Background of the Organization

Palli Karma Sahayak Foundation (PKSF) since its inception in May 1990
has been working as an apex micro credit funding and capacity
building organization for eradicating poverty by providing micro credit
to the poor through its Partner Organizations (POs). PKSF, in English,
means “Rural Employment Support Foundation”. However, PKSF has
expanded its operation to urban areas also.

In Bangladesh success in state-run organizations is in short supply.

Almost anything run by the government is plagued with failures. There
are however, a few exceptions, Palli Karma-Sahayak Foundation
(PKSF), the world’s largest state-run microcode funding institution, is
one of the country’s success stories that has helped the poor get jobs
and start small businesses.

In last one decade, PKSF that prides in efficiency and pro-poor policies
achieved tremendous performance in utilizing the capacities of NGOs
to deliver financial services to the poor. Because of its potentials and
success, many countries like India, Pakistan, Nepal, the Maldives,
Uzbekistan, Argentina and Burundi are showing keen interest in PKSF
activities, and trying to replicate its model.

PSKF has got 155 active partner organizations out of 182 enlisted ones
in 60 districts out the country’s 64 districts while the total number of
beneficiaries is about 1.4 million. Among the partner organizations, big
NGOs are taking more than 70 per cent loan from PKSF while the rest
goes to the small partner organizations.

Legal Structure

Legally PKSF is a “company limited by guarantee” meaning “company

not for profit” and is registered under the Companies Act of 1913/1994

1
with the Registrar of Joint Stock Companies. The legal structure of PKSF
allows flexibility, authority and power to take programmes and
implement them throughout the country and managing its affairs as an
independent organization.

Address of PKSF
Palli Karma-Sahayak Foundation (PKSF)
Plot No.-E-4/B, Agargaon Administrative Area
Shre-e-Bangla Nagar, Dhaka-1207, Bangladesh
Telephone: 880-2-9126240-43, 9140056-59
Fax: 880-2-9126244, E-mail: pksf@pksf-bd.org
Web: www.pksf-bd.org

2
3
Vision

PKSF’s vision is to alleviate poverty and improve the quality of life of

the poor – the landless and the asset less people by providing them
with resources for creation of employment for enhancing economic
conditions.

Mission

In its broader sense to alleviate poverty through human resource

mobilization and socioeconomic development. PKSF would like to
standardize the quality of life of people at the grassroots, ensure the
rise of Human Development Index (HDI), increase Human Rights (HR),
and political empowerment including Gender Equity and Conservation
Environment.

Objectives

The major objectives of PKSF are:

a) To provide various types of financial help and assistance to non-

government, semi-government and government organizations,
voluntary agencies and groups, societies and local government
bodies, so that, as POs and in consistence with the PKSF’s image
and objectives, they can undertake activities with a view to
generating income and employment opportunities among the
economically most disadvantaged groups in the society.

b) To assist in strengthening the institutional capacity of POs, so that

they can manage their programme in a sustainable manner.

Functions

As an apex institution involved in the long run financing of

organizations with microfinance services, PKSF puts utmost emphasis

4
on attainment of both financial and institutional sustainability of these
organizations. In order to achieve the objective of sustainability, PKSF
performs the major functions expected of an apex organization. These
include, among others:

Provision of micro credit funds to POs

Developing best practices for the micro credit sector

Institution/capacity building support to POs

 Advocacy for appropriate policies and regulations useful for the

micro credit sector

The Foundation is a 'company not for profit' registered under

the Companies Act of 1913 amended in 1994.

The Foundation is at present structured in the following

manner:

5
Consisting of 16 members

Consisting of 7members

176 persons as on July 12, 2005

General Body:

Maximum number of members in the General Body will be 25, out of

which GOB may nominate not more than 15 members from amongst
persons associated with the government agencies, voluntary
organizations or private individuals. The remaining 10 members may
be from amongst persons representing POs and/or private individuals.
The General Body usually meets once a year for overall policy
guidance. Presently, PKSF has a General Body of 16 members
consisting of distinguished personalities of the country.

Governing Body:

The composition of the Governing Body is as follows: (i) Chairman of

PKSF (nominated by GOB), (ii) the Managing Director (appointed by the
Governing Body), (iii) two members nominated by the Government;
and (iv) three members elected by the General Body. That makes a 7-
member Governing Body of PKSF. The present Governing Body
comprises persons of national and international repute.

Chairman

6
The Chairman of PKSF is nominated by GOB from persons not in
service of the Republic. The present Chairman is a leading economist
and a Professor of Economics at Dhaka University.

Managing Director

The Managing Director is the Chief Executive Officer (CEO) of PKSF.

The Governing Body has appointed the present Managing Director. He
is the ex-officio member of the Governing Body.

Management

PKSF has four divisions as follows: (a) Small and Medium POs’ Loan
Operations Division; (b) Big POs’ Loan Operations Division;
(c)Administration Division; and (d) Audit Division. Loan Operations
Divisions are the program divisions of PKSF, which select POs, disburse
and recover loan, monitor and evaluate programs and provide on-site
technical assistance and advisory services to POs. The Internal Audit
Division reports directly to the Managing Director. PKSF’s Finance
Department operates under the Big POs’ Loan Operations Division.

PKSF has small research and training units to conduct research related
to poverty alleviation and to impart training to the staff of POs. These
units are under the Administration Division.

Members of the General Body of PKSF

Chairman

Dr. Wahiduddin Mahmud

Professor Department of Economics, University of Dhaka, Dhaka

Managing Director

Dr. Salehuddin Ahmed Managing Director

Members of the Governing Body of PKSF

7
Chairman

Dr. Wahiduddin Mahmud

Professor Department of Economics,
University of Dhaka, Dhaka

Managing Director

Dr. Salehuddin Ahmed

Managing Director
Palli Karma-Sahayak Foundation (PKSF)

FUNDING OF PKSF

PKSF mandate authorizes PKSF management to mobilize funds in the

forms of grants, loans and contributions from a wide variety of sources
which include the Government of Bangladesh (GOB), private
individuals and organizations, foreign governments, international
donors and lending agencies and capital markets.
So far PKSF has received funds $1.9million from the GOB, $ 105million
from the IDA/World Bank, grant $10.5 million from the USAID, $ 18
million from the Asian Development Bank (ADB) and the International
Fund for Agricultural Development (IFAD).

About its source of funding, he said PKSF has got US dollar 1.9 million
from the government since its inception while it has a credit line of US
dollar 105 million from World Bank. PKSF has another credit line of US
dollar 18 million from Asian Development Bank. It also has received a
grant of about 10.5 million US dollars from USAID for seed capital.

8
FIELD OF OPERATION

Micro credit Operation

PKSF carries out micro credit operation through Partner organizations

(POs) in the following three steps PKSF carries out micro credit
operation through Partner organizations (POs) in the following three
steps.

1. Selection of the new PO

2. Financing the credit programs of the POs

9
3. Institutional development of the POs

Selection of the new PO:

PKSF appraises the new organizations that are competent to operate

micro credit programs for the landless-asset less people and
comply with the ideology of the Foundation. The selection
procedure is a continuous process and guided by a thoroughly
designed 'PO Selection Policy.

Financing the credit programs of the POs:

After enlisting an organization as PO, PKSF provides loan to facilitate

the ongoing micro credit program. The rate of service charge,
which varies from 3% to 5%, depending upon the volume of the
loan size, is much lower than the bank rate. This loan is recoverable
in three to ten years. POs disburse loan among the landless-asset
less for off-farm income generating activities and the landless-asset
less peoples repay the loan with the service charge (usually at the
rate of 15%) in fifty weekly installments.

Institutional development of the PO:

PKSF gives emphasis on institutional development in order to enhance

its own capacity as the apex micro credit institution and the
capacity of its partner organizations (POs) for on-lending credit to
the targeted clients. The institutional program, which is being
implemented presently, includes measures to enhance financial
sustainability of POs, strengthen accountability, improve staff skills
and assess socio-economic impact micro credit programs.

Credit Program

PKSF provides loan able funds to its 199 POs – 3 big, 189 small and
medium, and 7 pre-PKSF POs – under its mainstream credit program as
well as under some projects. PKSF’s mainstream credit program, now,
includes four components viz., Rural Micro credit; Urban Micro credit;
Micro-enterprise credit and Micro credit for the Hardcore Poor. PKSF

10
gives special emphasis on micro enterprise development with the goal
of making micro credit more growth-oriented.

PKSF also implements a number of projects under which credit funds

are provided to POs. These are (i) Financial Services for the Poorest
(FSP) project (ii) Micro Finance and Technical Support (MFTS) project;
(iii) Socio-economic Rehabilitation Loan Project (SRLP); (iv)
Participatory Livestock Development Project (PLDP); (v) Integrated
Food Assisted Development Project (IFADEP); (vi) Sundarban
Biodiversity Conservation Project (SBCP); and (vii) Jamuna
Multipurpose Bridge Authority Project (JMBA).

Features of PKSF Credit Program

a) PKSF provides loans to three categories of POs – Organizations

Operating in Small Areas (OOSA); Big Partner Organizations Operating
in Large Areas (BIPOOL); and Pre-PKSF POs.

b) PKSF funds four categories of micro credit programs of its POs under
its mainstream credit program; (i) rural micro credit (ii) urban micro
credit, (iii) Micro-enterprise credit; and (iv) Micro credit for the
hardcore poor.

c) PKSF charges 4.5% service charge per year from its OOSA and Pre-
PKSF category POs and 7% service charge per year from its BIPOOL
category POs.

d) Loans received by OOSA and Pre-PKSF category POs from PKSF are
repayable within a period of 3 years. First 6 months are considered as
a grace period and loans along with service charge are to be repaid in
10 quarterly installments within the rest 30 months.

e) Loans received by BIPOOL category POs are payable in 4 years in 12

equal installments with a grace period of 12 months.

Developing Best Practices for Micro credit Sector

PKSF has prepared a number of policy guidelines and standards for its
POs and for the micro credit sector involving the practitioners of PKSF,
POs and others concerned. PKSF reviews its policies and programs
continuously and adjusts them to meet the changing requirements.

11
PKSF has a program to develop standards in further areas. Major policy
guidelines and standards prepared by PKSF are:

1) Guidelines for selection of POs and borrowers for Rural, Urban,

Hardcore poor and Micro-enterprise;
2) Guideline for Accountants;
3) Policy for Loan Classification and Debt Management Reserve;
4) Guideline for Designing Internal Control System for POs of PKSF;
5) Guideline for Management of Savings;
6) Guideline for Management of Service Charge Earnings;
7) Guideline for Avoiding Overlapping;
8) Management Information System (MIS);
9) Guideline for Setting Performance Standards and Categorization of
POs;
10) Financial Ratio Analysis;
11) Policy for the Utilization of Disaster Management Fund;
12) Guideline for Indicators for Early Warning System;
13) Business Plan for POs
14) Guideline for Management Audit of POs by PKSF;
15) Guideline for Internal Audit of POs by PKSF;
16) Audit TOR for External Auditors of PKSF for Auditing PKSF
17) Audit TOR for External Auditors of PKSF for auditing its POs
18) Audit TOR for Auditors appointed by POs
19) Policy for Loans for Institutional Development;
20) PKSF Micro credit Program Funding Policy for Indigenous Ethnic
Minorities.

Special functional coverage of PKSF

PKSF POs’ Contribution in Aid of Tsunami Victims

The Partner Organizations (POs) of PKSF have made a rare move in

mobilizing contributions for the Tsunami Victims. Upon an appeal from
PKSF, 125 POs of PKSF have contributed Taka 48, 43, 434/- (about US $
80000) in a fund created by PKSF. The fund would soon be handed
over to the appropriate authority. The small and medium size POs have
made the voluntary contributions from their surpluses generated
mainly out of microfinance activities run for poverty alleviation. As
such this contribution comes from the service charge paid by the poor
people of Bangladesh. The contribution may seem to be very small in
comparison to the global resources for Tsunami Victims, but it carries

12
the invaluable feelings for the Tsunami victims and warmth of hearts of
millions of poor people of Bangladesh.

Selecting Partner Organizations

PKSF carries out its operations through various POs, therefore,

selection of POs is a crucial task of PKSF and this is an ongoing
process. Under this process PKSF appraises various types of non-
government, semi-government and government organizations,
voluntary agencies, societies and local government bodies to select
these as POs which have gained experience and expertise or which
have the potentials to operate a successful micro credit program for
self-employment and income generation of the landless and asset less.
In appraising an organization, PKSF follows a clear guideline which can
be divided into the following areas: (1) Organization; (2) Organizer; (3)
Management; (4) Human Resources; (5) Working Area; (6) Field
Activities; (7) Past performance; (8) Management Information System
(MIS) and (9) Accounting System.

GO-NGO Partnership

PKSF has very successfully established and developed GO-NGO

collaboration in the field of poverty alleviation through the provision of
micro credit. This successful model of GO-NGO collaboration can be
followed in other relevant sectors also.

13
 A brief Profile of RDRS

Background

RDRS began life as an organization dedicated to the rehabilitation of

refugees after the 1971 War of Independence. Over the past three
decades, it has expanded its role to challenge the causes of continuing
poverty, ignorance and power less ness. RURS was established as the
Bangladesh field programme of the Geneva- based Lutheran World
Federation/Department for World Service (LWF/DWS).

Having begun life as a relief-and-rehabilitation Provider during 1971-

1975 when Bangladesh was still an emerging nation and the vast
majority of its people living on the edge of starvation, RDRS
transformed itself into development NGO in the mid-l970s, as the
country its citizens and their needs changed.

In 1997, RURS was transformed into an autonomous, national

development NGO, T governed by a Board of Trustees and run by
Bangladeshi managers.

RDRS Bangladesh, a leading development NGO has been working in

the north-west region of Bangladesh for over three decades. The
working area covers 37 Upazilas (sub-districts) in 7 Districts -
Panchagar, Thakurgaon, Dinajpur, Rangpur, Nilphamari, Lalmonirhat
and Kurigram. Approximately 7.9 million people live within this area
and, with a comp o about 1.700 staff; EDRS is able to work directly
with 300.000 rural poor households covering about 1.5 million people
in 2.700 villages. As women are the most disadvantaged group in
Bangladesh society so they form the main body (70%) of participants
in its development programme. RDRS celebrated 25 years of its
operation in 1997 and transformed from International to National
development organization. RDRS total Staff is 2 044 where Women 27
% of total staff, Volunteers is 1,068 where Women is 82% of total
volunteers.
Governing Head
General Programme
Executive Director Kamaluddin Akbar

14
Director (Livelihoods) Dr Syed Samsuzzaman
Director (Social Empowerment) Imrul Kayes Muniruzzaman
Director (Community Health) Dr Salima Rahman
Director (Finance) Tapan Kumar Karmaker
Director (Administration) Dr Md Nural Alam

Starting of operation
1972
Rangpur Dinajpur established as the Geneva-based Field operation /
Department For world service founder Director (Olav Hodne from
Norway).

Objectives
After over 32 years in northwest Bangladesh, RDRS has become a
household name in the region and a leading rural development actor in
Bangladesh. IRDRS has facilitated tangible improvements in the lives
and circumstances of people living in poverty in Rangpur-Dinajpur
region. As the experience and understanding of poverty and
development issues evolved, so RDRS’ objectives and programme
have also adapted in response. Women, landless and marginal
farmers, children, the disabled, minority groups (geographic as well as
socio economic) have all received attention and resources. Yet the
purpose and role of RDRS has remained constant: to enable the rural
poor to make better lives for themselves and their families.

Address
RDRS Bangladesh
In association with LWF/World Service, Geneva
Hs: 43, Rd: 10, Sector: 6, Uttara Model Town, Dhaka 1230
Tel: Off: 880-2-895 4384
Fax: 880-2-895 4391, E-mail: rdrs@bangia.net

15
Website: http://www.rdrsbangla.net

RDRS Working area and Population (as of December 2005)

Working area 13,164 sq km
Districts 10
Upazila (sub district) 46
Unions 357
Population of RDRS working 10.40 million
Groups 20292
Participants households 337661
Programme Participants 1.9 million
Other clients/programme participants 150000

Area of operation of RDRS

Bangladesh

16
Corporate Organogram
RDRS STAFF
General Programme
Executive Director
Director (Livelihoods)
Director (Social Empowerment)
Director (Community Health)
Director (Finance)
Director (Administration)
COORDINATORS
Kamaluddin Akbar
Dr Syed Samsuzzaman
Imrul Kayes Muniruzzaman
Dr Salima Rahman
Tapan Kumar Karmaker
Dr Md Nural Alam
17
Sectoral Unit
Social Organization Azizul Karim
Environment and Disaster Matiar Rahman
Women’s Right Hasna Hena Khan
Monjusree Saha
Agriculture M G Neogi
Microfinance Al-Montazir
Rabin Chandra
Enterprise Mozammel Haque

SUPPORT UNIT
North Bengal Institute Jasim Uddin Ferdous
Protect Development Dilrose Hossain
Anthony D Cruze
Sufia Nurani
Government Relations Sanaul Karim
Human Resources Sabrina Shamsad
Internal Audit Abu Azam Nur
Finance & Accounts Md Zillur Rahman
Provident Fund Syed Fazle Hossain
General Services Peter P Das

PARTNERSHIP PROGRAMME
Char Livelihoods Md Nazrul Ghani
Eye Care Project Dr M Zakiul Islam Faruque
Nishorgo Support Project Haresul Islam
(Co-management of tropical Forest) Tariqul Islam

BILATERAL FIXED TERM PROJECTS

Nutrition for Education Abu Ahsan Shelley
Tribal Empowerment Afsar Ali

18
PROJECT MANAGERS
SUCCEED (education/early childhood) Jahangir Hossain
Manusher Jonno (quality education) Sahina Yasmein
CIACM (child nutrition) Sattyanarayen Roy
Adarsha Gram (model village) Ahmed Hossain
Ratiqul Islam
Integrated Food Security Muzibur Rahman
CRE (education right) Khandker Din Mohammad

Sources of Fund

 Donor Grants / Income Donors Fund

Received
Funds received that are intended by donors for projects or specific
purposes but have not been spent in the Current year are recorded in
accounts payable those funds that have to he returned to the donor or
as contributions received in advance for those funds that can be
Carried over into the following year. Funds for projects due from
donors for expenditures i the current year are accrued and recorded as
project balances receivable. Excess of expenditure is written off in the
event that management determines that such over expenditure is
unlikely to be recovered by additional funding.

 Income Recognition
Income from don nr grants is recognized when conditions on which
they depend have been made. RDRSs donor grants are for the funding
of projects and programmes, and for these grants income is recognized
to equal to expenditure incurred on project and programmes.

 Fixed Assets and Depreciation

The costs of Fixed Assets purchased during the year are expensed to
the accounts of the respective project on acquisition.
For presentation of Fixed Assets in the Balance Sheet, these have been
stated at cost less accumulated depreciation with creation of
corresponding Fixed -Assets Fund.

19
Depreciation on fixed assets is computed using “Straight Line” method
at rates varying from 2.5% to 33% p.a. depending upon the useful life
of each asset. Full year’s depreciation is computed on assct5
purchased during first half of the year. While half years depreciation is
computed on assets purchased during the second half. Such
depreciation is netted nil with fixed assets fund.

 Interest Income
Interest on project funds if any, are treated as income of RDRS
Development Programme as income under Programme Operations,
except in case of projects where such income is required to he credited
to the nor or lo be shown in the project account as per the agreement.

 Bilateral Funding Agreements

Cost recoveries 1mm bilateral projects refer to Core Programme costs
and Overhead recoveries which RORS charged to / earned From
Bilateral donors.

 Stall Gratuity Fund

During the time of localization ion RORS Bangladesh made provisions
for Staff Compensation Fund. That fund was created to provide for staff
terminal benefits. The basis or the provision is monthly salary by
number of years and calculated in respect of staff. At the end of 2005 a
review has been ma on this Fund and RDRS Bangladesh has converted
the Staff. Compensation Fund, held in LWF Geneva to Staff Gratuity
Fund with a modified policy for Staff Gratuity Fund. As per Gratuity
rules RIJRS Bangladesh makes provision for Staff Gratuity Fund, on the
basis of one month basic salary or each completed year’s service for
each staff (based on basic salary of the last month). This Fund of USD
822324 is held as a provision within ‘Long Term Liabilities’ issue.
Gratuity is to be paid on the resignation death, retirement and
redundancy of employees.

Field of Operation

ℵ People’s Organization: The Role of Federations

20
The formation of self-help groups of poor villagers has been an
important organizing principle RDRS has pursued for many years,
seeking to build collective co-operation and facilitating the delivery of
development. Groups, predominantly of women, comprising between
15-25 poor households from the same area, meet and save regularly
Previously, Groups active for more than 4 years were graduated to
become full members of local apex bodies known as Union
Federations. These represent all RDRS-organized Groups and
households within the Union (the lowest tier of local government). They
follow a common democratic constitution. Union Federations are now
encouraged to establish their formal status through registration with
Government, a step intended to strengthen their identity and
legitimacy as representatives of the poor of their Unions.

ℵ Women on the Move

Women’s empowerment has been on RDRS agenda from the 1970s, in
various forms and with growing degrees of attention. RDRS women
members are as active as their men folk in attending meetings, at
Group and Federation levels, becoming increasingly vocal and
confident.

ℵ Education and Training

Over the years, RDRS has facilitated access to education and training
through a wide range of programmes. These have included the
construction of school and college buildings; running adult literacy and
skills training courses; managing non-formal schooling for children of
the poorest Group Members; sponsorship of secondary education for
girls; initiating mixed adolescents training; and, the many awareness-
raising activities which range from Group meetings to mass rallies to
folk theatre. In many respects, everything RDRS does contains an
element of education and/or training.

ℵ Community Health Programme

RDRS demonstrates excellence in its Community Health Programme. It
provides MCH (Maternal and Child Health) services through 265
antenatal clinics and I maternity centre, these seek to reduce maternal
and neo-natal mortality rates and to encourage family planning.

21
  Maternal and Child Health Care Services
(MCH)
Currently, RDRS operates 26 high-qualities. Weekly antenatal clinics in
29 Upazila in all 7 d met, of the working area, and a small maternity
centre at Aditmari, Lalmonirhat. Of the 265 clinics 67% arc held in the
Government Union Family Welfare Clinics, 20% in the RDRS federation
centers and the remaining 13% in community houses. Approximately
100,000 pregnant women register every year paying a one-off
registration fee of Tk 15. In 200 about 102 500 pregnant women of the
working area were registered at these clinics. About 91,531d cry were
conducted of which 89% of deliveries were safe with 9 recorded
maternal deaths. The maternal monthly ratio (MMR) among RDRS
registered pregnant women is calculated at 099/1000 live birth. While
the national average being 3. 000 H birth pregnant women, who
normally give birth at home, are encouraged to use the services of
Trained Traditional Birth Attendants (TTB As). Complicated cases are
referred to Government Upazila Health Complex (UHCs) the women
and TTB as are encouraged to make use of RDRSRS-produced sate
delivery kits (sold at production price of Tk 12) during deliveries.

Center based deliveries ate conduced by RDRS staff Nurse only at the
Aditmari Maternity Centre, Lalmonirhat with registered pregnant
women paying Tk 100 fee and non-registered women paying TK 200.
This fee includes delivery services and the cost of medicines, in 2003,
a total of 468 deliveries were undertaken at the Centre.

 Eye-care
RDRS offers simple eye care services in Lalmonirhat through 17 clinics
and 2 operating theatres. A rehabilitation centre for visually impaired

22
people has been established which is now providing Braille-based
education and vocational training for children with no or limited sight
to enable them to lead as full a life as possible.
All patients pay a nominal service charge of Tk 10 per eye outpatient
for treatment Tk 100 for auto refraction and Tk 300 for each cataract
operation while intra-ocular lens implantation costs Tk 2000 per
patient. Spectacles and medicines are available at the clinics at cost
price.

Rehabilitation component of these visually impaired persons (VIPs) was

incorporated in early 2002 where Helen Keller International extended
some technical support initially. It intends to provide education in
Braille to 10 visually impaired children and vocational training to 10
visually impaired adults each year. Both life-skills’ training and
educating take place in dormitories on the RDRS Lalmonirhat
compound after which the VIP are expected to return to their
communities to continue their income generation activities and
studies.

 Leprosy and Tuberculosis control

23
On behalf of the Government, RDRS manages the Tuberculosis and
Leprosy Control Project, following national guidelines and using drugs
supplied by the Government, in clinics across the Lalmonirhat and
Kurigram districts.

 Preventive Health Care and Awareness-

Raising
Under the Comprehensive Development Programme awareness rising
is conducted among all Primary Group Members about basic health
care sanitation, safe dunking water nutrition, family planning,
immunization, reproductive health and gender and other issues. Mass
campaigns - using poster - miking, folk theatre meetings and training
courses - are conducted on specific, sue such as STDs, HJV/AIDS and
arsenic, about which understanding is low in rural areas.

 Arsenic in Drinking Water

Increasing number of people are currently tailing ill through drink
arsenic contaminated water. In its working area RDRS tests tubewells
for arsenic, advising villagers not to drink or cook with contaminated
water and raises awareness about the problem in the community.
Several measures have been adapted to initiate contamination and
combat the disease by distributing posters leaflets etc. to raise
awareness, disseminating message through folk song teams and
popular theatre groups, providing training among health workers,
volunteers, staff and beneficiaries etc.

 HI V/AIDS
In view of the total ignorance about this killer disease, RDRS has an
MW/AIDS awareness-raising project. RDRS provides training to the
people including religious leaders. Leaflets, posters and billboards are
used to provide information to the general public, with the aim of
preventing the spread of I-fly/AIDS.

 STDs and HIV/AIDS Prevention among

floating Sex workers
This project encourages the use of safer sex practices among street
based sex workers in Saidpur town, to prevent and reduce the spread
of STDs and T-T1V/AIDS. The project’s medical staff provides support

24
services to sex workers at the only Drop-in Centre twice per week
which is also serving as safe resting-place for the street based sex
workers during the daytime Tb s clinic provides them with a limited
general health service at the came time as promoting the use of
condom which are handed-out at least price alongside information on
STDs. l sex workers Ire contacted through Peer who are themselves
sex workers and encouraged to maintain regular communications with
other sex workers and to attend the Centre. 196 sex workers till now
have been registered and the a number of attendance at the Drop-in-
Centre has increased from 12 to 20 Condom sale increased from 3,300
in year 2002 to 17,600 in year 2003. 12 sex workers received literacy
and 5 tailoring training during 2003.

ℵ Micro-finance
RDRS has always included some form of financial support - grants or
loans - to beneficial rise and Group Members throughout its over 32-
year history. Today it has a sustainable micro- finance programme,
having learnt, sometimes painfully, from its own and other NGOs’
experiences. Key objectives of the present micro- finance strategy are:
encouraging regular savings; providing loans for micro-enterprises to
those who have no access to institutional credit; creating long-term
employment and income- earning opportunities for the poor; and,
empowering disadvantaged women.

In 2005 the Micro-finance Programme achieved 101% operational sell

sufficiency and working area extended in new 6 more Upazilas in
(Mithapukur, Kaunia of Rangpur District, Kauniar Char of Jamalpur
District and Birol, Kaharool, Dinajpur Sadar of Dinajpur district. While
portfolio growth was 34% and increase in credit disbursement was
73%. There was also a significant rise in staff productivity and
efficiency and strengthen in of discipline in savings credit management

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by both staff and borrowers A small surplus appears in the balance she
due to inclusion of staff gratuities and the cost of expansion.

 Loan Products
At present, there are 6 loans Products available to
RDRS Group Members:
• Normal Loan
• Seasonal Loan
• Housing Loan
• Land Redemption loan (For tribal members)
• Tribal Loan
• North-west Crop Divers Project (NWCDP) Loan
PKSF component wise there are 4 more loan products. These are as
follows:
• Rural micro-credit (RMC)
• Hard-core poor (HCF) loan
• Participatory Livestock Development Project. (PLDP-II)l
• Micro-enterprise (ME)

There was a marked worth in the RMC. (By 80%) and HCP (94%) loans
will sin lb is reporting period. The PLO and ME loans disbursement
started in January, 2005 stands at Tk 3-I In and Tk 5.1m and 1.21m
respectively as of December 2005. The ME loan shows a steady growth
due to the discipline of borrowers and the strict follow up or each
project The rate of recovery on all loan products is 99%.

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 ℵ Agriculture, Livestock, Forestry and Fisheries
RDRS recognized from the beginning the importance of improving
agriculture if it was to achieve its development aims, in particular:
ensuring good health and nutrition for family members; creating
economic security for farmers; and, giving women the opportunity to
achieve respect within their communities. Progress in all these areas
has come about with the introduction and acceptance of advanced
methods (such as the homestead gardens), appropriate and affordable
equipment, and improved breeds of livestock and crops, enabling
villagers to get the maximum possible yields from their fields and
home gardens.

ℵ Disaster-Preparedness and Response

Throughout its history RDRS has responded to a number of major
emergencies and disasters providing support to the people during
famine, flood, drought, and cold. In conjunction with ACT International
partners, RDRS also responds with humanitarian aid for those
communities devastated by disaster. Asian Zone Environment and
Emergency Co-operation Network (AZEECON) is a major component in
RDRS’ community-based disaster-preparedness and capacity-building
efforts.

ℵ Char Livelihoods Project

RDRS began its Char Development Project (CDP) in 1988 for the char
dwellers that live almost nomadic lives on the chars (Sandbar Island).
Today, there are about 230,000 people living on the Kurigram chars,
all now in much better condition than in 1988 and with more hope than
they had at that time.

ℵ Tribal Project
In the RDRS working area, there are several ethnic minorities who have
long been ignored and therefore remained poor, under-developed,
often malnourished and in poor health. RDRS Strategy identified such
vulnerable groups as requiring special attention and the Tribal
Development Project was launched aimed to assist 5000 mostly
landless families.

ℵ OTHER PROJECTS

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  Adarsha Gram (Model Village)
The Adarsha Gram or Model Village home to rebooted landless families
on k or otherwise unused and often poor-quality Government land. In
this second phase of the GoB/EU project, running until October 2006
RDRS is working with 1,954 families in 34 Adarsha Gram. The remit is
to reduce the levels of poor among the dispossessed by construction
housing and other e physical infrastructure; to improve levels of
health, education and civic organization; and to provide micro-credit
support for greater financial independence in the future. The
development activities undertaken in Adarsha Gram include; planning
and Group formation including awareness-raising. On women, Disaster
preparedness, etc children’ schooling and adult literacy classes;
savings and credits; on- and off-farm income-generating activities with
relevant training; ante- and post-natal care in satellite antenatal
clinics; and, registration of land.

 Nishorgo Support Project

This pilot project is part of a national programme to improve tile
management of the count forests and to protect our rich biodiversity.
RDRS is involved in three sites; Lawachara National Park, Moulvibazar
and Satchari National Park and Rema— Kalenga Wildlife Sanctuary in
Habiganj; the other sites are Chunati Wildlife Sanctuary, Chittagong
and Teknaf Game reserve, Cox’s Bazaar. The aim is for NGOs and
Government to work with poor rural and tribal communities to create a
sense of ownership and responsibility for their natural heritage and
encourage them to take up less destructive income generating
activities. To date, 99 Groups (93%) female have been formed;
awareness-raising has been carried out in die local communities,
among school students and with local furniture makers and timber
traders, at meetings and through peoples’ theatre. RDRS perused
stakeholders to form 3 (:0-management Councils and 4 community
patrolling groups (reducing illegal u felling by 99 % Lawachara).
Training in alternative income generating activities (include Eco-tour
Guiding, an interesting option for RDRS beneficiaries) is on going while
60 Group members have been given grant support for demonstrating.
The degree of involvement and up-take of training suggest that this
‘viii turn out to be a sustainable and life-enhancing venture.

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 Specials functional coverage of RDRS

Monga Mitigation Initiative Pilot Project

(MMIPP)
The MMIP project initiated by PKSF in collaboration with Social
development Foundation (SOF) and world Bank (the funder) to address
the Monga (lean season crisis) in the north-west region of Bangladesh
RDRS one of the tour implementing NCO5, who had been assigned to
address the 1500 Monga aid families of Chilmari Upazila of Kurigram
district. The project provided skill development training for l 500
households following by seed capital distribution and credit for
household income generation- During tile lean season, the project also
generated wage employment for 88235 man—days through the
community infrastructure works in the selected villages his was pilot
Project and ended very successfully. Final evaluation will be carried out
soon and it is expected that this model will be replicated in address
“Monga” in future.

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SWOT ANALYSIS:

STRENGHT:
PKSF RDRS Bangladesh
1. The capital amount of PKSF is 1. RDRS is well organized
large. They get donation and grant developed NGO.
from US AID, World Bank and ADB.
2. The management of PKSF is 2. RDRS staff is well trained and
well organized. has knowledge about area of
Rangpur and Dinajpur and their
culture.
3. PKSF provides training facilities 3. RDRS can create a portion of
for other NGOs. required fund for the projects.

WEAKNESS:
PKSF RDRS Bangladesh
1. Limited functional area 1. Its area of operation is narrow.

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coverage
2. They provide funds to other 2. There is slightly hierarchical
NGOs but as a NGO they are bureaucracy in the management
inactive. of RDRS Bangladesh.
3. 90% of the beneficiaries of their
credit programs are women, they
don’t give emphasize to man and
children.

OPPURTINITY:
PKSF RDRS Bangladesh
1. PKSF can start some near 1. Now RDRS has the capacity to
project for the tribal people of expand activities in other parts of
Bangladesh. the country.
2. They can launch pilot projects
to cover the hardcore poor.

THREAT:
PKSF RDRS Bangladesh
1. Local culture some time doesn’t 1. RDRS face political influences at
matches with the working the local level.
producers of PKSF.
2. There are also some religious 2. The staff of RDRS faces criminal
obstacles too. activities and bomb attacks by
misguided Islamic militants.
3. They faces political constrains
from different political parties.

RECOMMENDATION:

1. PKSF can diversify their activities by trying to improve the living

standard of disadvantages. RDRS can do better more if they
spread their area of operation for the beneficiaries.

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 2. PKSF can utilize their huge amount of funds by making proper
plans and programs by using effective management. RDRS can
utilize their manpower in other locations for improving the living
standard of beneficiaries by taking projects.
3. PKSF have to compromise with the local culture and religion of
the specific part of the country. RDRS can influence different
organizations to work with them and improve their project to
give services the tribal and poor people.

Conclusion

With regard to the country’s poverty, the Government approved the

Poverty Reduction Strategy Paper (PRSP), containing programmes and
strategies designed to achieve UN Millennium Development Goals by
2015. PRSP’s priorities will be: employment; nutrition; maternal health;
education; sanitation and safe water; criminal justice; and local
governance.
Throughout 2005, PKSF and RDRS staffs focused their energies on
empowering the poor, strengthening their economic security, widening
their social opportunities and improving their physical environment by
building-up resources, capabilities and confidence. Through its
development and micro-finance programmes, RDRS reached almost all
the side of the country. These included 200000 hard-core poor families
and 4 people, while 100,000 pregnant women had access to RDRS’
ante-natal clinics. On behalf of PKSF and RDRS programme
participants; they express sincere gratitude to their Partners and the
Government of Bangladesh for their continued solidarity, support and
cooperation in promoting the well- being of the Poor.

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