managing all record keeping related task or with the SHG
Coordinator I/C as such it is difficult to access any information in absence of the document keeper.
According to the record and interaction with the members it was noted that activities are planned and
organized as and when basis except in Kandhamal which prepares plans in advance of action on a
quarterly basis and then implements the same. - The decision on -activities for the DLF is taken by all the
members jointly whereas it is the President and Secretary in Rayagada who decide the activities. In
Bolangir, the district government functionaries decide action for the DLF.
Most importantly less than 25% of Executive Committee members of Bolangir DLF only have the clarity
on goals and objectives. The percentage is same in case of involvement of members in the activities of
the DLF. Additionally the members of the Bolangir DLF lack prior experience of managing any fund. DLF
of Rayagada and Bolangir have previous experience of fund management. It was good to know that
Kandhamal DLF have engaged a person as Programme Manager for Rs.4,500/- to ensure smooth and
steady implantation of activities.
5.9 Training Undertaken and Conducted by DLFs
The assessment clearly focused on the capacity building need of the DLF members in various related
areas looking into their envisaged role in women empowerment and poverty alleviation. Though all the
DLFs were extended training and capacity building support at different level by Mission Shakti and allied
departments; the coverage of members is limited to President and Secretary in most of the cases and
occasional inclusion of 1 or 2 selected active members. Selected members of Kandhamal and Bolangir
DLF have undergone only Chhatua preparation and Capacity Building training --where as members of
Rayagada DLF have undergone training on hand-wash, Nutrition and Health besides Chhatua
preparation and Capacity Building training. The trained members were used as resource persons for
trainings of other SHGs in the District.
We will demonstrate and mobilize our
community to practice health behaviour in our
areas …………
Members, District Level Federation, Kandhamal
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 48
5.10 Gradation of DLFs
Gradation of DLFs was done using the same four indicators as applied in case of GPLFs and BLFs.
Systematic screening of information shows Kandhamal DLF (72.9% of score, Grade-B) is doing better in
all most all the four indicators followed by Rayagada (51.4% of score, Grade-B) who is weak in the areas
of services & activities; and Logistic & infrastructure. Bolangir DLF scores (37.1% scores, Grade-C) the
least in all the indicators as compared to other Districts. Table -10 reflects score against each indicator
by District for having a comprehensive understanding on the core areas of DLFs such as formulation of
norms of federation, existence of amenities, involvement in activities and management system.
Table 10: Gradation of DLFs
Grade Bolangir Kandhamal Rayagada Total
N % N % N % N %
Grade A (76% or above) 0 0.0% 0 0.0% 0 0.0% 0 0.0%
Grade B (51% to 75%) 0 0.0% 1 100.0% 1 100.0% 2 66.7%
Grade C (26% to 50%) 1 100.0% 0 0.0% 0 0.0% 1 33.3%
Grade D (25% or Below) 0 0.0% 0 0.0% 0 0.0% 0 0.0%
Total 1 100.0% 1 100.0% 1 100.0% 3 100%
5.11 Problems/Constraints Faced by DLFs
Discussion on issues and major constraints of the DLFs revealed that the members of one of the DLF lack
control over its own financial resource. They have to wait and obey the decision of SHG Coordinator or
the DSWO for any decision that have financial implication whcih at times is both time consuming and
deter them for taking up diverse strategic choices based on the needs of their members and the
opportunities out there. Similarly the discontinuance of reimbursement of partial transporation cost of
Rs.50/- has impeded attendance in DLF meeting considerably in Rayagada. Most of the members being
from the deprived section of the community whose livelihood largly depends on their daily income find
it hard to pay from pocket which is an additional lose including a days wage.
All the DLFs found it very difficult to operate from a shared premises which force them to change their
meeting dates on several occasions due to other emergency engagement of the department. All the DLF
members have also expressed their interest for planned orientation of members on various Government
programmes and schemes, record maintenance, book keeping, livelihood activities, etc. to broaden their
understanding and skill to prove themselves as a well meaning group with strong entrepreneurial ability.
5.12 Future Priorities and Expectations of DLFs
Though the DLF of SHGs has been evolved to promote solidarity among the SHGs and its federation, the
intention get diluted due to several limitations as felt by all the members of the DLFs. As expressed by
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 49
some of the members “they are unable to take up larger issues due to lack of knowledge and exposure”
which calls for the need of capacity building activities for all the members.
Many of the members of the DLFs have great potentiality and interest to manage and maintain records
and registers if properly orientated and guided.. Need of an independent office and basic infrastructure
to run routine activities and organizing meetings for developing a structured and synergetic work plan
was amongst the top priorities of the DLF in all the 3 Districts.
The members of Kandhamal DLF expecting support in marketing of SHG products through linkage with
potential private sectors and / or markets. -
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 50
CHAPTER - VI
6. STRENGTH AND WEAKNESS MATRIX OF SHGs AND SHG-
FEDERATIONS
6.1 Strengths and Weaknesses of SHGs and SHG-Federations
Based on the study findings, the assessment team identified following strengths and weaknesses of the
SHGs and SHG-Federation which would be highly useful for working out the modalities of undertaking
SHG-PLA intervention on HNWASH.
Table 11 Key Strengths and Weakness of the SHGs and SHG-Federations
Strengths Weakness
A. Self Help Groups (SHGs)
Most of the SHGs have considerable years of
experience in operation and management of
groups
Majority of group members are found non-
literates.
Maximum members in this three districts belong
to marginalized communities (ST and SC)
Majority of SHG members are daily wage
earners
Caste, age and economic homogeneity of
members in maximum of SHGs are found
Savings & credits have predominance over
SHGs
Majority of SHGs have strong linkage with Bank (
micro credit) and / or Government schemes
related to SHGs
Books / registers of the SHGs are not
maintained properly
Most SHGs are found to take collective decisions Most of the SHG members are not exposed
to any kind of trainings. Selected SHGs covered have shown major
interest towards HNWASH issues
Meetings are regular among most of the SHGs
having higher attendance
SHGs demonstrated strong evidence of mobilizing
communities
B. Gram Panchayat Level Federations (GPLFs)
Maximum members in the Executive Committee
are from marginalized communities (ST and SC)
All GPLFs are not registered except one
Caste, age and economic homogeneity of EC
members are found
None of the GPLFs was linked with Bank
and / or any Government schemes.
Most of the of EC members have passed 5th No experience in direct handling of funds
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 51
Table 11 Key Strengths and Weakness of the SHGs and SHG-Federations
Strengths Weakness
standard or above under any schemes
Government run premises are being used by the
GPLF for conducting meetings
Poor maintenance of books / registers by
GPLFs
Most of GPLFs have shown interest to get
involved in HNWASH activities
Many of the GPLFs do not meet at all.
Those who hold meeting, low attendance
and irregularity of meeting are found to be
the key problems.
No training is done at GP Federation
C. Block Level Federations (BLFs)
The federations are in existence and operational
for more than 5 years
Irregular and low attendance in EC meeting
All the BLFs are registered and are having bank
accounts
In almost half of the BLFs key decisions are
taken by EC members not involving other
members
In all BLFs maintained bank accounts’ one of the
authorised signatories is CDPO/ICDS supervisor
Most of the BLFs members are largely
dependent on the Mission Shakti supervisor
in day to day operation
Considerable experience in managing funds Self-generated corpus is less due to
overburden of expenses
All most all EC members have education above 5th
standard
Irregular payment of membership fee by
GPLFs
Most of the members are found to be from
minority communities (ST and SC; BPL)
All most all BLFs are linked with the Government
schemes
Monthly Block level reviews are conducted by
respective CDPOs
Meetings are held regularly
Prior experience in involvement of HNWASH
activities
Majority own or have access to basic minimum
infrastructures e.g. space and minimum assets
Majority have computer facility
Most of the trainings are done at block level
Majority of members have attended skill based
training and most of them have experience of
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 52
Table 11 Key Strengths and Weakness of the SHGs and SHG-Federations
Strengths Weakness
conducting training
Account related records/registers, resolution
books etc. are maintained and updated properly
D. District Level Federations (DLFs)
Mission Shakti Coordinators are in place Mostly driven by functionaries of District
administration with regard to operation
and management of district federation
Have strong liaising with the district
administration
Periodic review by district administration Lack of understanding towards common
issues of SHGs including training and
capacity building
All three DLF are Registered body with legal
entity, having one or more than one bank
accounts
Funds directly transferred to the BLFs
without involving DLFs
Meet monthly to discuss social issues and
activities
Geographical diversity restricts
participations of every block
Most of the members are educated up to
7thstandard and more
Lack of allowances prevents cross section
of members participating in Governing
body meetings
Shown interest to take up HNWASH related
activities
Excepting Kandhamal key engagement
related to trade, business, skill building are
mostly taken up at the BLFs
No separate space is available for day to
day function of DLFs. Operate from office
of DSWO
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 53
CHAPTER - VII
7. RECOMMENDED MEASURES FOR UNDERTAKING SHG-
PLA INTERVENTION UNDER CP
7.1 Recommended Measures for Engagement of SHGs in PLA on HNWASH
i) SHG needs systematic and continuous orientation to identify and encourage action on social
determinants relating to HNWASH
ii) SHGs need to be involved on social mobilization drive to encourage more women
participations in economic and social empowerment
iii) SHGs can extend their existing support on supply side response to demand side response to
social development programmes
iv) SHGs need more platform for expression of views relating to issues affecting their life,
beyond regular meetings
7.2 Recommended Measures for Engagement of GPLFs in PLA on HNWASH
i) GPLFs needs extensive hand holding support in establishing and discharging their existing
roles and responsibilities
ii) Greater linkages required between the BLFs and DLFs
7.3 Recommended Measures for Engagement of BLFs in PLA on HNWASH
i) To have a vibrant BLF involvement of other GB members needs to be ensured
ii) Beyond capability to handle higher financial transactions, interaction with various
stakeholders and record keeping, BLF needs to streamline their own financial structure and
systems for financial and operation management.
iii) BLFs can be the nodal centres for SHG PLA implementation, as they have prior experience of
monitoring and review mechanism of SHGs at block level.
iv) Financial support can be extended directly to the BLFs, as all of them are registered and
operating multiple bank accounts over a period of time
7.4 Recommended Measures for Engagement of DLFs in PLA on HNWASH
i) Geographical location restricts regular participation of the DLF members. Practical solutions
need to be developed district wise.
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 54
ii) DLFs needs extensive hand holding support in establishing and discharging their existing
roles and responsibilities
iii) Greater linkages required between the BLFs and GPLFs
7.5 Recommended Measures for Fund Transfer and Management
On the grounds of financial assessment made, following measures may be taken for transfer and
management of funds.
i) Funds shall not be routed through district federation or GP federation on account of their lack of
past experience in handling funds.
ii) Block federation may be chosen as a medium of fund transfer in view of the past experience of
handling funds and maintenance of accounts under double entry system, subject to the
observation of strict guidelines as follows:
a) There shall be a memorandum of understanding between the federation and the funding
agency
b) Funds shall be released to the federation only for specific reason outlined in the MOU.
c) The funds shall be credited to the bank account, which shall be operated under the joint
signature of secretary of the federation and concerned CDPO.
d) No payment shall be released by the federation except by way of crossed Cheque/DD
e) The federation shall submit monthly report of receipt and payment of funds under the
arrangement
f) The federation shall keep proper records of transaction under the arrangement
g) TMST will ensure training of two members from each federation on financial management.
***
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 55
ANNEXURES
Roles & Responsibilities of SHG Federations in Odisha Source: Operation manual for SHG Federation in Odisha
Gram Panchayat Level Federation (GPLF)
i) Acting as an intermediary between the member SHGs and the block level federation ii) Assisting the federation functionaries in formation of new groups iii) Maintaining relationship among all the SHGs in its jurisdiction iv) Collection of fee, service charge from member SHGs on a regular basis v) Capacity building need assessment of the SHGs in its jurisdiction vi) Conflict resolution in the SHGs and among the SHGs vii) Helping the SHGs in loan recovery viii) Collecting the monthly report from the SHGs, consolidating them and forwarding it to the BLF by the due
date ix) Regular monthly meeting on various issues of the SHGs in its jurisdiction and recording the proceedings
in a register x) Communicating the issues to the BLF to address and intervene if required xi) Providing feedback to the SHGs xii) Supervising / monitoring group activities xiii) Any other activities to fulfil the objectives of the federation
Block Level Federation (BLF)
i) Networking and maintaining relationship among all the GPLF in its jurisdiction ii) Facilitating financial services such as savings, credit, pension, insurance, remittance, etc. for the member
SHGs iii) Provisioning of financial services such as savings, credit, pension, insurance, remittance, etc. for the
member SHGs iv) Helping the member SHGs in delinquency management v) Liasioning and networking with financial institutions, banks, line depts. vi) Capacity building needs assessment of the SHGs, federation leaders, staff vii) Capacity building through training and hand holding in book keeping and accounting viii) Ongoing monitoring and supervision ix) Auditing x) Periodic grading and quality assessment xi) Conflict resolution and problem solving among SHGs, GPLF xii) Providing support on livelihoods promotion and microfinance plus activities xiii) Facilitating skill training, design up-gradation in craft activities and marketing support xiv) Supervising and implementing social development programs xv) Ensuring social and food security for the member groups xvi) Addressing social problems and issues xvii) Facilitating political participation and representation activities xviii) Working towards sustainability of SHGs as well as the federation xix) Collecting the monthly report from the groups, GPLF, consolidating them and forwarding it to the DLF as
and when required xx) Providing feedback to the GPLF and SHGs if required xxi) Any other to fulfil the objectives of the federation
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 56
Roles & Responsibilities of SHG Federations in Odisha Source: Operation manual for SHG Federation in Odisha
District Level Federation (DLF)
i) Liasioning and coordination between all BLFs ii) Addressing various issues of the BLFs iii) Coordinating with various banks for timely credit linkage with the SHGs of the BLFs iv) Coordinating with the district administration involving the SHGs in implementation of various government
program through the BLFs v) Consolidating all the block level business development plans to make a comprehensive district business
plan and developing operational and strategic planning at the district level for its execution vi) Consolidating all the months / quarterly / half yearly and annual reports of the BLFs and forwarding it to
Mission Shakti on time vii) Providing feedback to the BLFs viii) Any other activities to fulfil the objectives of the DLFs
Criteria Applied for Gradation of SHG Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
1 Formation and membership
Months of Operation
Less than six months 0
One years and below 1
Two years 2
Three years and above 3
Norms / By-Laws of
Norms/By-Laws developed involving all members of SHG. 4
Norms/By-Laws developed by leaders of 3
Norms / By-Laws given to /form 2
Having written bylaws and norms practiced 1
Absence of any Norms / By-Laws 0
Process of selection of Leaders
Leaders elected 1
Leaders selected 0
Literacy of Members
All members Illiterate 0
Less than 25% members literate 1
25-50 % members literate 2
51-75 % members literate 3
More than 75% members literate 4
4 Services and Activities
Financial Services by
Providing /receiving any financial services 1
Not providing/receiving financial services 0
Funds Managed in the last one year
No fund managed 0
Rs.50,000/- or below 1
Rs.50,001/- to Rs.1,00,000/- 2
Rs.1,00,001/- and Above 3
Who managed funds
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 57
Criteria Applied for Gradation of SHG Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
President 1
General Secretary 1
Treasurer 1
Any others 0
Case book maintained
No 0
Yes 1
Who maintained the accounts
No body 0
Person haired for maintained 1
Person maintained within 2
Involvement of Social Development by SHGs
No Involvement 0
Partially involvement 1
Fully involvement 2
Involvement in HNWASH programme/activities
No Involvement 0
Nutrition 1
Dinking water 1
Sanitation 1
Maternal and child health (MCH) 1
Any other 1
Experience in any community mobilization/organization by SHG
No Involvement 0
Partially involvement 1
Fully involvement 2
5 Governance & Mgt. Practices
Members’ Knowledge about Goal & Objectives of SHG
None 0
25% and below 1
26-50 % members 2
51-75% members 3
76% and above 4
Engagement of Manpower by SHG
Manpower engaged by SHG 1
Manpower not engaged by SHG 0
Decision Making Process
None 0
Only leader/s take the decision 1
Few members take the decision 2
All the members jointly take the decision 3
Meeting by SHG
Weekly 2
Monthly 1
Occasionally 0
Number of group meetings conducted by SHG in the last two months
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 58
Criteria Applied for Gradation of SHG Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
No Meeting 0
One 1
Two and above 2
Attendance in the Meeting in the last two months
25% and below 0
26-50 % members 1
51-75% members 2
76% and above 3
Book Keeping / Documentation (by observation)
Poor 0
Moderately 1
Good 2
Audit done annually
No 0
Yes 1
7 Award or Recognition
Any Award/Recognition received by
No 0
Yes 1
Total Grade A: 76% or Above Grade B: 51% to 75% Grade C: 26% to 50% Grade D: 25% or Below
GRADE
Criteria Applied for Gradation of SHG Federation Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
1 Formation and Legality/ document
Months of Operation
Less than six months 0
One years and below 1
Two years 2
Three years and above 3
Registration Under Any Legal Act
Not Registered 0
Applied for registration 1
Registered 2
Norms / By-Laws of Federation
Norms/By-Laws developed involving all members of fed. 4
Norms/By-Laws developed by leaders of federation 3
Norms / By-Laws given to federation/form 2
Having written bylaws and norms practiced without registration 1
Absence of any Norms / By-Laws 0
Process of selection of Executive Committee members
None of the members elected 0
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 59
Criteria Applied for Gradation of SHG Federation Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
Less than 25% members elected 1
25-50 % members elected 2
51-75 % members elected 3
More than 75 % members elected 4
2 Logistics and Infrastructures
Office Space of Federation
Own Office Space/House 4
Own Office Space/House by Grant (Govt./NGO) 3
Space/House given by Govt. 2
Rented Space/House for Office 1
No Office Space/House 0
Availability of Computer with Federation
Available with working condition 2
Available but not working condition 1
Not available 0
Is internet facility available?
No 0
Yes not working 1
Yes with working 2
Is any data entry person available to use computer/internet
No 0
Yes 1
Geographic Representativeness of Executive Committee Members
Members represent from 25% or less Blocks in District 0
Members represent from 26% to 50% Blocks in District 1
Members represent from 51% to 75% Blocks in District 2
Members represent from 76% or Above Blocks 3
Literacy of Executive Committee Members
All members Illiterate 0
Less than 25% members literate 1
25-50 % members literate 2
51-75 % members literate 3
More than 75% members literate 4
4 Services and Activities
Financial Services by Federation
Providing /receiving any financial services 1
Not providing/receiving financial services 0
Funds Managed in the last one year
No fund managed 0
Rs.50,000/- or below 1
Rs.50,001/- to Rs.1,00,000/- 2
Rs.1,00,001/- and Above 3
Who managed funds
President 1
General Secretary 1
Treasurer 1
Any others 0
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 60
Criteria Applied for Gradation of SHG Federation Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
Case book maintained
No 0
Yes 1
Who maintained the accounts
No body 0
Person haired for maintained 1
Person maintained within federation 2
Involvement of Social Development by Federation
No Involvement 0
Partially involvement 1
Fully involvement 2
Involvement in HNWASH programme/activities
No Involvement 0
Nutrition 1
Drinking water 1
Sanitation 1
Maternal and child health (MCH) 1
Any other 1
Experience in any community mobilization/organization by federation
No Involvement 0
Partially involvement 1
Fully involvement 2
Experience in conducting any training programme
No experience 0
Yes 2
5 Governance & Mgt. Practices
Members’ Knowledge about Goal & Objectives of Federation
None 0
25% and below 1
26-50 % members 2
51-75% members 3
76% and above 4
Engagement of Manpower by SHG Federation
Manpower engaged by SHG Federation 1
Manpower not engaged by SHG Federation 0
Decision Making Process
None 0
Only leader/s take the decision 1
Few members take the decision 2
All the members jointly take the decision 3
Activity Planning by SHG Federation
No Planning 0
Monthly Planning 3
Quarterly Planning 2
Half Yearly / Annual Planning by Federation 1
Number of meeting conducted by federation in the last two months
Institutional Assessment of SHGs and SHG-Federations in Bolangir, Kandhamal and Rayagada Districts of Odisha 61
Criteria Applied for Gradation of SHG Federation Sl.
No. Key Subject Areas for Grading
Specific Indicators for Grading Maximum Score
Allotted Score
No Meeting 0
One 1
Two and above 2
Attendance in the Meeting in the last two months
25% and below 0
26-50 % members 1
51-75% members 2
76% and above 3
Book Keeping / Documentation (by observation)
Poor 0
Moderately 1
Good 2
Audit done annually 3
No 0
Yes 1
7 Award or Recognition
Any Award/Recognition received by federation
No 0
Yes 1
Total
Grade A: 76% or Above Grade B: 51% to 75% Grade C: 26% to 50% Grade D: 25% or Below
GRADE
***