ACTIVITIES & ACHIEVEMENT OF DIFFERENT NGOs

In Bangladesh NGOs are playing the role of development partner with government
organizations. They are helping the poor in poverty alleviation and to improve the quality
of life. If we discuss the activities of some major NGOs in Bangladesh we can easily
understand the real fact of the NGO achievement.

3.1 Grameen Bank

3.1.1 A short history of Grameen Bank

The origin of Grameen Bank can be traced back to 1976 when Professor Muhammad
Yunus, Head of the Rural Economics Program at the University of Chittagong, launched
an action research project to examine the possibility of designing a credit delivery system
to provide banking services targeted at the rural poor. The Grameen Bank Project
(Grameen means "rural" or "village" in Bangla language) came into operation with the
following objectives:
extend banking facilities to poor men and women;
- eliminate the exploitation of the poor by money lenders;
- create opportunities for self-employment for the vast multitude of unemployed
people in rural Bangladesh;
- bring the disadvantaged, mostly the women from the poorest households,
within the fold of an organizational format which they can understand and
manage by themselves; and
- reverse the age-old vicious circle of "low income, low saving & low
investment", into virtuous circle of "low income, injection of credit,
investment, more income, more savings, more investment, more income".

The action research demonstrated its strength in Jobra (a village adjacent to Chittagong
University) and some of the neighboring villages during 1976-1979. With the sponsorship
of the central bank of the country and support of the nationalized commercial banks, the
project was extended to Tangail district (a district north of Dhaka, the capital city of
Bangladesh) in 1979. With the success in Tangail, the project was extended to several
other districts in the country. In October 1983, the Grameen Bank Project was
transformed into an independent bank by government legislation. Today Grameen Bank
is owned by the rural poor whom it serves. Borrowers of the Bank own 90% of its shares,
while the remaining 10% is owned by the government.

3.1.2 Credit delivery system

Grameen Bank credit delivery system has the following features:

1. There is an exclusive focus on the poorest of the poor.

Exclusivity is ensured by:
 i.establishing clearly the eligibility criteria for selection of targeted clientele
and adopting practical measures to screen out those who do not meet them
ii.in delivering credit, priority has been increasingly assigned to women
iii.the delivery system is geared to meet the diverse socio-economic
development needs of the poor.

2. Borrowers are organized into small homogeneous groups.

Such characteristics facilitate group solidarity as well as participatory
interaction. Organizing the primary groups of five members and federating them
into centres has been the foundation of Grameen Bank's system. The emphasis
from the very outset is to organisationally strengthen the Grameen clientele, so
that they can acquire the capacity for planning and implementing micro level
development decisions. The Centres are functionally linked to the Grameen Bank,
whose field workers have to attend Centre meetings every week.

3. Special loan conditions which are particularly suitable for the poor.
These include:
iv.very small loans given without any collateral
v.loans repayable in weekly installments spread over a year
vi.eligibility for a subsequent loan depends upon repayment of first loan
vii.individual, self chosen, quick income generating activities which employ
the skills that borrowers already posses
viii.close supervision of credit by the group as well as the bank staff
ix.stress on credit discipline and collective borrower responsibility or peer
pressure
x.special safegaurds through compulsory and voluntary savings to minimise
the risks that the poor confront
viii.transparency in all bank transactions most of which take place at centre
meetings.

4. Simultaneous undertaking of a social development agenda addressing basic

needs of the clientele.
This is reflected in the "sixteen decisions" adopted by Grameen borrowers. This
helps to:
xi.raise the social and political consciousness of the newly organized groups
xii.focus increasingly on women from the poorest households, whose urge for
survival has a far greater bearing on the development of the family
xiii.encourage their monitoring of social and physical infrastructure projects -
housing, sanitation, drinking water, education, family planning, etc.

5. Design and development of organization and management systems capable of

delivering program resources to targeted clientele.

The system has evolved gradually through a structured learning process, that
involves trials, errors and continuous adjustments. A major requirement to
operationalize the system is the special training needed for development of a
 highly motivated staff, so that the decision making and operational authority is
gradually decentralized and administrative functions are delegated at the zonal
levels downwards.

6. Expansion of loan portfolio to meet diverse development needs of the poor.

As the general credit program gathers momentum and the borrowers become
familiar with credit discipline, other loan programs are introduced to meet
growing social and economic development needs of the clientele. Besides
housing, such programs include:
xiv.credit for building sanitary latrines
xv.credit for installation of tube-wells that supply drinking water and
irrigation for kitchen gardens
xvi.credit for seasonal cultivation to buy agricultural inputs
xvii.loan for leasing equipment / machinery, ie., cell phones purchased by
Grameen Bank members
xviii.finance projects undertaken by the entire family of a seasoned borrower.

The underlying premise of Grameen is that, in order to emerge from poverty and
remove themselves from the clutches of usurers and middlemen, landless peasants need
access to credit, without which they cannot be expected to launch their own enterprises,
however small these may be. In defiance of the traditional rural banking postulate
whereby "no collateral (in this case, land) means no credit", the Grameen Bank
experiment set out to prove - successfully - that lending to the poor is not an impossible
proposition; on the contrary, it gives landless peasants the opportunity to purchase their
own tools, equipment, or other necessary means of production and embark on income-
generating ventures which will allow them escape from the vicious cycle of "low income,
low savings, low investment, low income". In other words, the banker's confidence rests
upon the will and capacity of the borrowers to succeed in their undertakings.
The mode of operation of Grameen Bank is as follows. A bank branch is set up
with a branch manager and a number of center managers and covers an area of about 15
to 22 villages. The manager and the workers start by visiting villages to familiarize
themselves with the local milieu in which they will be operating and identify the
prospective clientele, as well as explain the purpose, the functions, and the mode of
operation of the bank to the local population. Groups of five prospective borrowers are
formed; in the first stage, only two of them are eligible for, and receive, a loan. The group
is observed for a month to see if the members are conforming to the rules of the bank.
Only if the first two borrowers begin to repay the principal plus interest over a period of
six weeks, do the other members of the group become eligible themselves for a loan.
Because of these restrictions, there is substantial group pressure to keep individual
records clear. In this sense, the collective responsibility of the group serves as the
collateral on the loan.
Loans are small, but sufficient to finance the micro-enterprises undertaken by
borrowers: rice-husking, machine repairing, purchase of rickshaws, buying of milk cows,
goats, cloth, pottery etc. The interest rate on all loans is 16 percent. The repayment rate
on loans is currently - 95 per cent - due to group pressure and self-interest, as well as the
motivation of borrowers.
Although mobilization of savings is also being pursued alongside the lending activities of
the Grameen Bank, most of the latter's loanable funds are increasingly obtained on
commercial terms from the central bank, other financial institutions, the money market,
and from bilateral and multilateral aid organizations.

Grameen bank has been operating its activities for near about 18 years. Since
1995 it spreaded over about 50% areas of the country. Since June 95’ it has been able to
keep a collective savings of 320 crore taka. The improvement trend of Grameen Bank is
shown below ~
Fields Upto 1987 Upto 99
1. Credit Distribution (in crore tk) 158.33 5102.9
2. Credit recovery (in crore tk) 125.79 3962.21
3. Collective Savings (in crore tk) 12.24 378.54
4. Disaster-period Fund (do) 2.42 37.5
5. Total number of members 246958 1835247
6. Total number of centers 10834 78652
7. Affiliated no. of Villages 5452 41233
8. Total number of branches 298 1855
Source: Bangladesher Orthonity by Golam Azom Azad, page 582

3.2 BRAC

3.2.1 Some words about BRAC

Bangladesh rural Advancement Committee (BRAC) was first formed as “Bangladesh

Relief and Rehabilitation Committee” in 1972. It was the first NGO in independent
Bangladesh. At first it was a voluntary organization to rehabilitate the after war crisis of
newly independent Bangladesh and continue its activities after the cyclone of 1970. Now
it is a renowned NGO in Bangladesh and when it became an NGO it remain in the name
“Bangladesh Rural Advancement Committee – (BRAC)”.
It is continuing its activities all over the Bangladesh and covered 33,116 villages up to
June 2000.

BRAC mainly gets funds from the following sources:

DFID (UK)
EU
DGIS (The Nether land Government)
Aga Khan Foundation
CIDA
UNICEF
USAID
Bangladesh Government.
The following activities are performing by the NGO in Bangladesh.
Micro credit
Water and sanitation program
Agricultural development program
Poultry and livestock program
Fisheries program
Informal education
Acid survival program (ASP)

BRAC is a leader NGO in sanctioning micro-credit. It has sanctioned Tk.833 crore in the
country up to 30th June 2000. The recovery rate of the micro credit is 98.5% and overdue
rate is only 1.5%. The organization sanction loans to the members of its cooperatives in-
group and follow the Polly Karma Sangsthan Foundation (PKSF) model in the repayment
of the loan. The loan repay in weekly installment system and every member is bound to
pay the weekly installment.

To get loan from BRAC one must be the member of BRAC cooperative and s/he must
save a certain amount and then s/he can apply for getting the credit. If the authority
observed that s/he is able to get the credit from the cooperative then they sanction the
credit in easy terms and conditions.
The loan getting system is more flexible and easy in the NGOs like BRAC than the
commercial banks. Here the weekly savings is the only collateral security against the
loan, where the commercial banks demand a big amount of asset as security.

Without the micro credit BRAC is providing many other services and continuing various
projects and program for the sustainable development. They are providing pure drinking
water supply and sanitation program. Under this program the institute prepare and sell the
sanitary equipments and provide loan for the tube-well and conduct the arsenic mitigation
program. BRAC is also continuing agricultural development program for the
development of agriculture sector. Under this program they provide HYV seeds, various
technologies and many other cooperation to the agriculturists. BRAC is providing
projects for the development of poultry, livestock and fisheries sector.
BRAC is providing a special program for the acid survived people named as “Acid
Survival Program (ASP)”.

3.2.2 BRAC development Program (BDP)

The program with ‘credit plus’ approach, combines extending micro credit to the poor for
their income generation with Skill Development Training, Marketing of their produce,
Basic Health Care, Human Rights and Legal Education, Cultural Programs highlighting
social issues and disseminating social and health messages.

Regional Offices 67
Area Offices 430 ( all self financing)
Term Offices 673
BRAC Village Organization 110,811(for social & economic
development)
Total Loan Disbursement

Cumulative: US $ 1.49 billion (Tk. 6943 crore)

Target 2001: US $ 320 million ( Tk. 1700 crore)

Service charge on loan : 15%
Outstanding : US $ 149.44 million (TK.835 crore)
Repayment rate: 98.85%

Savings Deposit of VO members: US $ 77.10 million ( Tk. 430 crore)

98% of all the borrowers are women

Farm Activities

Poultry Rearers 1.56 million

Poultry Vaccinators 46,423
Para Veterinarians 3,645
Model Cow Rearers 1,42,426
Model Goat Rearers 1,38,443
Fish Farmers 159,302
Water body under fish culture 39,077
Vegetable Growers 148,627
Vegetable Cultivation 58,307
Agro Forestry Farmers 36,579
Silk Worm Rearers 10,553

The Agriculture Program also includes several components like Seed Production,
Marketing, Tissue Culture and Vegetable Export.

Non-Farm Activities

BRAC has encouraged women to start small, non-farm enterprises. Many of these are
non-traditional activities for women in Bangladesh.

Restaurants ( Suruchi) 6,877

Grocer Stores ( Shuponno) 24,282
Laundry ( Shuchuru) 3,630
Tailoring Shops ( Shubesh) 10,311
Other Micro Enterprises 3,038
Human Rights, Legal Educational & Services

Courses Held : 79,298

Learners : 1,855,425
Micro Enterprises Lending and Assistance (MELA)

Loan range US $ 400 (Tk. 20,000)

US $ 4,000 ( Tk. 200,000)
Borrowers 11,546
Loan Disbursement US $ 96.03 million ( Tk. 135 crore)
Outstanding US $ 7.47 million ( Tk. 42 crore)
Average Loan Size US $ 1,.81 (Tk. 61,798 )

BRAC Urban Program (for urban poor)

Area Offices 50 (Dhaka, Chittagong, Khulna, Rajshahi)

Urban Poor Organization ( UPO) 4399
UPO members 140831
Loan Disbursement ( Cumulative) US $ 30.86 million (Tk. 162 crore)
Savings Deposits US $ 4.187 million (Tk. 27 crore)
Outstanding US $ 6.18 million ( Tk. 34 crore)
Loan Repayment Rate 98.98%

Urban Programs activities include: small trade such as manufacture of Cavdles,

Handicrafts, Food Supply, Furniture and Repair Shops, Garbage Collection, Polythene
Bags collection etc Health, Nutrition & Population Program (HNPP)

Its components are : Essential health care, Reproductive Health Service (Pregnancy
Related Care RTI/ STD Control and Management, HIV/AIDS Awareness Programs),
Family Planing, Child Health Services, Immunization, Tuberculosis and ARI Control,
Water & Sanitation, Rural Service Delivery Component of National Integrated
Population and Health Program (NIPHP) and Nutrition Facilitation Program of
Bangladesh Integrated Nutrition Project (BINP) and Static Health Centers (Shushastho).

Area Offices 26
Working Districts 64
Villages Covered 33,116
Population covered 31 million
Community Nutrition Centre 5,840
Eligible Couple Served 5.7 million
Pregnant Women Received Antenatal care 673,043
Health Volunteers 96,126

BRAC Education Program (BEP)

In response to the need of the children of the rural poor the education program was
started in 1985 with 22 schools.

Regional Offices 37
Team Offices 505
 Non-Formal Primary Education
Number of the schools ( on going)
Students
Education
No. of the course-completed Schools
Students Graduated
Especial features of School
Cost
BRAC primary Schools
Pre Primary schools ( On going)
34,000 (including 2.505 through 303 other
NGOs under education support program.
Nearly 1.1 million, of whom 60.5% are girls
either not enrolled or are drop out from
formal school. Students are either not
enrolled or have drop out of formal schools.
Aged 8-10 and 11-14 years. They come from
poor families.
5-year primary education in a span of 4
years.
70,401
2.1 million. 90.4% have moved to formal
schools in higher classes.
One class, One teacher and 30-33 students.
School timing is flexible
US $ 18 ( Tk. 972) per child per year
11 (With grade 1-5 simultaneously, unlike
NFPE School)
1,837 ( Completed : 1434)

Community Primary Schools 43 (Handed Over by Government)

Hard to reach school ( On going) 60 ( Completed : 225)

Ex-garments workers school ( On going) 26 ( Completed :230 )

The BRAC School model has been adapted in Eastern and Southern African countries
since 1995. Some organizations in south Asia, West Africa and Central America modeled
their primary education system based on BRAC experience.

BRAC Libraries
Community Libraries 570 ( Self Financing 436)
Members 255,360
Kishoriy Centres (For Ex-BRAC School 6500
Female Graduate)
Members 191,100

BRAC Training Division (BTD)

A wide range of courses is provided in 14 residential training centers to enhance
operational skills capacity development of BRAC staff, VO members and other
development, government organization, bot national and international.
Global Partnership (GP) among BRAC in Bangladesh, the organization of rural
Associations for Progress (ORAP) in Zimbabwe, and the school for International
Training (SIT) in the USA offers an international course (Diploma and Masters) on ‘NGO
Leadership and Management.’5th course has been completed.

Research and Evaluation Division (RED)

The Research and Evaluation Division (RED) under takes the wide raging
research that is required to design BRAC’s programs and to properly measure the
program impact. In addition to research related BRAC’s programs, RED collaborate with
Government Agencies and a number of International Organization. RED as published
818 research reports till December 2000.

3.2.3 Support Programs:

Monitoring, human resource department, publications, audit and account, computer
division, logistic construction, public affairs and communication.

BRAC personnel
Full Time Staff 26000
Part Time functionaries 34000
Total 60000

Support to other NGOs:

Financial Assistance 74 NGOs

Persons Trained 4776

Programs Support Enterprises:

1) Ayessa Abed Foundation :8

(Handicrafts Training and Production Centers)
2) Aarong Shops :8
3) BRAC Printers :1
4) Cold Storage :1
5) BRAC food and Dairy Project: 1
6) Poultry farms :5
7) Poultry Feed Mills :3
8) Seed Processing Plant :2
9) Grain age (Sericulture) :3
10) Fish and Prawn hatchery :7
11) Bull Station :1

3.3 ASA

3.3.1 Some words about ASA

ASA (Association for Social Advancement) is concerned with the poor, landless and
marginal farmers aim at to develop the socio-economic condition by the economic
empowerment. To gain the economic independency it is necessary to increase the daily
income and regular savings. ASA is working with the target to empower the poor by the
proper investment of savings and credit in the income generation sector. With this aim
ASA is continuing the micro credit program for the poor. ASA started it activities in
1978; in 1992 there became a great change in the activities of ASA to meet the demand of
the poor people and the time. ASA make balance to its income and expenditure in 1993.
At present ASA has recognized as one of the best sustain and Micro Finance Institution
(MFI). ASA is now working all over the world. ASA model of rural development is
existed in Jordan, Tajikistan, Afghanistan, Ethiopia and many other countries. Without
these, it is trying to establish ASA model in Philippines and Nigeria under the ‘Micro
start’ program of United Nation’s Development Program (UNDP).
ASA was established aimed at to facilitate the financial support for the poor people by
organizing them under an organizational frame and make ASA as a sustain self-dependent
institution by this process.

3.3.2 Objectives of ASA

The objectives of ASA are briefly given below:
To organized the poor and exploited people under a cooperative and develop
their socio-economic condition by economic activities.
To engage the women in production by giving the priority in the micro credit
activities.
To create the employment opportunity for both the male and female and to
give financial support to increase their income and make them self-depended.
Proper assistance to make the poor self-depended by capital formation from
extra income and extra savings.
To abolish the exploitation of the rural “Mahajons”.

3.3.3 Activities of ASA

Compulsory weekly savings and optional savings

Savings of the associated members
Long term savings
Credit bill
Micro credit
Credit for small business
ASA at a glance (Up to June 2001)

Sl. No Description
1 Total number of branches 950
2 Total number of area 168
3 Total number of division 23
4 Total number of villages 26,218
5 Total number of unions 4650
6 Total number of Thana 413
7 Total number of district 64
8 Total number of active groups Small 90% 59690 65985
(Function as a collection Small business 10% 6295
center)
9 Total number of active group Small 95% 1272186 1332275
members Small business 5% 60089
10 Total number of associate members 5992
11 Total number of long term saver 7845
12 Savings balance in Tk. Small 86% 1267884085 1480866726
Small business 12% 177506788
Associate 1% 9002901
members
Long term savings 2% 26472952
13 Total number of active Small 95% 1140275 1194969
loaner Small business 5% 54694
14 Loan with service charge in Tk. Disbursed 34638028929
Realized 29574739876
Out standing 506389053
15 Rate of recovery 99.90%
Source: ASA – Progress Report, July 2001.

3.4 PROSHIKA

3.4.1 Background

PROSHIKA is one of the largest national non-governmental development organizations

in Bangladesh. Since its interception in 1976 it has been endeavoring to participatory
process of development and succeeded in pioneering an approach that puts human
development at the center of its vision.
PROSHIKA’s development philosophy can be summed up as development through the
empowerment of the poor. In concrete terms empowerment is achieved through raising
the consciousness of the poor, equipping them with organizational and practical skills,
supporting them with needed resources, infusing them with confidence and determination
necessary for taking actions to improve both their social and economic lives.
In practice, PROSHIKA has innovated a process of group formation and training among
landless laborers, peasants, rural workers of different trades, women from the households
of these socio-economic groups. Through both formal and non-formal training, these
groups learn practical as well as human development skills. While the former helps in
improving group members in various income earning skills and trades, the latter
addresses something more fundamental changing the attitude and the consciousness of
the rural poor.

3.4.2 PROSHIKA at a Glance

Date of establishment: PROSHIKA is a private non profit development organiztion
which has been operating in Bangladesh since 1976.
Nature of organization: Private non-profit development organization.
Goals:
ν Poverty alleviation .
ν Empowerment of the poor .

Main Programs:
1. The Rural Development Program(RDP)
2. The Rural Credit Projects (RCP)
3. The Non-Formal Primary Education Program (NFPE)
4. The Health & Population Program (HPP)
5. Training (Including the Management Development Program, the Audio-Visual Center
)
6. Research, Monitoring, Publications, Public Affairs & Communications, Accounts &
Audit, Computer Center, Logistics and Design & Contraction .

Components:
i) Institution Building :
Village Organizations:
Membership: 1,456,796
ii) Credit:
Loans disbursed: US$ 186.05 million
% of women receiving loans: 82
iii) Income & Employment :
ν Income and employment generation
ν Income opportunities created through sector program.
ν NFEP(Non Formal Primary Education Program)
iv) Work arena- 18,061 villages
ν HPP( Health & Population Program ) :
Components:
Women’s health & development Program (WHDP) covering
1.8 million people Family Planning Facilitation (FP-F) Program covering 2.5 million
people.
Program Support:
ν Training
ν Research & Evaluation
ν Monitoring
ν Publications
ν Public Affairs & Communication
ν Logistics
ν Design & Construction
ν Computer Center

PROSHIKA’s Total Loan Disbursement

Cumulative: US $ 186.05 million

Target 2001: US $ 290 million

Service charge on loan : 12.5%
Repayment rate: Outstanding : US $ 166.17 million
98.85%

Savings Deposit of VO members: US $ 87.21 million

98% of all the borrowers are women

3.4.3 Various programs conducted by PROSHIKA

PEOPLE’S ORGANIZATION BUILDING

Premises:Working
PROSHIKA operates in 121 Area Development Centers (ADCs) covering 11438
villages/slums of 1239 unions/wards under 156 Thanas in 46 Districts. PROSHIKA
formed 71627 primary groups until June 1998.

Strategies:
(a) Group upgradation by GDS.
(b) Special program for GDS
(c) Dysfunctionality of primary groups
(d) Reaching the hardcore poor
(e) Separate groups will be formed for them if there are enough such people to
form a group in a village.
(f) A minimum of 12 such persons can form a group if more are not available in
the village.
(g) Sustainable EIG activities would be provided to the members of the groups
 (h) Self-reliant people’s organizations built at all levels

HUMAN DEVELOPMENT TRAINING PROGRAM

Working Premises:
During the period 1994-99 PROSHIKA has imparted human development training to
5105 staff members. 141987 group members have received training at GTCs (Grassroots
Training Centers) and 971725 group members have received village-based training. The
human development program includes centrally organized training for the staff of
PROSHIKA and other NGOs, formal training for group members at the GTCs and
village-based non-formal training for group members.
Various types of Human Development Training Courses Conducting by PROSHIKA
:

 Development and Organization

 Development Management
 Women and Development
 People’s Organization Management
 Health and Nutrition Education
 People’s Theatre
 Training of Trainers (TOT)
 Training of Course Facilitators For Adult Literacy
 Environment and Development
 Social Analysis and the Techniques of Building Organization
 Legal Awareness
Table 1: GTC-Based Group Training
Year No. of ADCs No. of No. of participants Total
Courses Female Male
1996-97 190 1750 24063 19687 43750
1997-98 190 2450 33688 27562 61250
1998-99 190 2380 32725 26775 59500
1999-2000 190 2100 28875 23625 52500
2000-01 190 1400 19250 15750 35000
Total 10080 138599 113401 252000
Source: PROSHIKA Five-Year Plan,2002

OCCUPATIONAL SKILL DEVELOPMENT PROGRAM

Working Premises:
PROSHIKA operates in 105 Area Development Centers (ADCs) covering 11438
villages/slums of 1239 unions/wards under 156 Thanas in 46 Districts. PROSHIKA
formed over 55 thousand groups under this program until June 1998.

Strategies:
  Initially a job-market survey will be undertaken with the assistance of a
competent consultant to select locations for establishing occupational skill
training centers and also to determine center-wise specific courses as per
demand in the line with the latest skill training designs.
 Specific user industries and trades will be carefully identified together with
their demand for particular skills annually and also for a longer period if
possible.
 Simultaneously PROSHIKA’s ADC management will assess the demand for
the aforesaid targets groups, particularly NFP graduates, in their respective
areas for such occupational skill training and prepare a list with choice of
courses.
 In order to ensure quick turnover and also to make the program cost effective
the training will be residential with the average duration of eight weeks for
each course and the charges will be fixed on no loss, no profit basis.
 Of late effective measures are being taken to activate the existing training
institutes of government. However, if any of the government institutes is
found unutilized in any of PROSHIKA’s selected locations, efforts may be
made for utilizing those infrastructures on reasonable terms and conditions.
 A total number of 6 centers in appropriate locations may substantially
contribute to the fulfillment of the long cherished aspiration of PROSHIKA

UNIVERSAL EDUCATION PROGRAM

Components:
1. adult literacy for non-literate group members.
2. Post-literacy centers for the neo-literate to reinforce, regenerate and sustain
literacy skills.
3. Enrolment of children of the poor households to enhance further growth of
literacy.
4. Non-Formal Primary Education (NFPE) for the dropped-out and unenrolled
children of 8-11 age group.

Table:Performance During July 1994-December 2001

Program Components Target Achievement Achievement in %
(In number)
Adult Literacy Centers (ALCs) 11270 10561 94
Learners 269963 231490 86
Post-literacy Centers 1142 1135 99
(PLCs)[Study Circles]
Children’s Enrolment 105983 102542 97
NFP Schools 4157 3929 95
NFP Learners 134165 129420 96
Resource Centers 2136 1400 66
Source: PROSHIKA Five-Year Plan
URBAN POOR DEVELOPMENT PROGRAM

Strategies:
(a) Build primary and broader organizations and implement programs through
conscientization and social mobilization.
(b) Strengthen the development support services by building networks of various
organizations engaged in urban poverty eradication.
(c) Intensify advocacy activities at various levels for resisting slum-eviction.
(d) Prepare training centers for urban poor.
(e) Undertake a pilot program on garbage collection activities in collaboration
with the City Corporation and other organizations.
(f) Improve sewage, roads, drainage facilities of the slum through partnership
with group members.
(g) Provide health and nutrition education and curative services on very common
diseases with special emphasis to mother and children.

Table: Human Development Training Plan

Name of the Training 1996-97 1997-98 1998-99 1999- Total
2000
Development Organization 360 360 360 150 1230
Development management 90 180 180 180 630
Health and Nutrition 360 360 360 360 1440
Women and Development 90 180 180 180 630
Broader Organization 360 360 360 90 1170
People’s Theatre 23 30 30 30 113
Economic Development & 180 180 180 180 720
Financial Management
Total 1463 1650 1650 1170 5933
Source: PROSHIKA Five-Year Plan

EMPLOYMENT AND INCOME-GENERATING PROGRAM

Background:
The Employment and Income-Generating Program (EIGP) is one of the core program
components of PROSHIKA’s integrated and multi-sectoral development strategy. As
poverty is a structural phenomenon of a multi-dimensional character, only an integrated
and multi-sectoral approach can lead to its sustainable solution. Monosectoral
interventions cannot therefore, be expected to result in the reduction of poverty in a
sustainable manner. Thus, combination and integration of programs like organization
building, employment and income generation, development education, universal
education, health education and infrastructure building can enable the poor to be socially,
economically, culturally and environmentally empowered so that they can participate
effectively in their own development. The EIG program of PROSHIKA is implemented
through a strategy of combining the following important elements ~
1. Building groups’ savings;
 2. Provision of credit from the Revolving Loan Fund (RLF);
3. Technical assistance through provision of skill and management
development training and on-the ground technical advice and support
by technically competent works;
4. Providing marketing assistance where needed.

The distinctive features of credit and savings program of PROSHIKA

< PROSHIKA’s approach to credit is credit plus plus i.e. credit + training,
extension, technical and marketing support + social development. The
PROSHIKA system of tying loan repayment with income flow from investment
encourages the hard core poor to join the program whereas most of the other
microcredit programs emphasizes an equal weekly repayment system without
considering the income from the activities which might exclude the hard core.

< The management of credit is highly participatory. It involves people’s

organizations at every level of decision-making, that is to say, from project design
to disbursement and recovery.

< Credit programs for the poor often exclude agriculture as an EIH. One of the
major components of PROSHIKA’s EIG activities is agriculture and this sector is
one of the strongest performers of PROSHIKA’s loan portfolio.

< Disbursement among men is 45% of total disbursement, while the clients of
most of the microcredit programs operated by other Micro Credit Institutions
(MCIs) are almost hundred women.

< Credit operation is not only covering 100% of lending costs but it has also
started to contribute to operating and administrative costs of social development
programs.

< A savings scheme has been developed based on certain principles such as
security of savings, life insurance, risk coverage of damaged houses caused by
natural disasters. The group members are paid 5% interest on the savings fund
besides the life and property risk coverage.

VARIOUS AGRICULTURE-RELATED PROGRAMS

ECOLOGICAL AGRICULTURE PROGRAM

Background:
For the majority of people in Bangladesh, agriculture is the primary source of livelihood.
About 80% of the total population live in the rural areas of this country. Most of these
people are landless, small and marginal farmers and are dependent fully or partly on
agriculture or agriculture –related activities for their livelihood. Agriculture also
contributes substantially to the economy of the country. The contribution of agriculture to
the GDP is 30%. An attempt to raise agricultural productivity was made by introducing
modern technology through the uses of chemical fertilizers and agro-chemicals,
irrigation, HYV. PROSHIKA expanded its ecological program on field crop production in
1990 and quality seed production in 1997. There are three components of this program ~
1. Ecological Agriculture on crop land
2. Homestead gardening, and
3. Seed production.

LIVESTOCK DEVELOPMENT PROGRAM

Livestock plays an important role in the agrarian economy of Bangladesh and contributes
6.5% to GDP on the whole and 13% to agricultural GDP. The Livestock sector supports
the whole agricultural process on which nearly 85% of our rural population directly or
indirectly depend for employment, income and survival. The Livestock sector earns 13%
of the total foreign exchange by exporting hides and skin.
Livestock raising serves as a critical supplement to crop production by keeping farms
ecologically balanced. On the whole, animals can represent households’ savings,
investments, insurance, nutrition etc. and their value tends to increase over time.
Livestock rearing can be regarded as the most important activity of the poor, particularly
women, for creation of employment.
PROSHIKA has tried to address and capture all the aforementioned problems and
potentials in its livestock development strategies so that the livestock sector becomes
productive and its potentials for poverty alleviation, nutritional enhancement and
sustainable agricultural resource development are fully realized. The Livestock
development program cuts across the following three inter-related program components ~
1. Livestock production ~ It covers rearing of milch cow, calf, cattle, fattening and
sheep/goal rearing.
2. Poultry production ~ It includes rearing of local/commercial chicken (layer, broiler
etc.), ducky.
3. Livestock support services ~ It includes vaccination, deworming, treatment, artificial
insemination, fodder production etc.

FISHERIES DEVELOPMENT PROGRAM

Fish is an essential part of Bangladesh culture. The total area of inland waters is
estimated at 4.34 million ha and the area of seasonal water bodies at about 2.83 million
ha. There are about 1.36 million ponds in the country and these too provide many
opportunities for acquaculture. The contribution of the fisheries sector to gross domestic
product, export earning and agricultural income were reported to be 5%, 8% and 17%
respectively. Fisheries activities provide employment for about 12 million full-time
professional fishers, or 10% of the national workforce. In addition there are about 12
million people who are engaged in fisheries related activities on a part-time basis, with
their numbers reaching a peak in the monsoon season, June through October (Talukdar,
1997). Fish supplies about 73% of the animal protein intake and 7% of the total protein
supply in Bangladesh (FFYP, 1997).
The goals of the Fisheries Development Program (FDP) are poverty alleviation and the
improvement of people's nutritional status through enhanced production from
acquaculture and capture fisheries. The major objectives of the FDP are to provide
employment and income generation for poor men and women by assisting them in
developing acquaculture and fisheries related activities. This is accomplished through the
provision of credit and extension services to increase fish production and develop the
fisheries resources. The program has a special focus on women.

Components of the Fisheries Development Program

The program components encompass four broad, inter-related elements. These are:
i. Skill training (formal and village based);
ii. Revolving Loan Fund (RLF) credit support;
iii. Provision of technical assistance; and
iv. Research, demonstration, and collaborative projects and advocacy.

Fig. 1 Networking Structure of Primary Group (PG) and Federation

TCC

UCC UCC

VCC VCC VCC

PG PG PG PG PG PG

Training
Training is imparted to the group members to improve their knowledge and skills, and to
help them develop various income generating activities. Training is organized at three
levels, the central level, grass-roots level (thana level) and the village level. For the first
two levels the focus is on training trainers. For the third level the training is specifically
for the farmers. The following training courses have been offered to both men and
women during the past year:

_Fish culture
_Fish nursery
_Prawn culture
_Integrated fish farming
_Pond re-excavation and preparation
_Hatchery operation and seed production
_Open-water fisheries and management
_Fish processing and marketing, etc.
A total of 584 formal and 1,111 village-based training programs, organized by the
fisheries
  development section, were undertaken through the year ending June 1998. Of
the 36,630 members taking part in the training, 23,659 were men (65%) and
12,971 were women (35%).

SOCIAL FORESTRY PROGRAM

Public forest and strip land along with usufruct rights will be made available to the group
members under land lease agreement. Necessary initiative will be taken to ensure the
involvement of the group members in different collaborative projects such as Forestry
Sector Projects, Coastal Green Belt Project and Sundarbans Bio-diversity Project of the
Forest Department. Need-based policy support and guidelines will be modified and
developed for the successful implementation of the program. Training modules and
materials will be reviewed and developed accordingly for the training of both staff and
group members. To ensure the supply of required quantity of quality seedlings and
saplings, a tissue culture plant will be established. Appropriate research and study will be
carried out to generate necessary information about different aspects of the Social
Forestry Program.

IRRIGATION AND TILLING TECHNOLOGY SERVICE PROGRAM

The following strategies will be required to implement the entire irrigation and tilling
technology services program;
i) Identification of appropriate surface and sub-surface irrigation technology and
harnessing of natural water resources and their judicious lifting and utilization.
ii) Emphasis on the implementation of low lift pump (LLP) project in South and
South-western region as surface water has become available there due to the
Ganges Water Treaty with India.
iii) Increased involvement of women groups for implementing irrigation and power
tiller projects
iv) Promotion of mini irrigation projects as profitable enterprises.
v) De-emphasizing on sub-surface water lifting in the arsenic prone areas.
vi) Emphasis on the use of irrigation water for diversified crops including rice
throughout the year.
vii) Strengthening collaborative programs on irrigation activities with public
institution as well as national and international agencies.
viii) Promotion of ecological practices for rice cultivation under irrigated command
areas.

PROGRAMR STUCTURE DEVELOPMENT

Structure in Bangladesh present a picture of an established, flourishing and well-

organized labor-intensive agro-industry. Silkworm-reating and mulberry cultivation have
been in practice in this country for about two thousand years. Bangladesh is a small
country with a high density of population per square k.m and with a reality that its
agriculture sector cannot generate employment for most professionals. Entrepreneurship
development has been one of the most crucial constraints to industrialization. Therefore,
employment can be created in the off firm sector by setting up small cottage industries ,
such as, manufacturing of reeling basin , weaving machine ,small dyeing and printing
factory based on sericulture. Keeping in this view, PROSHIKA started its Sericulture
program in 1977. Initially, it started with endi silk-wormrearing. But due to lack of castor
leaves the endi silkworm –rearing program stopped. Considering the importance of and
prospect for developing sericulture and silk industries in the country and with a view to
creating rural infrastructure for the economic upliftment of the people , PROSHIKA
Sericulture program started a fresh in 1984 concentrating on mulberry cultivation and
silk-worm-rearing.

APICULTURE PROGRAM

In order to increase stuff and bee-keepers expertise in colony-nursing and queen-

breeding, to establish model apiaries and to develop management capacity for better
implementation of the projects, various types of skill development training (formal &
non-formal) workshops, seminars and refreshers courses were organized. This will
continue in the planned FYP. Besides, advanced courses will be organized and conducted
to offer more projects to the group members. Formal and non-formal training will be
conducted also by resource persons from among these group members.
Materials/equipment for apiculture will be developed through model demonstration
apiaries. There will be a provision for setting up a laboratory and a honey-processing
plant in one of the model demonstration apiaries to invent appropriate technologies
through research, for proper presentation and marketing of quality honey by the group
members. the existing training module will be developed further to make it suitable for
the staff and bee-keepers. Training materials, such as leaflets, handouts and program, new
members of staff will be recruited at central and field levels. Training abroad and study
tours, etc. will be organized. After feasibility study , the program will be expanded to new
areas.

HOUSING PROGRAM

i) House building savings scheme will be introduced for PROSHIKA groups.

ii) Resettlement villages will established for victims of river erosion on Khas land or
land purchase for this purpose. All PROSHIKA programs, including housing
program will be directed towards these villages.
iii) Multistoried housing projects will be implemented for slum-dwellers in
collaboration with the government.
iv) Necessary amendments should be made in the policy for repair and renovation of
the existing houses.
v) To continue the demonstration of house building materials, a massive program
will be taken for construction of RCs in most of the villages.
vi) Campaign initiatives should be taken with the help of the program for wide
publicity and motivation.
vii) Necessary training and follow-up monitoring system will be strengthened to
overcome the technical limitations.
HEALTH INFRASTRUCTURE BUILDING PROGRAM

Major Components:
1. Sanitation
2. Safe drinking water
3. Bio-gas and solid waste management
4. Drainage and sewerage system development in slums
5. Arsenic mitigation
6. Social mobilization

Strategies:
i) As PROSHIKA follows participatory approach to development endeavor, the
program will ensure active participation of groups in planning, implementation
and management.
ii) Provision of RLF loan and training will enable hundreds of groups to undertake
tube-well installation and sanitary latrine production projects for employment and
income generation.
iii) Special efforts will be taken to ensure greater participation of women groups.
iv) Efforts for low cost sanitary latrines construction by innovating new designs will
be continued.
v) Two villages of every unions will be brought under complete sanitation coverage
annually.
vi) The cost of extra latrine slab for children will be incorporated in the budget.
vii) Both as service and EIG activity, water reservoir and water points will be built.
This will help to overcome water crisis in the slums as well as prevent wastage
and illegal use of water supplied by WASA.
viii) All field workers and advanced group members should be given training on
arsenic mitigation.
ix) Network on arsenic mitigation will be established at local level.
x) Social mobilization package should be developed.
xi) Existing water supply and sanitation policy of PROSHIKA will be modified to
accommodate the needs.
xii) To increase the income opportunities for TICG group, they will be provided with
equipment to repair tube-wells.

HEALTH AND EDUCATION PROGRAM:

Background:
Health is one of the basic needs of people and an essential part of the overall socio-
economic development of a country. Health is directly related to people’s physical and
mental labor which is essential for increasing productivity of labor and raising family
income. This, in turn, contributes to enhancing the living standard of the poor. The health
status of the women of Bangladesh is a matter of serious concern. This is manifested as
high maternal and infant mortality rate, higher incidences of low birth weight of babies
and high rate of malnutrition of mothers and their babies. Most of the poor mothers
suffer from chronic energy deficiencies and about 70% of women are suffering from iron
deficiency anemia. Poverty, exploitation , lack of ante-natal care, unsafe delivery
practices ,early and repeated pregnancies and lack of accessibility to health facilities are
the major underlying factors for this situation.

Table: Service Provided by PROSHIKA According to Indicators

Indicators PROSHIKA group members Non-PROSHIKA
people
Received Health Training 32% 3%
Utilize Thana Health Center 12% 3.6%
for Treatment
Use of Sanitary Toilet 58.3% 25%
Use of Contraceptives 45.7% 38.2%
Infant Mortality Rate 94 per Thousand Live Birth 164 per Thousand Live
Birth
Source: PROSHIKA Impact Assessment Survey—1995.

ENVIRONMENTAL TECHNOLOGY DEVELOPMENT PROGRAM

Environment degradation has many negative effects on poverty situation. Although the
whole society is affected by depletion of the environment al resources, it is the poor who
face more threat as their vulnerabilities in health, productivity and control on resources
are further aggravated. With the understanding, PROSHIKA has been very active in the
field of environment. It is conducted very successful of social forestry , ecological
agriculture and water and sanitation. Besides, PROSHIKA is a leading organization in
environmental movements and advocacy initiatives in Bangladesh which have brought
about some positive policy changes. Reformation and reorientation of Flood Action Plan
(FAP), stoppage of importation of “Dirty Rehabilitation Project (KJDRP), introduction of
PRA in the appraisal of Integrated Management and Bio-diversity Conservation in the
Sunderban Reserved Forest Project, incorporation of participatory forestry concept in the
Forestry Master plan, and settlement of slum dwellers in multi-storied flats.

SMALL ECONOMIC ENTERPRISE DEVELOPMENT PROGRAM

Small Economic Development Program (SEED) is completely a new development

approach of PROSHIKA which started it’s activities formally from December 1995.Since
its inception, the involved specialists are trying to understand the dynamic of the
dynamics of the micro and small enterprise sector of Bangladesh trough action research
aimed at developing a mechanism for graduated groups of PROSHIKA as well as
enhance the capacities of existing small entrepreneurs and create more employment
opportunities for the poor. During the last two decades most of the Bangladesh NGOs
including PROSHIKA are providing financial and other services to the poor people of the
country through micro credit program. As a result economic capabilities of the poor
people have been increased to a great extent. But no one have taken much steps for
further development. By promoting small enterprises sustainable income growth and
greater employment opportunities might be created.
DEVELOPMENT SUPPORT COMMUNICATION PROGRAM

PROSHIKA process of poverty eradication is based on empowering the poor socially and
economically. The Development Support Communication Program (DSCP) trough its
different components contribute to the social empowerment of the poor by strengthening
other social development programs of PROSHIKA, Natural Resources and
Environmental Regeneration (NRER), People’s Cultural Program (PCP) and the Institute
for Development Policy Analysis and Advocacy (IDPAA).

1. For stuff development external and internal training will be arranged.

2. Better planning for dissemination of information through—
a) Training (formal and informal);
b) Workshops/seminars;
National and international days(Women’s Day, Independence Day, Victory Day,

PEOPLES’S CULTURAL PROGRAM

a) To form cultural troupes, DEWs and TC, should identically potential resources from
primary group meetings and village-based and GTC-based training.
b) Program follow-up will be strengthen further by the Field Operation Department and
People’s Cultural Program (PCP).
c) There will be a substantial increase in person power in the People’s Cultural Program.
d) People’s Cultural Groupes working as cultural sub-committees at the grassroots level
will be strengthened.
e) Best performers will be identified from cultural troupes for audio and video
procession of PROSHIKA.

INTREGRATED MULTISECTORAL WOMEN’S DEVELOPMENT PROGRAM

Background:
Women constitute about 49% of the population of Bangladesh . Various indicators reveal
that the status of women is much lower than that of men. Traditional socio-cultural
practices limit their opportunities in education, skill development, employment and
participation in the overall development process. Their literacy rate is only 25.5%, much
lower than that of men and their life expectancy is only 58 years. higher mortality among
women has resulted in a negative sex ratio in the population whereby there are 104 men
for every hundred women. The nutritional status of women is very low. health care of
women is often restricted to their reproductive health. The general health of women of all
ages is often neglected. In PROSHIKA’s overall development process, the concern for
women’s development occupies an important place. though it is not regarded as separate
art detached from other programs , plans or strategies, it is given a special importance and
priority so that female group get equal opportunities along side their male counter parts.
PROSHIKA, since its inception has been trying to remove ideological and attitudinal
barriers to women’s active participation in a meaningful development process.
3.5 CARE

3.5.1 Programs and Projects of CARE

There are 5 projects operating under CARE in Khulna region. Now, about these
projects some conceptual ideas, their activities etc. are tried to focus on below:

The Integrated Food Security Program (IFSP):

ISFP is a coordinated programming approach to address the development goals of CARE

–Bangladesh, USALD and GOB. The program targets chronically food insecure regions
of the country, specifically including the least developed thanas, flood-prone and disaster-
prone areas, and crowed, unhygienic urban slums. Within these targeted geographic areas,
the program targets activities to improve the livelihood security of the most vulnerable
populations, particularly those who suffer from chronic, and in times of crisis, transitory
food insecurity, the landless, and women. The objectives of the program are:
# To protect and promote household income and community resources assets.
# To improve the hygiene and maternal child care practices of vulnerable groups.
# To create effective and sustainable institutional support mechanisms that assist
vulnerable households to improve their food and livelihood security.

Income project
In Bangladesh, INCOME Project was started in1984. After devastating flood of Satkhira
this project comes in Khulna. It will work till 2005. It is mentionable that INCOME
Project is divided into 3 types. These are-
# INCOME 1
# INCOME 2
# INCOME 3
All these projects are 5 years basis. In Khulna region INCOME 3 project works.

Objective: The project aim to reach 350000 poor households by working directly with
25 Microfinance Institutes (MFIs) and to reach more 400000 households working
indirectly with other MFIs.

Components: There are 5 components of INCOME project. These are as under:

(a) Institutional Strengthening
(b) Financing
(c) Research and innovation
(d) Capacity Building
(e) Policy advocacy

The Financing Pattern of Partnership NGO

 No Partnersh
Total Loan Distribution Profit Profit (in
. ip fund (in crore) (in crore) percentage)
alloc 2003 2004 2005 2 2 2005 2 2004 2005
ation 003 004 003
1 BDIDGE 1.2 0.42 0.42 0.42 0 0.16 0.15 134 162 162
.08 375 4839
285 36 4
71
2 UTTAR 0.90 0.12 0.14 0.16 0 0.02 0.04 119 118 135
AN 088 6 8 .02 735 7414
635 1 5
950
3 UNNAY 0.90 0.09 0.10 0.13 0 0.05 0.06 139 169 169
AN 088 9 8 29 .03 529 5725
178 7 9
62
4 ADAMS 0.90 0.36 0.36 0.37 0 0.58 0.58 108 129 131
088 75 65 .52
017
Source: A quarterly news letter of CARE Bangladesh’s INCOME
project, January 2002

This table shows year wise fund allocation, loan distribution and possible profit. From
the table it is also seen that BRIDGE has been given more fund than other NGOs. I.e. 1
crore 20 lakh taka. This fund will be provided quarterly. Per quarter amount of money
will be 10 lakh. UTTARAN, UNNAN and ADAMS will be provided separately 90 lakh 8
thousand 800 up to 2003-2005. These NGOs also will be provided in the same way i.e.
quarterly. Amount of money per quarter will be 756733.33 for each NGOs.

Flow Chart: The Wings of The Project BUILD.

BUILD

Capacity Road Improvement Unit (RIU)

Tree plantation

However, the main objectives of RIU are to construct pave roads. Now, the targets and
achievements of RIU in different years are focused on below-

Table: The Targets and Achievements of RIU (In K. M.)

Year Targets Achievements Dropped
 2000 36.525 31.204 5.321
2001 44.558 42.108 2.45
2002 42.57 27.325 15.245
2003 12.00 - -
Source: Brochure, CARE

This table shows that there is a difference between the target and achievement of RIU i.e.
some roads are dropped. But actually, for this, CARE is not responsible .As for example,
in 2002,among the roads 15.245 k.m.s which have been dropped out 7.92 k.m.s roads are
dropped out for wrong planning and 7.32 k.ms are for late starting of contractors.
Moreover, among these dropped out roads 12 k.m.s have been targeted for construction in
2003. In this context, it can be noted that for constructing roads 13 lakh Tk is spent for
each k.m. This amount can vary (5-7)% from year to year.
Furthermore, in the FY 2000, the number of planted trees under Tree Plantation project is
83,327 and for this, the total cost of alignment is Tk. 85,06764. This can be shown as
under-

Table: Total Cost of Alignment for Tree Plantation

No of Alignment Length of Align No of tree planted Total cost of
(nos.) alignment (Tk..)
27 78.627 83327 85,06764
Source: Brochure, CARE

In fact, BUILD works with local official to select and upgrade the condition of 250 rural
roads including tree plantation and slop protection, which connect markets, growth
centers and local government headquarters. In addition, the project works intensively
with local elected bodies and community members in 153 unions to enhance their
awareness and knowledge about the functions of local government, ensure transparency,
accountability and participatory in local governance, development planning and resource
allocation.

RMP:

In 1983, RMP was included in CARE. It first began its activity in 7 unions. From1987 it
has been expanding its activities. In1987 it also came in Khulna region. The RMP is a
countrywide (61 out of 64 districts) program employing approx. 42,000 women per year
to maintain up to 82,000 k.m. of rural earthen roads.

Aims: The new phase of this program aims-

 To improve the socio-economic status of destitute women through the development

of a cost-effective rural road maintenance program with increased participation of the
government of Bangladesh and Local Government institution.
 The new phase also includes the eventual transfer of the road maintenance
component to the government by developing their capacity at the central and local level.
Functions of RMP:

 Maintenance of 20 kms kutcha road per union.

RMP employs destitute women in massive labor-intensive rural road maintenance

Program. Criteria for employment are that the women are the principal earning members
of the household with dependents and are either divorced, separated or abandoned, or
whose husbands are sick and physically infirm.

HIV Project:

Recent figures from the National HIV Surveillance Survey 1999-2000 show that HIV
prevalence in Bangladesh is low but rising. In Bangladesh transport workers who travel
extensively in country and across international borders by sea or road are a group that
practice high-risk behaviors. CARE Bangladesh has been operating this project from July
1995-2003.

Components: The project has three components. These are as follows:

0 Reaching high risk population

0 Partnership with NGOs.
0 Partnership with Government.

Target: The main target of this project is that HIV attracts people don't exceed 5%.

RVCC:

RVCC stands for Reducing Vulnerability to Climate Change. The purpose of this
project is to build local capacities to understand, use and disseminate climate change
information and to extend proven grassroots educational techniques to include specific
measures aimed at addressing current environmental problems that will be exacerbated as
a result of climate change. The principle impacts the project wants to see in the long-term
are—

# An improved understanding of, and better appreciation for the challenges in adapting
at the household and community level to, the adverse climate change impacts on
vulnerable communities in Bangladesh.

# A heightened awareness on the part of local and national government agencies of the
need for strategic interventions to support local level adaptation capacities amongst
Bangladesh’s poorest citizens

Target groups:

The main objective of CARE is to eradicate poverty. As a result, its main target
group is poor women are the main target group.
Role in employment generation:
To create employment opportunity is a mentionable objective of CARE. CARE
has already arranged awareness program to involve local people to participate in the road
maintenance activities as well as to develop their knowledge on environmental impact by
tree plantation.

Now, the level of employment generation under BUILD is tried to show in the
following table-
Table: AS and Structure Information under BUILD
Employment Generation (Person days)
AS Total Total
employ
Name of AS information Structure Information ment
Upazila generati
on
Men Women Men Women

Skil U Skil Unski Skille U S Unsk

led nski led lled d nski kill illed
lled lled ed
Pirojpur 2 1 0 4930 17795 322 1 0 162 1596
815 055 112
0
Moksud 620 4 0 970 5962 54 116 0 - 170
pur 372
Kasiani 1 9 0 1300 11700 10 20 0 0 30
000 400
Bagerhat 1 6 0 3805 12423 36 72 0 72 180
639 979
Mongla 1 6 0 2400 9580 0 0 0 0 0
020 160
Kalaroa 1 5 0 1800 9425 209 733 0 74 1016
895 730
Assasuni 1 9 0 7200 18379 160 520 0 60 740
649 530
Shymna 1 6 0 4020 11436 108 282 0 0 390
gar 116 300
Koyra 2 6 0 3944 12420 122 458 0 36 616
336 140
Total 1 6 0 30369 109120 1021 3 0 404 4738
359 516 313
0 1
Source: Brochure, CARE
 The above table tells that CARE is performing a great role in employment
generation under different Upazilas in Khulna region. The total number of employees in
AS under BUILD is 109120 and in Structure Information it is 4738. This is really an
event of getting a “Golden Deer” in the present perspective.
Now, let us look at the level of employment generation under Tree Plantation.

Table: Implementation phase status of FY 2000 Tree Plantation Schemes to AS

Of July 31, 2000.

Total Agar Total Employment Generation

Field office forestry length expenditure Total
covered (mile) (Tk)
Male Female
Khulna 8480 1531302 20653 1483 22136
Khulna 12216 1171909 15004 1160 16164
Khulna 5000 1134509 8661 1823 10484
Total 25696 3837720 44318 4466 98784
Source: Brochure, CARE

Role in environmental protection:

The ultimate goal of this project, RVCC of CARE is to disseminate climate change
information to reduce environmental problems. Moreover, it has been observed that under
the Tree Plantation project of CARE in the FY 2000, 83327 tress were planted which has
contributed a lot of to keep geographical balance. Besides these it is spoken that the
campaign of polyethene bag banning the role of CARE will be written in the golden letter
among the number of NGOs who came forward.

Health activities:

CARE does not perform health activities. HIV only provides some targets to decrease or
control HIV rate.

Role in disaster period:

CARE at first came in Bangladesh to provide relief activities in different places.

Gradually, it provides its success in different disastrous periods like 1988,1991 etc.
Though this period, DMP don't perform its activities but RVCC, RMP, BUILD, INCOME
etc. projects work together if any natural hazards occur.

Role in women empowerment:

Among the poor, women are the poorest. They are distressed portions in the
society. They are not economically marginal but rejected. However, the NGO. CARE is
conscious about this matter. Women empowerment is an important objective of it. And to
achieve this target it takes different types of steps under different types of programs and
projects. However, here is shown the role of CARE in women empowerment elaborately-
RMP: Among the objectives of RMP, to create employment opportunity for distressed
women is one. “Women in development are at the very heart of RMP.” As a result,
all the maintenance workers of RMP are women. 10 distressed women in each union for
maintaining roads build up a society. This society is called RMA. However, here is shown
the organogram of RMA.

Flow chart:The organogram of RMA

CARE/LGED

Union Parishad

RMA (10 Members)

Organizer (1) Treasurer (1) Members(7) Sub treasurer (1)

After engaging work RMP gives training to its members.

First year------- Road maintenance Training

Second year---- Human rights Training
Third year------- Health awareness Training
Forth year------- Income generating Training

All the members are worked for 4 years agreement. However, there are 67 unions
in Khulna region under 9 Upazilas. The road maintenance workers work in three
categories (R1, R2, and R3) roads. RMP also takes an appraisal step of income
generating. It gives wage 43 Tk. Per day to each worker, whose 10 Tk. must be saved and
33 Tk. She may use for her personal purposes. Then after 3 years 3 months she may draw
her 50% savings and it may be used in other purposes.

Build: Again in case of RIU, the role of women participation is really mentionable. Here
is shown this matter:

Table: Women Employment Per Day (In The FY 2000)

Name of the AS information Structure information

Upazila
Total Women Total Women
Employment Participation(% employment participation(%
) )

Pirojpur 17795 4930 ( 16.23) 1596 162 ( 40.1 )

Moksudpur 57962 970 ( 3.19) 170 -

Kashiani 11700 1300 ( 4.28 ) 30 -

Bagerhat 12423 3805 ( 12.53) 180 72 ( 17.82 )

Mongla 4580 2400 ( 7.90 ) 0 -

Kolarooa 9425 1800 ( 5.93 ) 1016 74 ( 18.32 )

Assasuni 18379 7200 ( 23.71) 740 60 ( 14.85 )

Shyanager 11436 4020 ( 13.24) 390 0

Koyra 10420 3944 ( 12.99 ) 616 36 ( 8.91 )

Total 154120 30369 ( 100 ) 4738 404 ( 100 )

Source: Brochure, BRAC

Thus total employment generation in per day,

= (AS information + Structure information) person,

=(30369+404) persons,

=30773 Persons.

Again, in case of Tree Plantation the main objective is to provide economic

benefit to rural poor and destitute women from unemployment and to stakeholder in the
harvesting of trees, fruit, and agro forestry products and the destitute rural women
organized by Union Parishad with performance based accountability and granting them
access to new resource. However, here is given the employment generation of women in
tree plantation.

Table: Implementation Phase Status of FY 2000

Field Office Employment (Total) Generation (%)

Khulna 22136 20653

Khulna 116164 15004

Khulna 10484 8661

Total 48784 44318

Source: Brochure, BRAC

Income: Under CARE, INCOME project 3 only provides micro credit and this credit is
given only to the women. Under INCOME project 3, 4 million people will get micro
credit and among these maximum priority will give on women.

BRAC, formerly known as Bangladesh Rural Advancement Committee, was established

as a relief and rehabilitation organization in 1972 after the Bangladesh Liberation War by
Mr. Fazal Hasan Abed. Over the years BRAC has gradually evolved into a large and
multifaceted development organization with the twin objectives of “Alleviation of
Poverty and Empowerment of the poor.”

People living below poverty line (mostly

landless). BRAC mainly focuses on women
Target and has developed its own strategy to take
resources and services to the grass root level.
BRAC has initiated a number of programs for economic and social development of the
poor. These are :
 BRAC Development Programme (BDP)
 BRAC Education Programme (BEP)
 Health, Nutrition & Population Programme (HNPP)
 BRAC Training Division (BTD)
 Research & Evaluation Division (RED)
 Support Programmes.

District covered 64 (100%)

Upazilas 460 (Out of 464) : 99%

Villages Over 60,000 Out of 86,000

.
 Disbursed Loans of Various NGOs

PROSHIKA 1330000000

Grameen Bank 1150000000

NGOs

Series1

CARE c 1860000000

BRAC 1490000000

0 2E+08 4E+08 6E+08 8E+08 1E+09 1.2E+09 1.4E+09 1.6E+09 1.8E+09 2E+09

Amounts (US$)

From the above chart we can see the disbursed loan conditions of BRAC, CARE,
Grameen Bank and PROSHIKA respectively. Of them CARE has the highest amount,
afterwards BRAC ,PROSHIKA and Grameen Bank are in their respective positions.
From the above graph it is seen that PROSHIKA has been engaged in most
programs, then CARE, BRAC and Grameen Bank.
 Programs

30

25
No of Programs

20

15 Programs

10

0
BRAC CARE Grameen Bank PROSHIKA

NGOs

From the above chart it is seen that PROSHIKA is engaged in maximum 25

programs, then CARE in 17 programs, BRAC in 13 programs and Grameen Bank in 4
programs. So from the above information it can be found that the largest working
premises are lying with activities of PROSHIKA.

From the above pie chart it is seen that Grameen Bank has been working in most of the
villages, then PROSHIKA , CARE and BRAC are in respective positions (upto june,01).