1 - contents development project in partnership ... crop maximization and food security (cmp-ii)...

16th Annual

Progress Report

Increasing the voice of women

National Rural Support Programme

Islamabad, Pakistan

© Copyright NRSP 2010

Report Designed by: Mansoor Abid/ Rachel AbbeyPrinted by: PanGraphics (Pvt.) Ltd. Islamabad

Published by National Rural Support Programme (NRSP), Islamabad, Pakistan.

Established in 1991, NRSP is the largest Rural Support Programme in the country in terms of outreach,staff and development activities. It is a not for profit organization registered under Section 42 ofCompanies Ordinance 1984. NRSP's mandate is to alleviate poverty by harnessing people's potential andundertaking development activities in Pakistan. It has a presence in 59 Districts in four Provinces and AzadJammu and Kashmir through Regional and Field Offices. NRSP is currently working with more than amillion poor households organized into a network of over 88,000 Community Organizations. Withsustained incremental growth, it is emerging as Pakistan's leading engine for poverty reduction and ruraldevelopment.

Parts of this report may be reproduced for professional purposes, provided that the source isacknowledged and the material is not sold.

Authored by: Rachel AbbeyWith thanks to contributions in the way of case studies to: Irnum Malik, Sapna Mariam, Seher Ghazanfar,Dr. Nabeela Shahid, Ahmed Hasan, Ziad Ahsan, Ghaffar Paras and Zaeem Ali

Contents

Acronyms

Foreword

NRSP's Organisational Structure

NRSP Outreach

Social Mobilisation

Gender and Development

Microfinance and Enterprise Development

Social & Human Protection Programme

Human Resource Development

Physical Infrastructure and Technology Development

Environment and Natural Resource Management

Social Sector Services - Education

Social Sector Services - Health

Disaster Risk Management

Monitoring, Evaluation and Research

Finance and Accounts

Transformations

Statistical Abstract

Statement of Audited Accounts

PPAF-NRSP: a decade of partnership

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Acronyms

ADB Asia Development BankAJK Azad Jammu and KashmirAKRSP Aga Khan Rural Support ProgrammeBRSP Balochistan Rural Support ProgrammeBBSYDP Benazir Bhutto Shaheed Youth Development ProgrammeBEF Balochistan Education FoundationCIF Community Investment FundCMST Community Management Skills TrainingCO Community OrganisationCMP-II Crop Maximisation Project Phase IICPI Community Physical InfrastructureCPWB Child Protection Welfare BureauCRP Community Resource PersonCTP Community Training ProgrammeENRM Environment and Natural Resource ManagementFAO Food and Agriculture OrganisationGAD Gender and DevelopmentGBTI Ghazi Broatha Taraqiati IdaraHRD Human Resource DepartmentILO International Labour OrganisationIUCN International Union for the Conservation of NatureLHW Lady Health WorkerLLHP Landless Haris ProjectLSO Local Support OrganisationMEDP Micro Enterprise and Development ProgrammeMER Monitoring, Evaluation and ResearchMFI Microfinance InstitutionNCSW National Commission on the Status of WomenN-IRM NRSP- Institute of Rural ManagementNRM Natural Resource ManagementPALLS Programme on Adult Literacy and Life SkillsPCRET Pakistan Council for Renewable Energy TechnologiesPITD Physical Infrastructure and Technology DevelopmentPO Partner OrganisationPPAF Pakistan Poverty Alleviation FundPWFL People with Functional LimitationsPRSP Punjab Rural Support ProgrammeRSPN Rural Support Programme NetworkRSP Rural Support ProgrammeSCCDP Sindh Coastal Community Development ProjectSDDNCF Socioeconomic Development of Destitute and Neglected Children's Families ProjectSGA Sindh Graduate’s AssociationSLBAP Sustainable Livelihoods in Barani Areas ProjectSO Social OrganiserSRSP Sarhad Rural Support ProgrammeSSI Small Scale Infrastructural SchemeSSS Social Sector ServicesTRDP Thar Deep Rural Development ProgrammeUCBPRP Union Council Based Poverty Reduction ProjectUNIFEM United Nations Development Fund for WomenUPAP Urban Poverty Alleviation ProgrammeVO Village OrganisationWB World BankWLP Women’s Leadership Programme

NRSP's 16th Annual Progress Report 2009-2010ii

Lessons learned were put into practice with theseparation of management in microfinanceactivities from social mobilisation which tookplace in 2006, extended to funding in 2008. Thisshift refocused attention on the core programmeof social mobilisation and enabled microfinanceactivities to develop as a separate entity with itsown strategies and best practices as needed. TheNRSP microfinance Bank is planned for 2011.With its continued expansion, the N-IRM alsotransformed into a subsidiary of the NRSP in2010; this enabled the team to specialise as aninstitution in capacity building and broadened itsclient base. Our micro health insuranceprogramme also continued to expand anddevelop and is far the largest in Pakistan.

Key partnerships were extended andstrengthened. This year we celebrate our ten-yearpartnership with PPAF. PPAF remains NRSP'slargest donor in the area of social mobilisation,capacity building, physical infrastructure, healthand education and increased its funding formicrofinance activities. Our valued work withlocal and provincial government continuedthrough initiatives such as the PESRP,SDDNCF, BEF, SLBAP, BBSYDP, UCBPRP,LLHP and a pilot poverty survey untaken underthe Benazir Income Support Project. Diakonieemerged as another key partner particularly inthe troubled region of KPK. Much headway wasmade in core projects such as the Sindh CoastalCommunity Development project in partnershipwith ADB and the Government of Sindh. Rapidprogress took place in all key components.NRSP is currently in discussions with USAID inregards to collaboration on national levelprojects.

The NRSP is thankful to its partners, communityactivists and programme participants for theircontinued support. It is these organisations andindividuals that have made these results possible.

It is with pleasure that I present the 16thAnnual Report 2009-10. The NRSP isnow achieving an outreach ofapproximately 29% being present in 59districts in all four provinces and AJK.The organisation has undergone a rapidprocess of expansion in recent yearsthanks to our CRPs and LSOs. We areconscious of the need to sustain thequality and depth of coverage whilst theNRSP continues to grow. Our focusremains on marginalised groups. Thepolicy shift in 2009 to form women COsprior to men has led to a rapid rise intheir representation. This trend has beenreinforced by the PPAF SocialMobilisation Project focusing on womenand the destitute. This is the first step forwomen's representation and involvementin participatory development. For thisreason we have viewed 2009-10 as theyear where voice of women has increasedin terms ofparticipation.

Our expanding network of communityactivists and LSOs has become animportant means for individuals andgroups to further empower themselves.Decisions made at grassroots level nowfeed up through to the Union Councils.These organisations have alreadydemonstrated an enormous capacity totake initiatives at village and UC Levels.These activities are continuouslymonitored with a system of reporting andregular feedback that informs programmestrategy.

representation &

Foreword

Dr. Rashid Bajwa

Chief Executive Officer

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NRSP's 16th Annual Progress Report 2009-2010iv

NRSP Outreach

NRSP Presence (59 Districts)

District Offices Field Units Male Female Total

Head Office (Islamabad) - - 107 18 125

AJ&K 4 14 320 39 359

Rawalpindi 5 16 325 102 427

Mianwali 3 20 417 57 474

Bahawalpur 13 44 1,060 141 1,201

Dera Ghazi Khan 2 7 172 90 262

Rahim Yar Khan - 15 116 11 127

Mardan 6 9 277 41 318

Badin 4 16 279 88 367

Turbat 5 14 135 26 161

N-IRM 168 34 202

UPAP & SDDNCF 14 5 873 815 1,688

Total 58 160 4,526 1,503 6,029

Region/UnitOffice Staff

2 -

NRSP Outreach v

Hattian

Haveli

NRSP Regional Offices

Community Organisation, Karim Bux Jamali, Badin, Sindh, under the SindhCoastal Community Development Project

Social mobilisation links communitiesdirectly with local government anddonors. It is responsive, cost effectiveand promotes access to services. Theformation of COs, VOs and LSOs hasconsistently proven to be an effective toolin empowering communities to drivechange from a grassroots level. As such,it has always been, and remains, a coreNRSP activity. NRSP was built upon thesocial mobilisation model placingownership for development in the handsof communities.

The move to separate microfinanceactivities from social mobilisation whichbegan with management structures in2006 was extended to funding in 2008.This maintained focus on the coreprogramme. The total number of COs isnow 115,680 with a membership of1,693,539 consisting of 43% women and57% men. The ratio of femalemembership has increased by 8% from2008-09.

The inclusion of women in developmentinitiatives enhances their voice at thecommunity level, a major step inencouraging the recognition of women'srights and visibility. Significant effortshave been made to increase theparticipation levels of women in COs andLSOs. It is now policy that female COsbe formed prior to the establishment ofmale COs in new programme areas. As aresult of this policy, between 2009 and2010, 26,742 COs were formed of which66% were women, 28% male, and 6%mixed.

There has also been an increased focus onthe formation of LSOs which have cometo play a pivotal role in the long termsuccess of projects. These organisationsact as a safeguard against local influence

Increasing the voice of women

Core principles of social mobilisation:

• Self-help• Capacity building• Participation and transparency• Accountability• Locally driven with local ownership

Sustainable development

Community Organisations (COs) -> Village Organisations (VOs) -> Local Support Organisations (LSOs)

Social Mobilisation 1

10,859

2,816 2,435 2,609

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26,742

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1999-2000 2000-2001 2002-2001 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010

Figure 1: Ten-year trend in CO formation

49%21%

9%

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NRSP PRSP SRSO SRSP TRDP BRSP AKRSP GBTI SGA

Figure 3: Breakdown of CO membership by RSP

Source: RSPN Outreach Vol 5, June 2010

175,440

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Men Women

Figure 2: Ten-year trend in CO membership

and strengthen the voice of CO,members. LSOs act as an advocacymovement at a local level forging linkageswith local government, financialinstitutions and donors, and influencingpolicy. The NRSP is pushing to increasethe number of women in these upper tierorganisations also, as a means to increasetheir representation and influence.

Over 2009-10, 1,135 Village ResourcePersons were contracted through LSOs.Each resource person is trained to carryout programme introductions, povertyscorecard profiling, CO formation, and todeliver CO community managementsessions. The NRSP now has a networkof 288 LSOs, as of June 2010, amountingto a 79% share of LSOs among all RSPs.These represent 22,154 COs (an increaseof 44% on the previous year) and cover460,339 households.

The project is informed andwhich at a

higher level form Village Organisations.This structure links farmers directly withgovernment services and resources. It

driven byFarmers' Associations (FAs)

How projects are contributing

to Social Mobilisation

Crop Maximization and Food

Security (CMP-II)July 2008 – September 2010, funded bythe Ministry of Food and Agriculture,support received from IFAD throughRSPN: Mirpur Khas, Sanghar,Nawabshah, Lasbella, Rahim Yar Khan,Kotli and Rawalakot, closed due tofunding difficulties

also brings FA members into thedevelopment process as key stakeholders.Despite resource difficulties, the use ofFarmer's Associations to mobilise peoplearound common issues proved to behighly successful and will set a benchmarkfor future mobilisation projects.

The central objective of the CMP-II wasto assist small farmers in overcomingmarket failures and thereby increase foodsecurity and market competition. Thecore components, a revolving fund (RF)and technical training sessions weredesigned to enhance productivity whilstthe FAs were used to increase bargainingpower.

919 FAs with a membership of 14,925and 211 VOs with a membership of13,129 were formed under the project.The revolving fund was used for internallending with 22.63 Million being utilisedby 813 small farmers. On its closing, theproject was operating in 262 villages in 7districts.

This is the first project specificallydesigned to increase the effectiveness ofsocial mobilisation. SM both deepenscoverage, and focuses mobilisation on

. 85% ofCOs formed under the SM are womenand 50% of CO members in projectrevenue villages are poor.

SM indicators comprise:

institutional development,equity and the inclusion of womenand the poor,capacity building for collective action,improved public services and,an increased awareness of civic rightsand responsibilities.

These indicators will set a benchmark forfuture social mobilisation activities. Theproject places emphasis on the need fortransparency, accountability and the

inclusion and empowerment

••

•••

Social Mobilisation (SM)

Project (July 2008 – March

2011), funded by the World

Bank through PPAFBahawalpur, Bahawalnagar, DG Khan,Rajanpur, Mianwali, Khushab, Awaranand Pangjur

Farmers' training component of the CMP-II, Mirpur Khas, Sindh

NRSP's 16th Annual Progress Report 2009-20102

equitable distribution of resources. Thecentral objective of the SM is to mobilisepoor households into accountable COscapable of leveraging public and privatesector resources and services.

As of June 2010, 27,932 COs (84%women) have been formed against thetarget of 25,008 and 60 LSOs establishedagainst the set target of 39. 52,722members (89% women) have participatedin training sessions held in management,governance, linkages and planning.

LSO Jharkil was formed in 2008 and nowcovers 213 Community SupportOrganisations (CSOs) including 97% ofhouseholds in 8 villages. The LSO hasfederated 75% of its CSOs under VOs,and ascribed membership to 67% of thepoor to poorest households in CSOs,attributing 25% of these leadership roles.Support has been built through theSustainable Livelihoods in Barani AreasProject. Linkages for developmentactivities have also been formed withorganisations such as PPAF, JICA andMuslim Aid, Registration has also beensought with Citizen Community Boardfunds at Union Council level for 25% ofdevelopment funds. LSO Jharkil nowplans to set up a solar energy system andbiogas plants in the federated villages.

Naseema Bibi, is aged 40 and a residentof Shahwala, where she has lived all herlife with her brother. Naseema hasreceived no formal education. Beforejoining the project, she lived as a nomadon the outskirts of the village; she had noemployment and lacked even the mostbasic of amenities.

Naseema first became involved in theSocial Mobilisation project through herCO Shaheen Welfare, where she has beenworking as a manager for the past year.LSO Jharkil identified Naseema as apriority member in need of immediateassistance. The LSO provided her withRs. 8000 along with no cost housing.This enabled her to set up her own shopwith a daily income of Rs. 600.Naseema is grateful for the support that

Naseema Bibi,

CO member under

LSO Jharkil, Khushabthe community has shown her. She nowearns enough money for herself and topay towards her brother's education. Shehas linkages with three shops where herhusband goes once a week to obtaingoods.

Social mobilisation activities are expectedto increase and interventions deepen.This will take place through the increasedrole of LSOs in project implementationand funds management (through CIF).There will also be an increased focus onlivelihood programmes. The NRSP plansto deepen the impact of its programmesincreasing both the number and durationof interventions.

Future Initiatives

“I never believed that I would earn enough money to support my family, I wouldlike to expand my business and maybe one day to buy my own house”.

Social Mobilisation 3

Programme on Adult Literacy and Life skills under theUnion Council Based Poverty Reduction Project, Kamar Mashani, Mianwali, northern Punjab,

funded by the RSPN in partnership with the NRSP

Gender and Development


staff of NRSP, LSO members and officebearers.

The shift from mixed to female only COshas enabled women to reach higherpositions in office having a greater say onthe direction of community development.The number of women participating inManagerial Trainings, an area flagged upas a concern in terms of femaleparticipation in previous years, alsoincreased from 6,265 (49%of trainees) in

How policy is being translated

to target women

The aims atempowering women and increasing theirrole in community development. TheNRSP recognises that in order to beeffective, a comprehensive gender policymust be incorporated into all aspects ofits projects. Gender Steering Committeeshave been set up in all regions tocontinuously review the inclusion ofwomen in all areas from project design toimplementation. All NRSP projects areobliged to provide a gender breakdownof data on all programme activities.

Building women's capacities to accessbenefits and services;Ensuring active female participationthrough their involvement in alldecision making processes;Advocating and lobbying to safeguardand protect women's rights; andCreating an environment in whichmen and women work in unison.

During 2009-10, the GAD sectioncompleted regular reviews of projectproposals and procedures. Surveys werealso completed to assess the socioeconomic impact of existing project andprogramme activities on women.

Alongside these activities, trainings ongender sensitivity were provided to all key

GAD Programme

Gender Mainstreaming Policy comprises:

•

•

•

•

Ismat Raza, ADB Mission Leader meeting with CO Hamzo Jat to reviewprogress on SCCDP (ADB Loan Review Mission, December 2009),Thatta, Sindh

0%

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80%

90%

Co Members StaffTrainings

VocationalTraining

ENRMTraining

PITDSchemes

(Direct Input)

MEDP & UPAPLoans

Micro HealthInsurance

Education Health

57%

67%

26%

65%

84%

56%

65%

52%

42%43%

33%

74%

35%

16%

44%

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48%

58%

Men Women

Figure 4: Cross sector breakdown of male and female participation levels

Gender and Development 5

2008-09 to 52,773 (56% of trainees) in2009-10 bringing the total to 76,606.

The UCBPRP was put into place in April2009. The project consists of a packageof programmes covering skills training,adult literacy, a community investmentfund (CIF) / revolving fund, destitutegrants and community infrastructuralprojects. The project aims to provideLSOs with a comprehensive package ofsupport designed to build the capacity,means and linkages for income generationand raise the overall standard of living.

The project required an active LSOthrough which funds could be efficientlyfunnelled and Kamar Mashani, covering1,860 households (84% of the UC), wasidentified for this purpose. The UC ishighly conservative making a programmewhich focused on women a priority. 52women attended focus group discussionsprior to and at the start of the project toensure activities were as targeted aspossible. At the close of this project inMarch 2010, 132 COs had been

Union Council Based Poverty

Reduction Programme

(UCBPRP)Kamar Mashani – Mianwali, NRSP-RSPNfunded

established with a membership of 909women. 200 women had benefited fromenterprise loans under the CIF, 96 fromincome generating grants and 121completed the vocational skills trainingprogramme.

Kulsoom Bibi, wife of Abdul Aziz, iseducated to metric level. She has sixchildren, four boys and two girls. Thewhole family reside together in a two-room house. Kulsoom learned about theUCBPRP in June 2009 from a femaleSocial Organiser. She later joined theproject as a Community Resource Personearning Rs. 2,000 per month.

Kulsoom would start at 7am workinguntil the early evening. As part of herwork, she used to visit more conservativeareas to raise awareness of programmeactivities and to establish communityorganisations motivating as many peopleas possible to get involved.

When she first started working as a CRPher husband and eldest son objected.They believed it wrong for her to leavethe house so often and stay out for suchlong hours travelling; as a result, Kulsoomfrequently became the victim of domesticviolence.

Now with the money she is earning, shecan afford to send her children to school;both boys and two of the girls are nowattending classes. On the close of theproject, Kulsoom began working as anadult literacy teacher under the NRSPPALLS programme earning Rs. 4,000 permonth.

She is regularly accompanied by her eldestdaughter who also attends these classes.

“Despite everything I faced… I reallywanted to work, I felt that the work I was doingwas important for the community. In thebeginning no one supported us, no one believedin us, but when the services and trainings becameavailable everything changed for thebetter, now the community believe in us and myfamily support my work. People in thecommunities now call me Chairman.”

Kulsoom Bibi, teacher in PALLS

and former community

resource person in the

UCBPRP, Kamar Mashani


“It was my first job. Before I would simply stay at home cooking and cleaning,working as a CRP was a rare opportunity for me, it proved to be a lot of workbut I enjoyed it.”

Kulsoom is now saving to send herdaughter to a skills training programme inembroidery. After her husband fell sickwith typhoid, Kulsoom realised that herdaughters needed to be able to earn theirown incomes.

Despite the illness of her husband Abdul,the family have been able to pay off alltheir debts using an agricultural loanwhich Kulsoom took out under thecommunity investment component of theUCBPRP. She used this loan to purchasetwo sacks of seed and inputs throughwhich she produced 13 sacks of wheat onthe family land consisting of 25 kanals.

Kulsoom made Rs. 2,500 per sack, thiswas enough to repay the family's pastfarming debts equalling Rs. 35,000, theyalso retained enough for the family to usefor the entire year. The family are nowreplanting for the coming year.

When asked about her future plans,Kulsoom responded that she wants to bea middle school teacher.

“If weagain earn a profit, depending on the rain, wewill no longer need to borrow again. I want torebuild one of our rooms with the profit, theprevious wooden ceiling was destroyed by the rainsand insects”.

“I want ourcommunity to develop and to grow, our childrenneed to be better educated for mentalities to

change, then our life will be more stable andpoverty less. This project has already created a lotof change in this area, this needs to continue.”

NRSP believes that in recent years therehas been a major attitudinal shift in themind-set of employees and communitiesin terms of gender sensitisation. Thepresence of LSOs with women as leadersand the large number of women COs, hasset the stage for empowering women indevelopment processes.

Future Plans

“Without this job, the family would have no means of income; with the salary Ihave now I am able to be the sole income earner for the family, something I neverbelieved possible before. I am now earning more than my husband did as amechanic in Karachi.”

Programme for Adult Literacy and Life Skills for women (PALLS)

PALLS, coordinated with the National Commission for Human Development, focuses on femaleCO members with 19,715 women participating and 2,038 men. Each course is three months inlength.

Samerine Bibi, (pictured with her teacher, Sumaira Khan) aged17, has been enrolled in one such centre where she attendsclasses with her mother and two sisters three times a week. Thereis no other school for women in her area and Samerine wasunable to read or write.

After one month at the centre Samerine is now ableto write the alphabet, read basic sign posts and write her name.

Samerine hopesto find other courses also.

NRSP has established 65 more centres in DG Khan, Rajanpur, Rahim Yar Khan, Turbat andMianwali.

“I was unaware of the problems I faced beforejoining the centre, I didn't know how much easier being able to read wouldmake my life.”

“I am happy that my family are supporting me to attend this centre, I havenever spent this much time outside of my home before.”

“I don't know what I want to learn because Idon't know what there is to know, I just know that I want to learn.”

Gender and Development 7

Enterprise Development Programme under the Women's Employment Concernsand Working Conditions, Dera Ghazi Khan, southern Punjab,

funded by the International Labour Organisation (ILO)

Microfinance andEnterprise Development


completed by NRSP staff, to becompleted on the receipt of aresolution passed by 75% of VOmembers.

The CIF is a is moreflexible model of creditdisbursement, enabling the LSO todesign and implement its ownmicrocredit products. Alongside this,the LSO can use the fund to makeinvestments in other activities.

Savings mobilisation works as a riskmanagement fund to meet unforeseenexpenditures such as sudden illnesses, joblosses or natural disasters. Clients also usetheir savings to repay loans in times ofdifficulty.

PPAF increased its funding over 2009-10following the heavy strain placed onlending as a result of the world financialcrisis in 2008-09. This earlier crisis,alongside the removal of operations inKPK due to security threats in 2008,forced the MEDP to scale down itsoperations. Over 2009-10, the MEDP wasalso able to access funds fromcommercial sources increasingdisbursement from 7.1 billion to 8.4billion. This increase was directedtowards rural credit.

• Community Investment Fund(CIF):

MEDP Progress: 2009-10

The works in thearea of credit, savings, and micro-healthinsurance. The method of creditdisbursement is made as transparent aspossible with continuous checks carriedout by multiple parties. There are twocore components: the Microfinance andEnterprise Development Programme(MEDP) and the Urban PovertyAlleviation Programme (UPAP).

MEDP provides credit to COs and CreditGroups through solidarity groups. Thiscredit is provided for income generatingpurposes. The credit is provided on thebasis of progressive lending meaning thatthe credit amount increases withsuccessive loans. MEDP credit isprimarily used for agriculture in the formof 'bullet loans' repayable on harvest. Asof June 2010, 63% of credit was utilisedfor this purpose. Enterprise and livestockare the next most common uses forMEDP credit.

Table 5 in the Statistical Abstract givesfurther details of disbursement.

the method ofgroup disbursement under thisscheme means that borrowersprovide a continuous check onthemselves. Both a technical andsocial appraisal is required prior todisbursement.

funds are providedto the Village Organisation (VO) todisburse small loans to CO members.Before any loan is made under thisscheme, an appraisal of the VO is

Microfinance Section

NRSP is one of the fewMFIs in Pakistan that offers credit toboth men and women.

Urban lending:

Village Banking:

•

•

How MEDP works (core

programme)

Urban lending, village banking

and community investment

funds (CIF)

Core values:

• Operational transparency• Minimal transaction and operational costs• Accountability• Community participation and monitoring

Financial sustainability

Microfinance and Enterprise Development 9

Agricuture63%

Enterprise21%

Livestock16.7%

SIIE0.3%

Figure 5: MEDP sector-wise disbursement as of June 2010

The overall programme level PAR as ofJune 2010 was 1.16%. NRSP disbursedRs.8.4 billion over 2009-10 through471,964 loans (115,834 womenborrowers).

the NRSP is an activemember of Pakistan MicrofinanceNetwork. It also reports its data forinclusion in Mix Market where the data isanalysed and results published. NRSP'smicrofinance functions are auditedseparately from its other operations.

Over 2009, SDPIconducted an impact assessment ofNRSP's Microcredit Programme inBahawalpur. The study found that NRSPmicrocredit activities in this area haveincreased income levels and assets, as well

Transparency:

Research and Impact:

as producing social benefits. The studyalso supported the hypothesis thatmicrocredit is more effective when carriedout as a separate programme from otherdevelopment activities.

Staffreceive financial management trainingsand loan officers are rewarded onperformance. As of June 2010, overallstaff productivity was 162, the highestsince programme inception. The highestlevel at staff productivity was 199 in theRawalpindi region.

Due to changes in the regulatorystructure for microfinance activities,NRSP management decided to separateits banking operations into a separateinstitution in 2008. The Bank will beheaded by Zahoor Hussain and chaired byDr Rashid Bajwa. The investors includethe Acumen Fund, to be later joined bythe International Finance Corporation (amember of the World Bank group) andKFW Bakengruppe. NRSP will remainthe lead party with 52% shares in thebank. The Bank will be a majorstakeholder in the Microfinance sector inPakistan.

In August 2009, the NRSP Banksuccessfully negotiated and signed aMOU with the State Bank of Pakistanamounting to PKR 82 million for theprovision of technical assistance. ThisDFID funded initiative providedsignificant support to bankingprojections. NRSP Microfinance Bank

Staff training and performance:

NRSP Microfinance

Bank Limited


411

254,045

73,683 95,896

157,065

250,809

510,490

330,559

356,010

5,785

59,384

35,28355,741

89,294

135,714

251,834

218,891238,090

-

100,000

200,000

300,000

400,000

500,000

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Male Female

Figure 6: Trend in MEDP and UPAP, number of loans (2000-2010)

NRSP

22.3%

KB

19.7%

KASHF

16.4%

FMFBL

11.4%

TMFB

4.8%

POMFB AkhuwatASA International

ASASAHCWCD

CSCDAMEN

KASHF FoundationOCT

SAFWCOPRSP

SRSP

TRDP

BRACJWS

NRDP

OPD

RCDS

SDF

SWWS

OLP

Muhammad Yousaf, MEDP Participant, home based shop, Rawalpindi,northern Punjab

Figure 7: NRSP share of active borrowers as of June 2010

Figure 8: UPAP and MEDP cumulative disbursement (Rs. millions)

also signed an agreement with the GatesFoundation for the development ofsavings products under the South AsiaSavings Initiative (SASI). The project ismanaged with the technical assistance ofShore Bank International.

Please see section onTransformation for details.

Kaneez Fatima is married and lives withher husband, two sons and daughter inPeer Wadai. A few years ago her husband,Shaukat Mehmood started work as abuilding contractor in a partnershipventure. He was unable to continue hispartnership and had to sell his assetsincluding the family home and car. He isnow working as a supervisor in a hospital.Kaneez has completed her studies up tothe 8th class. She developed her interestin arts and crafts after watching televisedprogrammes on this subject.

Kaneez took a loan from NRSP to start asmall business in handicrafts, after somewomen from her neighbourhoodinformed her about the programme. Shewent to the NRSP credit office, where shereceived details on the procedures andconditions before deciding to take a loan.She has been in the programme now for 8years and is very happy with the schememaking regular payments. The loanamount she takes ranges from Rs. 10,000to Rs. 15,000 which she repays throughmonthly instalments.

Kaneez's work includes: flower making,jute work, lamps, chick, lasani, mirrorpainting, dough or porcelain work. Priorto starting her business, she took trainingfrom a lady in her area in makinghandicrafts before going on to teach girlsat her home. Initially she taught ten girlscharging a fee Rs. 3,000 for three months.Now she trains students at institutes suchas Fatima Jinnah University, Alfalah,Behbud frequently and Chakri.

She had to overcome many challengeswhile starting her business frequentlytraveling to different parts of the country

The NRSP Microfinance Bank is dueto open in 2011.

Kaneez Fatima, participant in

the Micro Enterprise and

Development ProgrammeDistrict Rawalpindi, northern Punjab

for materials such as mirrors, paper sheetsfoams and porcelain for making flowers.Now she buys material in bulk from awholesaler which has reduced hertravelling costs. She takes orders fromdifferent shops in Lahore and earnsaround Rs. 30,000 per month for makingapproximately 40 items. Kaneez's twosons (Shahid Butt and Salman Butt) nowalso have their own decoration shops inchina market.

She is pleased with her current businesssaving approximately Rs. 20,000 permonth. Kaneez has used these savingsprimarily for healthcare.

Poverty in urban and peri-urban areas ofPakistan can be even more severe thanthat found in rural areas due to a lack ofsocial safety nets and intermittent andweak income sources. This makes already

UPAP: targetting women

“Our family has faced many problems in the past and I am proud to be able tosupport them. It was not easy to start the business, it involved so much travellingand work but I made it a success. I am confident that my business will continueto expand.”


2,437 2,893 3,5724,505

5,792

8,021

11,732

20,151

25,692

32,427

357 489 7011,018 1,565

2,5144,209

7,792

10,788

14,053

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Men Women

Micro Insurance under UPAP

Realising the need to protect its clients, UPAP initiated a micro insurance scheme in 2008 structured aroundthree core products, all are designed to protect clients and their families in the case of client/spouse death:

the outstanding principal loan balance and interest will be paid from the micro insurancefund in case of the borrower's death.

an amount equivalent to 50% of the loan amount disbursed will be paid to theheir/family of the borrower in case of her death to cover the funeral expenses.

an amount equivalent to 50% of the loan amount disbursed will be given to theborrower in case of death of insured family member to cover the funeral expenses.

As of June 2010, UPAP has insured 463,408 active clients under the credit life insurance program. 234,850of these are active clients; while there have been 1,561 claims. 26,964,072 premiums have been collected with19,622,276 as realised income. The amount of claims paid has added up to 15,775,557.

Unlike other microcredit insurance institutions, UPAP policy is to return the claim as soon as the deathoccurs. 54% of the time death is reported within 1 to 10 days. 46% have received payment within 11 to 31days, 15% within 1 to 10 days and 7% on the same day (figures as of June 2010).

i. Credit Life:

ii. Additional Benefit:

iii. Additional Life:

marginalised groups even morevulnerable. UPAP specifically targetseconomically marginalised women whodo not have access to the mainstreammicrocredit market.

The UPAP operates through savings,micro insurance and credit. Running in14 Districts, the UPAP is rated by theMicrofinance Network as the

The programme organises women intosmall groups of three or four mobilisingmembers to save. Women are encouragedto start small scale businesses or acquirelivestock which can be used for incomegeneration as well as domesticconsumption. Some also use the loan to

fifthlargest microfinance programme inPakistan.

help their spouses or male familymembers to start businesses. UPAP has todate, disbursed Rs. 6,455,225,069 through502,303 loans.

Following adownturn resulting from the worldfinancial crisis affecting liquidity in 2008-09 the UPAP has again picked up earningan operational surplus of Rs.27,447,930over 2009-10. Data collection is regularlyobtained to assess the profitability ofdifferent income earning activities andhence the return on loans. This enablesthe UPAP to better guide future clients inturn strengthening programmesustainability.

81% of borrowers have used microcreditloans to expand or continue runningbusinesses; while 19% have started newsmall scale enterprises. The majorityapplying for these loans are uneducated(71%) significantly narrowing othermeans of income generation.

The UPAP micro insurance-credit loanshave been very successful with thecurrent portfolio, as of June 2010, at886,161,615. The number of active loansis 117,425.

With funding from the World Bank'sConsultative Group to Assist the Poor(CGAP), UPAP is the first Microfinance

Financial Sustainability:

UPAP in practice

Seher Bano, UPAP participant, family decoration business,Rawalpindi, northern Punjab


Institution in the country to be rated byMCRIL. The UPAP is annually audited bythe M/s A.F. Ferguson, a member firm ofPrice Water House Coopers.During 2009-10, UPAP disbursed Rs.1,577,908,000 through 122,149 loans.Table 6 in the Statistical Abstract providesthe full details of UPAP's disbursementsince its inception.

Khatoon Jan is a 60 year old widow livingin Dhoke Chaudria. She has received noformal education and lives in a modesttwo room house with four other women.Her 20 year old adopted son, HajiAhmed, works as a driver in the city. Hewas formally the only bread winner in thefamily earning Rs. 7,000 per month fromwhich he sends Rs. 5,000 for householdexpenses. Khatoon Jan also receives Rs.3,000 from her government pension.Khatoon states that surviving on Rs.8,000 a month was extremely difficultwith five people to feed and clothe.However, she still managed to make smallsavings through her committee of Rs.1,000 a month in the hope of utilisingthese for her family.

It was Khatoon's neighbours thatinformed her of the UPAP microcreditprogramme as a way to receive a lumpsum of money to invest in potentialincome generating assets. She met withthe Field Workers who explained theprocess of taking microcredit loans andinsurance. Khatoon took out the first loanpackage in her husband's name in August2002. She used the money to purchase acow planning to use the milk both fordomestic consumption in the form ofbutter and cheese and to sell. Everymonth Khatoon repays a sum of Rs.1,900 to UPAP, she has to date notmissed an instalment.

Khatoon's husband, Abdur Rehman,retired from the army, received a pensionof Rs. 3,000 each month. He sustainedthe household expenses through his fourcows which he gradually purchasedthrough the UPAP loan system. AbdurRehman used to sell the milk he obtainedfrom these on a weekly basis. On 6th

Khatoon Jan, Sargai,

Rawalpindi – Micro insurance,

Additional Life

August 2009, Abdur Rehman, passedaway at the age of 50 from a heart attackconnected to continued high bloodpressure levels. Following her husband'sdeath, the family experienced financialdifficulties and had to sell three of thecows. However, Khatoon took anotherloan in her sister, Bushra's name last yearand was able to repurchase a cow. Thefamily is now able to again sell the cow'smilk as a source of income.

Once a cow becomes unable to give milk,the family sells it in exchange for anothermilk producing cow. On average they earnRs. 2,000 every month from selling milk.Once a year the cow also produces a calfwhich they sell for Rs. 25,000. They willcontinue using the loan cycle from UPAPas the repayment process gives them thespace to spend as and when needed.Currently the family owns one cow, andone calf which they plan on selling andbuying another milk producing cow.

The formation of a large number ofLSOs in 2010 will lead to the scaling upof community manager creditprogrammes through CIF in the yearsahead. The launching of NRSP Bank in2011 will also lead to the expansion ofthe organisation's microfinance activities.

UPAP plans to further expand targetingaround 200,000 active borrowers by theyear 2011-12.

Future Plans

“I am relieved that I can now provide for my family and plan for our future.”


Grant beneficiaries of theSocioeconomic Development of Destitute and Neglected Children's Families Project (SDDNCF),

Rawalpindi, northern Punjab, funded by the Government of Punjab

Social & HumanProtection Programme


effective strategies for both targeting andimplementation. The project aims atcreating employment and diversifying theincome sources of 10,250 poor anddestitute families. The Child Protectionand Welfare Bureau (CPWB) isresponsible for: the identification, rescueand registration of street children whilstthe NRSP provides skills training, incomegenerating grants and access to servicesincluding microfinance. The project isoperating in five districts of Punjab.

The SDDNCF Steering Committeedecided to review project strategy forclient identification and registrationaccording to last year's field findings. Thestrategy has been modified to identifyfamilies in areas where the CPWB hasalready rescued children consolidating andextending activities in these areas. Povertylevels are assessed by the CPWB, those inlower bands (0-30) are eligible fortraining. As of June 2010, NRSP hasprovided support to 7,238 families.

Akheera Bibi lives with her husband,father in-law, and her eight children, inKhana Pull Jhugian, Rawalpindi. Thewhole family live in a single constructionresembling a large tent. Akheera and herhusband do not have the means to sendtheir children to school. The familyentered the SDDNCF programme whenAkheera was found begging with hereldest daughter, Naseem, aged 14. It waslater found that they had been beggingtogether for five years leaving daily at fivein the morning and returning at six in the

Akheera Bibi, participant in the

SDDNCF, Rawalpindi

The was initiated in2008. The programme focuses onmarginalised and neglected groups suchas women, the destitute and the disabled,often unable to participate in mainstreamactivities. They face barriers in terms ofskills, education, social networks andfinance. SHP operations aresupplemented by the NRSP's microhealth insurance programme in operationsince 2008, and designed to reducehousehold shocks and protect the mostvulnerable.

This project aims at eliminating honourcrime through increasing awarenessamong communities and theimplementation of criminal law. TheNRSP, in collaboration with the otherpartners, has completed the necessarypreparatory work for a benchmark surveyto assess the existing prevalence rate ofhonour crime in the project area. Asituation analysis and training needsassessment in regards to stakeholders andcommunities were also undertaken afterwhich manuals were developed for thispurpose. The implementation teamreceived supplementary training and morethan 9,000 copies of IEC material wasdistributed in the field.

Other activities undertaken include: thetraining of trainers, communities andpublic and private officials, the design oftraining manuals suitable for differingknowledge levels among these, fortnightlymeetings with targeted communities,three interfaces (two provincial and onenational) and an impact assessment.

The major work of the SHP is carried outin conjunction with the Government ofPunjab under the SDDNCF. This workhas enabled the NRSP to develop

SHP Programme

End Honour Crimes Project

Socioeconomic Development

of Destitute and Neglected

Children's Families Project

Funded by the United Nations Fund forWomen's Development (UNIFEM) - incollaboration with National Commissionon the status of Women (NCSW) and theGovernment of Pakistan, DistrictRajanpur and Mirpur Khas

Funded by the Government of Punjab

Social & Human Protection Programme 15

Community meeting to discuss Honour Crime, Rajanpur

evening. In this routine they earned anaverage of Rs 400 per day.

CPWB staff identified the family asdestitute and as having no other means ofincome generation. They then contactedthe NRSP to carry out a formal needsbased assessment based on poverty levels,family size and potential income sources.During this assessment period, Naseemwas removed to a hostel in order toprevent her carrying out further work onthe streets. Through this avenue, thefamily were registered with the NRSP andCPWB under the SDDNCF.

As part of the SDDNCF programme,Akheera was provided with a grant of Rs.10,000 to invest in a potential source ofincome generation. After consultationwith programme staff, the family usedthese funds to buy a harmonium whichAkheera's husband, Mohammad Ramzan,a folksinger now plays. He sings and playsthe harmonium at weddings, birthdays,and family gatherings earning an incomeof up to Rs. 500 per day. Akheera hasnow also taken employment cleaning for afamily living in a nearby house. In thisemployment she earns up to Rs. 3,000 permonth. This joint income has enabledher and her daughter to stop begging.Naseem now helps her mother at hometo look after the younger children.

Mohammadis now teaching the harmonium to his

'I feelhappier now that Naseem is safe; I feel that sheis more respected by society also.'

son.

The NRSP implemented the PWFL in 16Union Councils in the district of Baghand Poonch, as a part of post-earthquakerehabilitation and reconstructionactivities. The project included: theidentification and assessment of PWFL,their social empowerment through socialmobilisation; capacity building for serviceproviders and civil society organizations;and the linkages with service providers.

The NRSP identified 6,668 PWFLsthrough community organisationsincluding 5,830 adults (2,859 beingwomen) and 838 children. NRSPconducted 777 counselling sessions, 36awareness raising workshops andprepared 3,847 rehabilitation plans.PPAF consultants provided technicalguidance on project implementation andtraining to NRSP staff on the communitybased rehabilitation approach.

The NRSP's poverty scorecard survey hasrevealed a large number of persons withhearing deficiencies in the Union Councilof Litten situated in district Bhakkar. Onthe advice of specialists, the organisationis now providing hearing aids to 132community members (42 men, 48women, 28 boys and 14 girls) through thelocal LSO. Although small in scale, thisdirect intervention has changed the life ofrecipients enabling them to have a normallife.

The World Bank identifies hopitalisationand injury as one of the major causes ofhousehold shocks. These shocks can leadto a long term reduction in income levels

'It is important for me to know that thefamily will always be secure, I do not want anyof us to have to beg again, we are respectablenow'.

Support for People with

Functional Limitations (PWFL)

Provision of Hearing Aids and

Services

Micro Insurance, in

partnership with Adamjee

Insurance Company

PPAF funded, District Bagh

"I feel happier now that Naseem is safe; I feel that she is more respected bysociety also. 'Mohammad is now teaching the harmonium to his son. 'It isimportant for me to know that the family will always be secure, I don't wantany of us to have to beg again, we're respectable now"


due to the selling of productive assets topay for surgery, medicine and hospitalcare. The Hospital and Accidental Deathinsurance scheme was launched in 2005.

To date, a total of 1,629,345 people havebeen insured under the programme, ofwhich 654,793 are women and 974,552are men. 8,351 claims have been approvedand a further 1,774 are in process.

The NRSP collects premium andinsurance claims from its clients andsubmits them to Adamjee InsuranceCompany for processing. Payments areissued to clients through the NRSP. Thisprogramme is designed for CO membersand microcredit clients.

What the programme covers:inpatient

hospitalisation expenses due to childbirth, illness or accidental injury.

funeral expensescovered in case of natural death,compensation for death or permanentdisablement resulting from injury. All loanclients are covered under this programme.

In 2009, the MEDP reduced the premiumcost for clients and extended the schemeto cover their immediate family (spouseand children under the age of eighteen).The premium is now Rs.100 per annum.This covers clients for up to Rs.15,000.The NRSP has increased efficiency inclaims reimbursement and is working toincrease the awareness and capacity ofclients to utilize this facility.

Social and Human Protection intends toscale up its programmes developingpartnerships with specialised agencies.The NRSP is also further developingexisting products such as communityinvestment funds and micro insurance,and systems to align them more closely tothe needs of the programme. The Socialand Human Protection unit expects LSOforums to take a lead role in empoweringthe poorest groups within communities.

This programme has become thelargest of its kind in the private sector.

i. Hospitalisation cover:

ii. Life insurance:

How the programme works

Future plans

Recipient under the hearing aid project, Bhakkar, Punjab

Figure 10: Trend in client growth: 2005-2010

Social & Human Protection Programme 17

95,516

214,133

509,563

625,960

974,552

31,92183,598

193,520

320,115

654,793

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

NRSP55%

KASHF17%

KB8%

FMFBL 7%

TRDP3%

OTHERS10%

Figure 9: NRSP share of micro health insurance policyholders, as of June 2010

Source: Microwatch, June 2010

2.94%

1.69%

3.54%

7.53%

2.08%

3.42%3.33%

1.57%

2.07%1.91%

Typhoid

8.00%

7.00%

6.00%

5.00%

4.00%

3.00%

2.00%

1.00%

Fever

Hepatitis

Kidney Problems

Abdominal Pains

Urinary

Infection

Heart Disease

Diabetes

Respiratory

Cataract

Figure 11: Ten most common claim types

Mobile phone repair training under the Vocational Training Programme,Rawalpindi, northern Punjab, funded by Pakistani Poverty Alleviation Fund (PPAF)

Human ResourceDevelopment


The works closely withNRSP regional staff to identify trainingrequirements, and to plan and formstrategies for the completion of these.These trainings aim to empower people tocapitalise on opportunities and resourcesencouraging individuals to expandbusinesses, enhance productivity levels,and improve the management of naturalresources and projects within theircommunity.

The portfolio of all HRD trainings iscurrently being managed by the .This institute was registered as a separateentity in May 2010 under the leadershipof Roomi Hayat. This was due to therapid expansion of the organisation,eventually requiring a separate structure.The N-IRM continues to work closelywith NRSP's regional and head offices.Please refer to the section onTransformation for details.

The NRSP conducts training programmesto:

Enable poorer communities toproactively seek new income earningopportunities imparting informationon book keeping, basic accounting,business planning and

. This training usually

HRD section

N-IRM

•

enterprisemanagement

Community Training

Programme (CTP)

Linkages:

Linkages with government:

Linkages with private/research institutions:

The majority of trainings are conducted by in-house staff who can tailor sessions to local needs andresources. Trainings are also outsourced to specialist institutes, research centres, universities and governmentdepartments. This encourages the formation of linkages between staff, private institutions, communities andgovernment.

outsourced trainings to local government can serve a dual purpose; they not onlyensure that communities receive information on services specific to their area but form linkages betweencommunities and government departments. This exposure familiarises community members with local officialsand informs them about how these officials can assist them e.g. to obtain identity cards, to register land or toobtain subsidies on agricultural inputs. Government departments which have participated in trainings include theAgricultural Department, the Livestock and Fisheries Department, the Social Welfare Department and NADRA.

The NRSP has also conducted trainings to build the capacity of government departments in participatory andrural development and in how to engage communities and activists in planned activities.

work outsourced through private or research institutions,enables the NRSP to disseminate the latest agricultural and livestock techniques to farmers and communities.The organisation also uses this information to inform project design and strategy for wider programmes.Research institutions holding linkages with the NRSP include the Poultry Research Institute, the PakistanAgriculture Research Council, livestock farms, the Tando Jam research centre, the Nuclear Institute forAgriculture and Botony and the FAO.

takes place in conjunction withmicrocredit and grant programmes.

Maximise the use ofto enhance sustainable

productivity gains. This includesareas such as farming techniques,livestock and fisheries.

Enhance the skills and capabilities ofthe poor to obtain employmentthroughprogrammes tailored to market needs.

to utiliselocal resources and project activities.These persons then inform otherswithin their communities ofopportunities for incomeimprovement and available servicesoffered through local initiatives andgovernment.

Buildthrough Community

Management Training to better equipCO members to drive their owndevelopment initiatives.

Strengthen school management andteaching techniques for

programmes.

Create a pool of birth attendants and

•

•

•

•

•

•

naturalresources

Vocational Training

Train community activists

good governance and localcapacity

community-based education

local health workers.

Human Resource Development 19

Zia Ullah, Heavy Industry

Training participant under the

UCBPRP , Kamar Mashani,

Mianwali

Zia Ullah, aged 34, is married with threechildren and belongs to CO Sarmat Khailin village Dila Mir Wala in Mianwali. Thefamily live together in a single roomwithin a house in which two morefamilies reside under the joint familysystem. Prior to the start of the UCBPRP,he worked for various constructioncompanies in Karachi, Lahore andRawalpindi as a carpenter where he wouldearn from Rs. 8,000 to Rs. 9,000 permonth. Zia found it difficult to supporthis family on this income and realizedthat if he was to raise this, he would needto switch to another industry.

He first learnt about the trainingopportunities offered under the UnionCouncil project from his local villageorganisation, in turn informed by LSOKamar Mashani. Although he had noprevious experience of working in heavyindustry, Zia believed that there was muchdemand for skilled labour in this areaboth within and outside of Pakistan andapplied for the programme in June 2009.Shortly after this, he was nominated forthe training through a resolution passedby his CO.

The training took place in Islamabad andlasted for one month. Within a fewmonths of completing the trainingcourse, Zia's uncle informed him ofvacancies in a well reputed constructioncompany in Saudi Arabia. He applied andwas selected. Zia is now earning anincome of 1,700 Saudi Reyal monthly,from this money, he sends Rs. 45,000monthly to his family. The family nowhave a much better standard of livingbuying more food and clothes for thechildren. They also used extra savings topay for Zia's brother's wedding and to goto Mecca for Haj. Zia is now supportinghis elder brother to study a BE inelectrical engineering in Karachi, a coursecosting Rs 35,000 per month.

The family remain in regular contact withthe LSO and Zia's two sisters are nowattending the adult literacy trainingthrough PALLS. They have alsobenefitted from a drinking water supplyscheme recently constructed near theirhome.

The HRD continuously works to enhancethe skills and productivity of all NRSPstaff in implementation and managementactivities. Table 7 in the StatisticalAbstract presents additional details ofstaff training. Social mobilisation formsthe basis of every programme. There isalso a Management DevelopmentProgramme which includes the Women'sLeadership Programme and YoungProfessional Leadership Programme.

“It isimportant for my brother also to becomespecialised in a skill, then he too will be able tobetter support his family.”

Staff Training

Programme (STP)

“The LSO have done a lot for my family and I,we are all benefitting from their work. In futureI hope to use the skills I have learned furtherand become an expert in my field.”


These year-long programmes aim atbuilding the leadership capacities ofwomen professionals. Core trainingcourses are:

buildsmanagerial skills for SocialOrganisers and Professionals.

improves overall efficiency withhuman resources strengthened atevery level.

smallenterprises, business planning andbusiness growth.

There is also a separatewhich works in conjunction

with IQRA University to provideand the IIUI leading to

a . Alongsidethese, an and

are offered.

Launched in 2007, the WLP aims todirectly address the gender disparity inskills sets between male and female staffin the Rural Support Programmes. Theprogramme enhances managerial skillscovering HR development, M&E, gender,governance and research techniques. Italso builds confidence in the applicationof these through exposure visits, lectures,presentations, group exercises, field visitsand trainings given in five phases over aone year period. The 2009 programmeended with an exposure visit to Sri Lankawhere participants visited governmentagencies, NGOs working on women'sissues and women entrepreneurs.

Irnum Malik, working in the MonitoringEvaluation and Research (MER) sectionof the NRSP head office joined the WLPin January 2009. Irnum states that thiswas the first time she had attended anyprofessional leadership programmespecifically targeting women. Beforejoining the WLP she felt that she wasgiven limited responsibilities in her role asa Programme Officer.

•

•

•

Social Mobilisation:

Management Development:

Microfinance Management:

AcademicsProgramme

PostGraduate Diplomas

PhD in Rural DevelopmentInternship Training Programme

Summer Internship Programme

Women's Leadership

Programme (WLP)Launched by the RSPN and N-IRM

Irnum Malik, awarded best

participant of the WLP

After attending the programme her jobresponsibilities and opportunities haveincreased in accordance withperformance. Irnum now feels moreconfident in her current position with theprogramme providing her the opportunityto learn how to perform and managetasks more efficiently.

Over 2009-10, 266,706 communitymembers received training in over 200different types of courses. 914,406 peoplehave been trained as of June 2010. Tables7 and 8 in the Statistical Abstract providea breakdown of this.

Training programmes are planned forboth staff and LSOs. These trainings willfocus on monitoring and evaluation,proposal writing (specially for LSOs), andfunds management.

Progress over 2009-10

Future plans

“I used to be less focused on long term career planning but after attending theWLP I am eager to use my new skills and to improve my knowledge of MER'.

Human Resource Development 21

Construction of a bridge under the infrastructural component of the Sindh Coastal CommunityDevelopment Project (SCCDP), Badin, Sindh, funded by the Asia Development Bank (ADB)

Physical Infrastructureand Technology Development


Physical infrastructure supportssustainable community development.Improvements to infrastructure result inbetter health and education, safer watersupplies, and better access to economicopportunities. There are five majorcategories of community physicalinfrastructural schemes (CPIs) undertakenby the : agriculture (landdevelopment, irrigation, and waterchannels), drinking water supply,communication (small scale roads,bridges, and culverts), sewerage anddrainage and social infrastructure such ascommunity building and school boundaryrehabilitation.

The NRSP facilitates the developmentand maintenance of infrastructurethrough social mobilisation, training, theprovision of technical assistance and theformation of linkages to resourcepersons.

Over 2009-10, 96,508 householdsbenefitted from 2,025 NRSP initiatedschemes. 1,041 schemes have so far beencompleted costing Rs. 824 million withcommunity contributions of Rs. 81million. The total number of initiatedschemes is now 22,289 with 20,760 ofthese complete, in total costing Rs. 4,725million including Rs. 1,023 million incommunity funds. 943,259 households intotal have to date benefited from NRSPCPIs. The NRSP continues to push forincreased female participation in theimplementation of its CPIs.

The PITD Head Office staff conductperiodic visits to schemes being managedthrough its regional offices and COs.These site visits assess the condition of

PITD section

Progress Overview

2009-10

Core requirements for implementation, the scheme must:

• benefit a wide range of recipients withinthe community;

• not have any adverse environmental impacts;• be affordable, manageable and sustainable;• be the responsibility of the community

in terms of implementation, managementand maintenance.

Sustainable and demand driven infrastructure

Identification of scheme by CO

Pre-feasibility assessment byNRSP & CO

Technical assessment & costestimate by engineer

Terms of partnership, roles decided,O&M, CO share

CO cash contribution

Release of 1st instalment through COresolution, training, execution

Release of final instalmentsthrough CO resolution, completion

CO O&M, NRSP troubleshooting

Retu

rned

for

mod

ific

atio

ns/

Re

jecte

d

Implementation process of CPIs

Physical Infrastructure and Technology Development 23

DWSS Agriculture Communication Sewerage & Drainage Others

13.2%

44.7%

5.3%

6.4%

30.5%

Figure 12: Percentage wise breakdown of schemes completed as of June 2010

2000 -2001 2002 -2001 2002 -2003 2003 -2004 2004 -2005 2005 -2006 2006 -2007 2007 -2008 2008 -2009 2009 -2010

Drinking Water Supply 139 159 244 227 59 115 255 257 134 269

Agriculture 73 163 197 302 221 531 763 339 252 265

Communication 78 54 98 78 42 99 132 159 63 150

Sewerage and Drainage - 24 58 100 120 139 172 279 74 113

Others 4 30 12 8 21 43 47 15 36 150

Total 294 430 609 715 463 927 1,369 1,049 559 947

294

430

609

715

463

927

1,369

1,049

559

947

0

200

400

600

800

1000

1200

1400

1600

partners. The project's majorcomponents are: improved coastalmanagement, community development,institutional capacity development andproject management.

The NRSP is responsible for CommunityDevelopment organising 1,388 COs,training 36,630 community members andimplementing 815 small scaleinfrastructural schemes. As of June 2010,323 infrastructural schemes have beeninitiated under the SCCDP of which 181have been so far completed. Thesetargeted interventions are designed togenerate opportunities for incomeearning, build market linkages andimprove quality of life in a sustainablemanner.

Yusuf Mallah is a village in UnionCouncil Bughra Memon. It comprises 38households and its residents mainlycultivate rice, sugar cane and wheat.Previously having no adequate road, thearea was effectively cut off from localmarkets. Under the SCCDP, a link roadof 2,400 feet, costing Rs. 73,669, wasconstructed. This road, maintained by thelocal CO, now connects the localpopulace to markets at a distance of 10-35km.

Vehicles now come twice a week forpeople to deliver their produce to markets

Infrastructural projects

In villages Yusuf Mallah,

Ibrahim Mandro and Golo

Mandro under the SDDCP,

Thatta, Sindh

Construction of a road under the PPAF funded infrastructure programme,Thatta, Sindh

schemes and ensure they are beingmaintained, assess whether the objectivesof the CPIs are being met and provideany necessary technical support.During 2009-10, PITD section conducted11 audits of 97 CPIs. The audits foundthat 88% of the completed CPIs werefully functional and meeting projectobjectives and that the Physical conditionof 59% of the completed CPIs wasexcellent, 20% good and 9% satisfactory.

In conjunction with the Sindh CoastalDevelopment Authority, the SCCDPoperates in 815 villages in the districts ofBadin and Thatta. The Coastal ForestDivision, the Forestry Department, theInternational Union for the Conservationof Nature (IUCN) and the Livestock andFisheries Department are also resource

Sindh Coastal

Community Development

Project (SCCDP)ADB funded (2009-13)

Figure 13: Distribution of schemes completed from 2000-2010


0

50

100

150

200

250

300

350

400

450

500

Drinking Water Supply Agriculture Communication Sewerage andDrainage

Others Total

20

125

530

8

188

39

0 1020

47

116

151128 130

4

46

459

SLBAP SCCDP PPAF

Figure 14: Schemes completed for major projects under the PITD over 2009-10

in Kadan, Badin and to Mirza sugar mill.The link road has enabled them to supplytheir crops at a lower cost and they cantransport as much as 40,000 kg per weekcompared to 20,000 kg previously,meaning a 50% increase in their income.Rusul Bux, who has 16 acres of land onwhich he grows sugarcane and wheat says,

Ibrahim Mandro and Golo Mandro arevillages situated in Union Council BughraMemon. Both were frequently affected bycoastal tides. The sea water used to mergewith canal waters making land unsuitablefor cultivation. Under the SCCDP, a waterprotection bund covering a distance of8,400 feet was constructed blocking theflow of coastal water. Both communitiescan now irrigate their land for the growthof rice, cotton and (fodder) cropswhich has doubled their income.

Mohammed Musa has a family of ten andrelies heavily on agriculture as a primaryincome source. Mahommed says that afterthe construction of the bund his totalproduction increased by 1,500 kg.

The PITD plans to focus on conservationand disaster prevention projects such asthe construction of water bunds andstrengthening barriers against soil erosion.Sanitation will also feature largely inplanned projects to improve standards ofliving at community level.

“The link road has opened so many opportunitiesfor me. I transport my stock twice a week and itis easier now to feed my family of twelve, myanxieties have lowered drastically.”

Jhantar

Future Plans

“Now I can earn Rs. 3,000 per acre. Our options have increased, and landhas now become conducive for mangrove plantation which will further boostmy income.”

Physical Infrastructure and Technology Development 25

Irrigation system implemented under kitchen-garden component of the Landless HarisProject (LLHP), Thatta, Sindh, funded by the Government of Sindh


In accordance with the 18th amendment,the Ministry of Livestock and Dairy, hasdecided to transfer this project toProvincial Livestock Departments

NRSP has been working in partnershipwith the ASF since September 2006. ASFprovides grant funds to eligible Farmers'Enterprise Groups (FEGs), (i) capacitybuilding; (ii) start-up agribusinessenterprises; (iii) demand driven research;(iv) the development of private sectorextension services; and (iv) the purchaseof business development services.As of June 2010, eighty-seven FarmersEnterprise Groups have been formed ofwhich forty-four were clustered into nineApex Enterprise Groups (AEGs). Thesegroups set up eight milk collection,chilling and processing units and a potatochips manufacturing unit. 2,256 farmershave benefited from these initiatives withRs. 8.8 million in technical assistance andfinancial aid provided.

The NRSP is implementing this in 6Districts of Sindh. The overall objectiveof the project is targeted povertyalleviation. This is achieved by buildingthe capacity of farmers through socialmobilisation, the distribution of

Funded by the Government of Sindh,March 09-June 2011, District Thatta,Badin, Mirpurkhas, Shaheed Benazirabad,Sanghar, and Matiari

The aims to introducelong lasting attitudinal change among thepoor towards the adoption of sustainablenatural resource management practices.The NRSP approach focuses on twoareas: building capacity and understandingamong communities and on the utilisationof new technologies.

No single department is responsible forENRM projects working with the N-IRMfor capacity building, PITD for technicalassistance, and MEDP for loans to smallfarmers. Government and privateagencies such as NARC, PCRET and theLivestock Training Institute KheriMoorat, facilitate access to services, andinputs. Over 2009-10 the ENRM assistedfarmers in accessing improved varieties ofseed, saplings for plantation, and bettercow and buffalo breeds. 8,357community members were also trained(4,324 of these women) in differentdisciplines of ENRM.

The NRSP targeted approximately fourmillion communities in 30 districts acrossPakistan. Doctors of Veterinary Medicineoperated from Field Clinics working withCommunity Livestock Extension Workers(CLEWs) to mobilise communitiestowards improved livestock managementpractices. The core objectives arelivestock productivity enhancementthrough the provision of veterinary andextension services, and asset creationincreasing milk and meat production,treatment was also arranged wherenecessary. A revolving fund of Rs. 39.2million for the purchase of veterinarymedicines and supplies is also in place.

To date, 98 Veterinary Clinics have beenestablished and Rs.92.93 million ofmedicines, vaccines and veterinarysupplies supplied to the clinics. 1,094CLEWs have been trained in first aid,vaccinations, and husbandry practices(including 33,342 women). 5,747,924animals have been vaccinated and5,454,580 treated for diseases, 45,913cows and buffaloes have beeninseminated using superior germ plasm.

ENRM Section

Funded by the Government ofPakistan, June 2007 – June 2010

Environment and Natural Resource Management 27

Training on vaccination under the Prime Minister's Special Initiative forLivestock Project, Sindh

agricultural inputs and cash grants and thefederation of farmers groups intoCooperative Societies. To date, 5,893COs have been formed against a target of2,438 and 1,161 infrastructural schemesconstructed, 1,833 haris have so farbenefited from the project.

The Project is a joint intervention ofFAO and WFP. The project has started inPunjab and Sindh, targeting farmers withtwo to four hectares of land in fooddeficient areas. Interventions includequality agriculture inputs, theestablishment of water harvestingstructures, the reduction of pests andharvest losses through improved storageand the capacity building of farmers. TheWFP has also distributed wheat grain asfood for work.

The ENRM is testing biological pestcontrol on sugarcane crops in the Districtof Bhakkar. The objective of the projectis to eventually replace the use ofchemical pesticides with biological andintegrated pest control practices. Coreproject activities are: raising awarenessamong producers of biological pestcontrol practices, the establishment of alaboratory in Bhakkar for breedingpredators and parasitoids to naturally

control pests, and promoting sugarcanewaste conservation for use as biologicalfertilisers. In 2009-10, IPM sugarcanelaboratory released 5,000 tricogrammacards in 1,250 acres to control sugarcaneinsects. The NRSP plans to reach 4,000small farmers in the next two years.

In May 2010, with the collaboration ofMicro Drip Irrigation, the ENRMinstalled four Micro Drip Irrigationsystems in Naushehra, district Khushabto test its impact on land of two kanaleach. The advantages were found to be:

Farmers were previously irrigating forabout two hours through floodirrigation, currently they require justhalf an hour to provide water overthe same area.

A smaller land area is wateredmeaning a lower chance of weedgrowth.Water goes directly to the plantsincreasing crop yields.

Based in 206 Union Councils, this projectincludes small scale income generatingactivities such as poultry rearing, seeddistribution and the installation of biogasplants. These are on a 50% cost sharebasis between the participants and theSLBAP.

The ENRM provides quality vegetableseeds at a low cost to communitymembers to encourage higher yields. Over2009-10, 10,000 winter and summervegetable seed packets were providedbenefitting thousands of poorhouseholds.

•

•

•

About 75% of water issaved.

July 2005 - June 2011, funded by theGovernment of Punjab

From the Ayub Agriculture ResearchInstitute, District Rawalpindi, Mardan,Bahawalpur and Mianwali


Seed storage facility, Badin, Sindh

District Rawalpindi, Mianwali, Mardan,Bahawalpur and AJK

Financial and technical assistancefrom PCRET

NRSP distributed 40,812 saplings amongits COs, during the spring plantationcampaign in 2009-10. N-IRM alsoconducted workshops on springplantation. The plants distributed weremosami, shakri, lemon, guava, apricot,almond, grapes and pomegranate.

The NRSP has installed 225 biogas plants,an environmentally friendly and a cheapsource of energy for heating, lighting andcooking. 25 were installed on a 50% cost-share basis in 2009-10. The plants convertorganic wastes into fertiliser reducingpathogens, worm eggs and flies. They alsoreduce the need to collect firewood forcooking encouraging .An impact assessment is currentlyunderway to assess the long term viabilityof biogas plants.

Humaira Nawaz, aged 33, lives with herhusband, two sons, and in-laws. She iseducated to matric level. Her husband isunemployed so she is taking on the fullfinancial burden of the family growingwheat, grain, mustard and peanuts withland provided by her father. On these 12acres, she obtains an income of Rs. 4,000per month. She grows other vegetablesand fruit at home which she sellsseasonally for approximately Rs. 100 permonth.

She has no electricity or gas facility at herhome and was formally relying on herhusband to collect wood which took upto three hours a day. They also had to buyoil to burn this, an expenditure of Rs. 400per month. Humaira joined the NRSPbiogas programme paying Rs. 10,000 on a50% cost share basis with theGovernment of Pakistan. Humaira'sfather provided her with two cows,buffalos and goats enabling her toprovide the necessary inputs for this. 70

the protection of forests

kg of dung per day is gathered daily fromthe cattle to make the biogas. When shewas using wood, the time for preparationand cooking would be approximatelythree hours, using biogas it takes thirtyminutes. Humaira states that the plant iseasy to maintain and to date she has notrequired any assistance with this, if a faultdoes occur she says her husband is able tofix this himself.

Previously the family suffered from healthproblems related to the indoor burningof firewood. This caused respiratoryproblems and coated kitchen utensils andplates with soot. There were also hygieneconcerns related to the drying of dungcakes on the walls. Using the biogas plant,there is no longer any smoke in thekitchen and the kitchenware is cleaner,there are also less insects which used togather due to animal waste being close tothe house. Now all the dung is useddirectly in the plant. Humaira also makessome small savings in fuel and formertravel expenses from the plant. She hopesto obtain a second larger biogas plant topower a lamp on.

In the coming year the ENRM is shiftingits focus more onto research andevaluation activities. The research andextension areas include: integrated pestmanagement, organic farming and off-season commercial production.

'Using biogas saves me a lot of time; I can now spend more time withmy children.'

Environment and Natural Resource Management 29

Baluchistan Education Support Project, Baluchistan, funded by the World Bank,activities undertaken in collaboration with the Government of Baluchistan

Social Sector ServicesEDUCATION


the percentage of primary schoolcompletion and reduce teacherabsenteeism. This will be completedthrough the formation of effective schoolcouncils and their capacity building. TheNRSP organised 4,273 School Councilsthis year. The process of verification andrelease of funds are being looked into forthe upcoming project phases.

The project was launched after thesuccessful implementation of the SchoolWater Environment and Sanitationproject in Lasbela in 2009. The projectimproved community participation inschools, alongside the rehabilitation ofdrinking water and sanitation facilities for30 schools. This included the formationof Parent Teacher School ManagementCommittees for 284 schools and theestablishment of 28 girls primary schools.The District Government and UNICEFare looking to extend this project further.

This project strengthens schoolmanagement and the quality of educationthrough the establishment and capacitybuilding of 2,364 primary and middleSchool Management Committees (SMCs)alongside 91 Resource Centres to provideliterary support to teachers. Over 2009-10, SMCs were policy notified by the

Primary Education Support

Project

Increasing Community

Participation in Education

Lasbela, UNICEF funded

Funded by DFID and the Govt of AJK

The hasexpanded in recent years with more focuson education for girls. The SSS aims to:

raise awareness of shortcomings ineducation services;forge links between communities andservice providers;implement model schools, healthcentres, and literacy centres for localgovernment to follow;build the capacity of communityactivists in undertaking educationinitiatives.

RISE was implemented by the AmericanInstitute for Research (AIR), theInternational Rescue Committee, Sungi,SRSP and the NRSP with cooperationfrom the Directorate of Education AJK.The project strengthens educationalinfrastructure in the worst earthquake hitdistricts of AJK and NWFP. The projectconcluded this year with operationalactivities ending in March 2010. Majoractivities included the strengthening andassessment of SMCs and training ofteachers. Additional grants were allocatedfor high performing SMCs. The NRSPsupported 1,600 schools under thisproject. All SMCs were provided trainingand 662 were provided with grants forshelter, furniture, drinking water andteaching aids.

This project was launched for the largescale adoption of lessons learned from apilot undertaken in 6 districts of Punjab,now expanded to the whole of Punjab.The NRSP was assigned 15,900government schools in ten districts. In the2nd year of the project, NRSP willexpand the project to Chakwal, Attock,Vehari and Rahim Yar Khan. The projectaims to increase primary schoolenrolment, reduce dropout rates, increase

SSS Section (education)

•

•

•

•

Revitalising, Innovating and

Strengthening Education

School Council Capacity

Building Project (SCCBP)

AJK – USAID funded

Punjab Education Sector ReformsProgramme (PESRP), DistrictBahawalpur, Bahawalnagar,Dera Ghazi Khan, Rajan Pur, Mianwali,Khushab, Bhakkar, Jhelum and

Rawalpindi,

Lodhran

Primary School under the PESRP, DG Khan, Punjab

Social Sector Services - Education 31

government for adoption across allschools in AJK. The finance departmentalso committed to allocate funds on anannual basis for the SMCs for operationaland rehabilitation requirements.

Children in 50 government schools in UCRasool Pur were provided daily milk.Tetra Pak Ltd. assisted in providingsupplies at discounted rates. 995,400 milkpacks were distributed through COs,School Councils and teachers. 6,636students including 2,769 girls benefittedfrom this intervention. NRSP and PPAFare planning to extend the project and animpact assessment is in process.

Support was continued for activities inRasool Pur Union Council. These startedin 2001 and were extended to UnionCouncil Kot Karam Khan. Facilities andteachers' salaries are being paid by theNRSP and JDW Sugar Mills. The area ofcooperation has now been extended toGhotki and Lodhran.

NRSP has supported 211 schools in totalwith more than 25,000 students (10,000girls) benefitting from this.

School Milk Project

Quality Education in Rahim Yar

Khan

Non formal Schools

PPAF funded

Supported by JDW Sugar Mills

Funded by the Adult LiteracyDepartment

Community Empowerment

through the provision of the

quality education

Union Council Based Poverty

Reduction Project (UCBPRP)

Balochistan Education Support

Project (BESP)

PPAF funded, Dera Ghazi Khan, RajanPur, Bahawalnagar, Awaran, Punjgoor,Badin, Bhakkar, Khushab, Rahim Yarkhan and Bahawalpur

Partnering with SRSO, Shikar Pur andKandh Kot, Sindh

World Bank funded through PPAF

PPAF supported the establishment of 39community schools, provided salaries, andfunded repairs, the rehabilitation ofschool facilities and the purchase offurniture. Infrastructural support wasprovided to a further ninety-fivegovernment schools under this initiative.Teacher and Parent Education Committeeand School Management Committeetrainings were provided. A total of 15,823students benefitted from this funding.

Community schools established inprevious years have now started classesfor middle and high schools. Some havealso formed linkages with institutions forformal registration and support such asPunjab Education Foundation. NRSP willcontinue to support these schools and hasforwarded a request to PPAF for anothertwo years.

NRSP identifies and makes non-functional schools functional throughbetter community based management andsupport. The presence of competentfemale teachers was a major criteria usedfor the selection of schools. Earlychildhood centres were also a mandate. 97schools were made functional and 7,709children benefitted from the project(5,443 girls and 2,266 boys).

The BESP project aims to expandeducational infrastructure into moreremote areas, provide technical support tothese schools, and build the capacity ofParent Education Committees (PECs).These schools will be ultimately linked

English lesson at a PPAF funded community school in Bahawalpur, Punjab


with the Department of Education. Thisyear NRSP continued supportingcommunity schools established with thesupport of the Balochistan EducationFoundation.

The NRSP is primarily responsible forsocial mobilisation to ensure communityparticipation in PECs, for assisting PECsin the establishment, registration andoperation of community schools and thecapacity building of PECs in schoolmanagement and finance. It alsoprovides support to the teachers andmonitors enrolment, teaching quality andattendance levels. The NRSP has to date,established 62 Community Schools with atotal enrolment of 2,150 students (1,120boys and 1,030 girls).

Community school Gardank HassanBazar was established in 2008 andcovering 44 households, is under phaseIII of the BESP project focusing on theareas of Kech, Gwadar, Awaran andPanjgur. The school is under UnionCouncil Allan Door, Kech district and has78 students enrolled in nursery, class oneand class two overseen by two teachers.The average age of children ranges from5-10 years. Enrolment has increased eachyear by a margin of 15% since the firstyear of the project.

The school is administered by a ParentEducation Committee (PEC). Theythemselves have provided a basicstructure for the school consisting of tworooms as well as a small ground forrecreational activities. Funds forconstructing a proper building for theschool will be provided in the third yearof BESP.

The PEC holds monthly meetingsaddressing school activities, facilities, themanagement of funds, teacher selection,the validation of documents andperformance, as well as studentenrolment. They request CIP fundsthrough NRSP to BESP that provides Rs.2,000 monthly to the school and up to Rs.6,000 towards teachers' salaries. As ofApril 2010, the PEC had saved Rs. 8,850.

Community School GardankHassan Bazar, Ketch, established underBESP

Noor Bux, aged 26, teaches students ofclass one and two at Gardank HassanBazar. Initially his pay was Rs. 4,500however, after completing his BA degreehe earns around Rs. 6,000. Hisemployment here has enabled him to earnenough money to pursue highereducation. He says,

Mohammad Nasaran, aged 10 is a studentof class 2 at Gardank Hassan Bazaar. Theestablishment of the school has brought achange in the way he perceives life.Mohammad aspires to become a doctorso that he can contribute towardsalleviating problems within hiscommunity.

SSS is planning to further increase levelsof community participation in all projectactivities. The enrolment and retention offemale students remains a priority.

“Before the school wasestablished I used to barely make ends meet,however the local CO enabled me to become partof the school, the NRSP facilitated me furtherproviding teaching courses. Since my time here Ihave seen remarkable improvement in thelearning abilities of the children, education hasnurtured natural talent, the community as awhole, we feel very proud.”

Future plans

“Before I used to rear cattle and spend the day roaming around the village, whenthe school was formed, I convinced my parents to enrol me. Despite initial difficultiesI am now able to read letters for my family which my relatives post from Dubai.”

Social Sector Services - Education 33

Medical camp, Badin, Sindh, funded under the core NRSP programme


subsequently completed including a linkroad and water supply scheme.

PAIMAN aimed to reduce maternal,newborn and child mortality. The NRSPwas engaged for social mobilisation, thecapacity building of local NGOs,awareness raising and service provision inremote areas through the establishmentof birthing stations. 4,457 peoplebenefitted from birthing stationsestablished in Basic Health Units inMurree and Gwadar. 18,582 people alsoattended TT vaccination and awarenesscampaign sessions. COs and othercommunity members were organised intohealth groups and linked with serviceproviders for vaccination andreproductive health services.

NRSP has long been working for thiscause since its collaboration with theGFATM Round two Malaria. NRSPsuccessfully carried out round twocampaigns using the funds generatedfrom the sale of ITNs for theredistribution of long lasting insecticidenets (LLINs) with 5,988 sold to date.These funds will then be reused for thenext campaign. Under GFATM Roundseven, the NRSP carried out an awarenessraising campaign through governmenthealth facilities in Turbat, Gwadar,Tharparkar, Khairpur, Thatta and Mardanand provided 356,493 LLINs besides.This project has been extended foranother year for the continuation of theseactivities.

CMAM has been developed for the rapidassessment and treatment ofmalnourished children and women.These people are provided supplementary

Pakistan Initiative for Mother

and Newborn (PAIMAN)

Preventing Malaria through

insecticide treated bed nets

(ITNs) and community

mobilisation - GFATM

USAID funded (2006 - April 2010)

Community Based

Management of Acute

Malnutrition (CMAM)

Mainstreaming reproductive healthconcepts has become a major task of SSS(Health). The formation of linkages toservice providers both in government andthe private sector remains a majorstrategy. Core activities include:

Education on hygiene, reproductivehealth, nutrition, and availableservices;Capacity building of BirthAttendants;Capacity building of officials in theHealth Department and serviceproviders;Facilitating donors and governmentto reach more remote areas.

The project aims to reduce infantmortality in Thatta, DG Khan, Turbatand Gwadar through birth spacing. Amajor shift in strategy was the inclusionof Community Based Volunteers (CBV),activists identified by communities andtrained by NRSP. Although NRSPcollaborated with Greenstar and theMinistry of Population Welfare for theprovision of birth spacing services, stresswas placed on the creation of linkageswith service providers. To date, 32,199people have participated in the projectand 45 birth spacing camps organised.

The NRSP is partnering in the district ofBagh, AJK. The project aims to improvedistrict health systems by strengtheningthe human resources and financialmanagement capacity of District HealthDepartment officials. Activities this yearfocused on the utilisation of 27 grantstotalling 230,239 USD provided to HealthManagement Committees (HMCs)formed around Basic Health Units, withthe participation of village health forumsand COs. The HMCs successfullyidentified a number of viable schemes

•

•

•

•

Family Advancement on life

and health (FALAH)

Primary Healthcare,

Revitalization, Integration

and Decentralization in

Earthquake affected areas

(PRIDE)

USAID funded

USAID funded

Social Sector Services - Health 35

foods and medicines. NRSP previouslyimplemented this project in UnionCouncils of Dera Ghazi Khan andRajanpur hit by the floods of 2008-09.Adoption of this programme by the localhealth department was a major focus.NRSP has screened 143,987 people with10,369 children placed in thesupplementary feeding programme and411 severe cases placed in stabilisationcentres with the help of activists andsocial organisers. Supplementary FoodProgramme and Outpatient Therapeuticcentres were established in nearby BHUs.COs were used to facilitate awarenessraising. This year the NRSP also carriedout CMAM campaigns in Swat, Mardanand Swabi after the IDP crisis there incollaboration with Save the ChildrenFund and UNICEF.

PPAF supported the establishment of tenLady Health Visitor based clinics in thedistricts of Punjgoor, Awaran, DG Khan,Rajanpur, Bahawalpur, Khushab andBhakkar. PPAF has committed to supportthis initiative for another two years. These

Health service deliveryPPAF funded

clinics were established in collaborationwith LSOs and COs in areas where thereare no service providers in reproductivehealth. These centres will be linked withother donors for training and technicaland financial support.

NRSP entered into partnership withGAVI in July 2009 to improve and sustainimmunisation coverage. The objective isto increase awareness of maternal andneonatal health behaviours around keyindicators: EPI, ANC, PNC, clean andsafe deliveries. NRSP is partnering indistricts Kotli, Rawalakot, Turbat andGwadar.

NRSP undertook the construction,rehabilitation, equipping and operation ofa few health facilities in remote areas withthe support of various donors. Thisbegan from the earthquake affected areaswhere NRSP managed more than 12

Global Alliance for Vaccination

and Immunization (GAVI)

Rehabilitation of Government

Health Facilities

Eye Care Initiative – supported by the Munnawar Memorial Hospital, PPAF

and JDW Sugar Mills

NRSP began collaborating with MMH in 2007 for the provision of free high quality eye care services.Originally started in Chakwal, with the help of PPAF and JDW Sugar Mills, this initiative was extended toBadin, Rajanpur, DG Khan, Bahawalpur, Bahawalnagar, Khushab and Bhakkar with 3278 peoplebenefitting from these activities. Community mobilisation is carried out by NRSP local teams. The MMH,Shifa Eye Trust and Layton Rahmatulla Benevolent Trust, carry out screenings and surgery.

Qualified doctors can be difficult to access for manyliving in rural areas, particularly for those that do nothave the funds to travel further into the bigger citiesfor help.

(Shamshad Allah, 21, treatedfor early signs of cataract in Sukkhar). Many of thosethat undertook surgery had previously given up hopeof living an independent and normal life. The directimpact of these surgeries on peoples' lives can be seenwith those previously confined to their homes entering employment and further education as a result ofthese surgeries.

(Siraj Ahmed, 22, case identified inMaluk Wali camp, treated for severe cataract in Sukkhar.)

“I was extremely hesitant to go through with thesurgery but when I saw children having the operations I felt thatI should have it done as well. I am relieved that I undertook thesurgery before it was too late.''

“I am very glad I had the operation, I used to stay all day at home and I was completely reliant on myfamily to support me, now I am driving a tractor earning an income for myself.”

PPAF funded clinic, Dera Ghazi Khan


health facilities in the recovery phase.Later the NRSP started work with theKario Medical Centre in Badin forrehabilitation activities alongside thehiring of staff, supported by BritishPetroleum Pakistan. PPAF also supportedthe rehabilitation of the reproductivehealth centre, Khoski, in Badin.

This health intervention project providesreproductive health and family planningservices to IDPs in the conflict areas ofSwat alongside rehabilitation activities.The project was initiated in September2009 and to date, 10,248 couples havebeen registered under the programme.Following a damage assessment,renovation of the Basic Health Unit(BHU) in Baidara was initiated andcompleted in May 2010. It included whitewash, electrification, building repair work,repairs to the water supply and seweragesystem. Old equipment was replaced withadditional items including a weighingmachine, BP apparatus, ENT set, andstethoscopes being provided.

The NRSP coordinated with the DistrictHealth and Population WelfareDepartment for the provision ofmedicines and contraceptives. The patientinflux markedly increased after hiring aLady Health Visitor (LHV) at the facility.6,426 patients have received treatmentsince December 2009, including 1,868males, 3,113 females and 1,445 children.

There has also been an increase in theutilisation of maternal and child healthand family planning services. Excessfunds have been used to extend theproject to June 2011. People in theaffected areas welcomed the operation,although the project was temporarilydisrupted due to migration out ofdistricts Swat, Dir and Buner duringheightened military operations.Approximately 4.4 million IDPs wereregistered in Khyber Pakhtunkha (KPK)with the NRSP assisting in rehabilitationactivities.

Reproductive health and

family planning for IDPs in

SwatFunded by the David & Lucile PackardFoundation Razia Mohammad, patient

of BHU Baidara

Razia Mohammad, a resident of Baidara,has seven children and came to BHU-Baidara to seek family planning services.She was not using contraceptivesbelieving oral pills to be cancerous and acause of abnormalities in babies andcontraceptive injections to lead toinfertility. On June 23, 2010 she came tothe health facility, here she received moreinformed advice on different methods offamily planning. The LHV addressedRazia's concerns after which she chosecontraceptive injections as a methodfamily planning which best suited herneeds. After three months, Razia returnedto the BHU, she was very happy with herchosen course of family planning andopted to continue with this. Heryoungest child was also receiving bettercare and her own mental and physicalhealth had also improved.

In order to continue the support forpatients through female staff, NRSP hasstarted discussions with the healthdepartment to post a female doctor orLHV permanently in BHU-Baidara.Proving to be a major factor in increasingpatient turnover, the NRSP continues toadvocate for the continuous supply ofmedicines to the health facility.

As a core area of concern and already amajor focus of project activities, theSocial Sector Services plans toincorporate reproductive health intomainstream programme activities.

Future Plans

Social Sector Services - Health 37

Disaster Risk Management Training Muzaffarabad, Azad Jammu and Kashmir (AJK),funded by Diakonie


(IRM). DMC roles and responsibilitieswere segregated and separate teamsallocated for search and rescue, first aidand disaster related awareness. EachDMC has a CBDRM manual and a toolkit containing helmets, gloves, a first aidkit, megaphone, search lights and buckets.

Each DMC has a three phase contingencyplan. A survey is carried out of the areato decipher potential resources at risk andto identify vulnerable areas and safezones. This information then forms partof the village plan that guides themitigation strategy. Immediately post orduring a disaster, information is gatheredand the designated team identifies andlogs a list of casualties. Theadministration and logistical team thenplan and provide relief items in theidentified areas whilst the search andrescue team relocates the injured to safezones for immediate treatment by the firstaid team.

During and after the disaster linkageswere formed with the State DisasterManagement Authority, NGOs, Media,Donor agencies and the Department ofHealth for support in relief and long termrehabilitation. DMCs also have a cohesivenetwork enabling response activities to bemore coordinated. In undertaking reliefactivities, DMCs and LSOs distributerelief items in accordance with thecompiled assessment; preference is givento groups identified as being the mostvulnerable. During the rehabilitationphase, safe areas for reconstruction areidentified, information on constructionmaterial is given and projects are initiated.

NRSP established ain Head Office in

2009. This unit provides key contactpersons for those within and outside ofthe organisation. It also streamlinesinformation from all sectors and regionsdistributing regular updates on disastermanagement, progress in activities, andany areas requiring further resources. Intimes of crisis these updates aredisseminated on a daily basis ensuringthat everyone works as efficiently aspossible on the activities required.

The 2005 earthquake in northern Pakistancaused mass devastation across AJK.Muzaffarabad was quickly established asthe central point for operations inNovember of the same year. Asystematic Community Based DisasterReduction management (CBDRM)system was created to:• raise institutional capacity in disaster

preparedness and response• reduce the vulnerability of

communities to disasters through theformation of Disaster ManagementCommittees (DMCs) at the grass rootlevel.

Modules were taught in disaster awarenessand response with inputs fromorganisations such as Red Crescent andHumanitarian Focus. Areas coveredincluded methods of search and rescue,survey and information gathering;distribution of relief items; early disasterwarning systems, risk mitigation andplanning, and first aid training. Simulationexercises were also undertaken.

NRSP utilised local COs to form disastermanagement committees at revenuevillage level (DMCs). Each DMC contains8-10 members. NRSP staff providedtraining supplemented by further sessionsat the Institute of Rural Management

DisasterManagement Cell

Funded by Diakonie

Disaster Risk Management 39

CBDRM Training, funded by Diakonie

In collaboration with Naya Qadam andJaipur Foot trust

The NRSP undertook an initiative thatfocused upon improving the quality oflife for people with physical disabilities inthe earthquake affected areas. In theaftermath of the earthquake an initialassessment was conducted andapproximately 500 patients attendedtreatment camps. These were laterprovided artificial limbs.

The project was up-scaled in 2008, withan artificial limbs clinic established at theNRSP Sihala Office with funding fromOxfam-Novib. The mobile clinic nowtravels to different areas of Pakistan on aneed basis carrying medical facilities andcontaining a consultation area. Guidanceis also given on the utilisation and care ofartificial limbs.

Putting systems into practiceOver 2008 - 2009, military operations tocombat insurgency in parts of Swat,Buner and their adjacent areas led to thedisplacement of 2,321,749 people. Mostfled to Mardan, Swabi and Charsadda.NRSP established activities in areas ofMardan and Swabi where food items,shelter boxes, health and hygiene kits weredistributed. To maximise the use of staffexperience and resources, staff at theAJK office were taken on board to betterstreamline relief efforts. Cluster meetings

were attended by NRSP representatives toinvolve potential stakeholders.

Projects were up-scaled following thereceipt of further funds. Personnel atAJK also gave training sessions to staff atthe KPK office. Through these trainings asystematic process was implemented forthe distribution of relief goods.

A rapid survey of camps was conductedby social organisers and facilitated by COsto establish need before distribution tookplace. Received goods were distributedaccordingly. Storage rooms at the NRSPregional office in KPK were also utilised;with records kept of goods distributedand received through local andinternational agencies and regular checkscompleted to verify these.

LSO Rawali based in the district of Baghin AJK collected Rs 130,000 in supportof the IDPs. With the assistance of theNRSP, the LSO used these funds to setupa vocational school in one of the IDPcamps in KPK, also distributing sewingmachines and embroidery materials. TheLSO went on to train local inhabitants inmethods of distribution, the constructionof tents and livestock sanctuaries andprovided Rs. 1,000 to each family with theremaining funds. Local LSOs in areas ofMardan and Swabi also worked incollaboration with the NRSP towardsdistributing relief items, separatecommittees were formed in camps andIDPs acted as resource persons, whilealso conducting vocational trainings at thecamps.

The mobile clinic was used in Nowsheraand later in camps at Swabi. The limbs arelight weight and simple to use. 175patients received consultations andtreatment. Disabled persons wereprovided training which they imparted toother IDPs residing in the camps. Theclinic is also used to treat patients whohave suffered the loss of limbs fromother causes making them more

Beneficiary of the Naya Qadam Project, AJK


vulnerable in times of crisis and incomegeneration difficult.

Nehalan Bibi, aged 19, of DistrictKhairpur, Sindh had her leg amputatedwhen she was just two years of age. Shelost her leg when she was hit in the footby an unaimed bullet during an incidenceof domestic violence. Despite receivinginitial treatment the wound got worse tothe point where it was decided toamputate her leg below the knee. Sheunderwent the operation in Jamshoro,Hyderabad. The wound took four monthsto heal. Her family did not have themoney to purchase an artificial limb forher and she walked using a permanentcrutch.

As a teenager she attempted to obtain anartificial limb from the Fauji Foundationbut was unable to afford the cost of this.

. Her husbandlater divorced Nehalan feeling that shewas not able to complete the tasks of anormal person. Following this, she movedin with her brother and his family.

“I always wished to have an artificial leg to beable to walk like other people”

“It wasvery tough for him to pay for my expenses whilerunning his own family matters. This situationalways made me feel very guilty. I could notimagine myself as a normal person. I was aburden to my brother and his family, and I wasvery conscious of this.”

When Nehalan was informed of the freeconsultation and artificial limbreplacement provided under the NayaQadam project in Karachi she initially didnot believe it possible.

Nehalan travelled to Hyderabad toundergo the consultation and where herleg was prepared by NRSP staff. Soonafter the consultation Nehalan wasprovided with an artificial limb.

During the return journey to KarachiNehalan began making plans for her newlife.

Gaining confidence after the procedure,Nehalan started a small business in Sindhiembroidery working on shawls. Shepurchases the shawls from the market andthen completes embroidery on themaccording to specifications provided byshopkeepers. Still in the initial phases ofher business, she is now earning anincome of Rs. 3,000 per month which shefeels enough to sustain herself on.

“For thefirst time in my life I felt myself to be completeand to be normal, my hearty prayers go out tothese people.”

“I had a skill of Sindhi embroidery but Inever dared to utilise it for earning money.”

“I am happy that I am no longer dependent onmy brother and his family to support me. I nowhave access to new opportunities and I feel hopefulthat I can expand my business.”

Mobile limbs clinic, Silhala

“It was like a dream for me to have the possibilityof walking without my crutches.”

Disaster Risk Management 41

Nationwide survey under the Benazir Income Support Programme (BISP), Mirpur Khas, Sindh,

funded by the Government of Pakistan

Monitoring, Evaluationand Research


also act as an additional check to assessprogramme progress, the quality ofoutputs being produced and verifywhether expected targets are being met.The MER section uses the report findingsto produce, strengthen or reassessrecommendations and monitor responses.

In 2009-10, the MERsection conducted 21 situation analyses inNawabshah (Shaheed Benazirabad) andassisted the KPK region in this. TheMER section also completed the PovertyScorecard Census. In 2008, the NRSPcarried out a baseline survey incollaboration with the ILO to collect dataon the deficits amongst microfinanceclients in Hyderabad and Rawalpindi.

Asthe predominant users of MIS, MERassists in the design and upgrade of thesystem and provides inputs for this in thebiannual meetings. The MER section alsoprovides support to the IT department to

Baseline studies:

Management Information Systems (MIS):

The acts as a central hubthat manages the data records for allprojects and evaluates progress. Theserecords are used to carry out data analysisthat feeds into programme strategy and toproduce regular updates, evaluations andimpact assessments.

Core responsibilities:Developing and maintaining anaccurate data system that producesregular reports;Monthly programme updates;Developing and implementingbaseline surveys and situationanalysis;Field monitoring and data analysis;Impact assessments, project, productand programme evaluations;Designing and developing newprojects; and implementing pilotprojects.Recording and evaluating lessonslearned.

The MER section prepares workingpapers and presentations on the basis ofinformation received from each sectorand region. These findings are thenanalysed and reviewed prior to thebiannual management meetings. Thisanalysis helps unit managers identify areasthat require improvement or that could bescaled up. MER documents theproceedings and follows up on agreedactions. Through its continuous processof monitoring and analysis, the MERensures that programmes reach the mostvulnerable groups, and that targets andquality are sustained across regions.

Over 2009-10, it was found that the PPAFSocial Mobilisation Project had a majorimpact on the inclusion of women inCOs in Bahawalpur and Dera GhaziKhan in southern Punjab. A targetedstrategy is now being made to replicatethese methodologies and results acrossother conservative areas where therepresentation of women remainsrelatively low.

MER staff regularlyconduct field visits to verify and collectempirical evidence on projects. Thesevisits check the efficiency of projectsystems and reporting procedures. They

MER section

•

••

••

•

•

Field Monitoring Visits:

Informed Strategy

Project Monitoring visit, Sindh

Monitoring, Evaluation & Research 43

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Rawalpindi Mianwali Bahawalpur Rahim YarKhan

D.G,Khan Malakand AJK Badin Turbat

105,

030

123,

796

325,

113

21,4

31

46,5

26

64,7

46

71,9

04

114,

606

34,3

14

90,7

71

113,

406

206,

240 5,64

8

114,

094

12,3

63

76,6

91

43,7

95

38,6

77

Men Women

Figure 15: Gender breakdown by region of CO membership, as of June 2010

upgrade computer based programmessuch as the work completed on thePoverty Scorecard (PSC) MIS in 2009.This was modified to the new PSCdesigned by the World Bank. MER alsofacilitated the PPAF to design an MIS forits Social Mobilisation Project.

In 2009-10 the MER section conductedresearch studies into the NRSP's coreproject areas, those of social mobilisation,microfinance and micro insurance,enterprise development and gender.These were specifically: the impact ofsocial mobilisation on CO members, theuse of microfinance loans, the levels offemale participation in major projects andcarried out baseline research into theimpact of micro insurance andmicrofinance on child labour levels.

A gender analysis was completed into theADB funded SCCD project in December2009. This study found a large disparityin female CO and training participationlevels, largely dependent upon the type oftraining offered and tehsil. Whilst femaleparticipation was good in areas such asvocational trainings surpassing 50% ofattendees, in less traditional courses suchas CLEWS and CMST it was very weak.The report concluded that this was due tocultural barriers and the expectations ofwomen alongside restrictions onmovement, making training located

Evaluation and Research

Gender Analysis of Sindh

Coastal Community

Development Project

further away or requiring a longer periodof time more difficult for women toattend.

The report suggested that the numbers offemale Social Organisers be increased tocommunicate more with female villagersin a manner acceptable with culturalnorms and encourage the formation offemale COs enabling stronger femaleparticipation in small scale infrastructuralprojects. It also recommended that,where possible, trainings be locatedwithin the village or as close by aspossible, and that women be encouragedinto more non-traditional trainings as wellas traditional to increase specialist skillslevels and the value of women's roleswithin communities.

The purpose of this research is toinvestigate the effects of micro healthinsurance on levels of child labour. Tofacilitate this study, treatment and controlzones have been established. The controlzone contains existing clients which areinsured for client and spouse only,whereas in the treatment zone theinsurance coverage extends to all adultfamily members. Data collection iscompleted every four months to assessthe impact of interventions.

The proposed study assessed the extentof grant utilisation, three categories weremade – fully, partially or unused. Thestudy found that 79% of recipientsutilised or partially the grants providedwhilst 21% were found to have notutilised these funds for productivepurposes. After grant utilisation, 49% ofchildren from the affected families arenow formally or informally are attendingan educational institute.

As a result of these findings, the NRSPhas started a strong mobilisationprogramme to enhance the figure of79%. Furthermore the training

Action Research for

Microfinance and Decent Work

(MFDW), Hyderabad

Research Study of SDDNCF

for the Social and Human

Protection department

MFDW client, Hyderabad


component of the project is nowemphasised with more and more trainingsconducted to encourage enterprisedevelopment.

As the oldest NRSP CO and with acumulative membership of 52, Bandipresented an ideal CO through which toinvestigate the long-term impact of socialmobilisation upon communities. Thestudy explored the impact ofinterventions upon CO members, levelsof member satisfaction, mobilisationlevels through self-driven initiatives andthe relationship between trainings andemployment within the 16-year life of theCO. In high investment areas such astrainings, there was found to be a highlypositive relationship between participantsand employment; almost 60-70% oftrainees were in employment.Infrastructural projects were alsosuccessful with the building of two linkroads and water pumps.

Levels of satisfaction varied, thisappeared to be due to the large numberof requests forwarded, with 45 submittedin the first 15 months; approximately 47%of these were fulfilled. The quantity ofrequests caused time lags and indicates avery high level of expectations amongCO members, not always realistic. This,alongside delays in instalments forinfrastructural interventions, has led tosome dissatisfaction. These problemshave now been addressed with speedierpayment systems in place and clearerorientation programmes given to COs.Additional self-driven initiatives such asloans to poorer community members andvoluntary donations to ongoing projectactivities indicates a high level ofmobilisation.

The fact that CO Bandi continues 16years after its initial formation should, inpart, speak for itself showing that enoughwork had been completed to maintain thislevel of community commitment in theNRSP's projects. Following the successof Bandi, the surroundings communitiesrequested to form COs to access NRSPprogrammes and initiatives.

The impact of social

mobilisation on CO members:

the case study of Bandi

Future plans

The MER section is conducting datacollection in a nationwide survey underthe Government of Pakistan's BenazirIncome Support Programme. The MERintends to focus more on research andevaluation in the coming year withplanned across the board impact studiesand programme assessments.

The IT department is developingintegrated software to track microcredit,general finance and accounts, deposits,Human Resource, fixed assets and otheradministrative procedures. The MERsection plans to design a system wherebysocial performance of each component isreported regularly in much the samemanner as the quantitative and financialperformance.

Monitoring, Evaluation & Research 45

Finance and Accounts


Programme management meeting, 2010

Income on Financial Assets

Project Grants

HRD receipts

Consultancy/Management fee

Other income

Total Income for the Year

General and Sectoral

Administration

Programme Expenditure

(Investment in COs)

Provision for Doubtful Debts

Social Mobilization Cost

Total Expenditure

Less: Credit disbursement and

Housing Compensation

Net Expenditure

Net Income

154,939,629

9,264,883,842

286,723,371

1,218,689,434

10,925,236,276

8,534,320,674

2,390,915,602

305,452,553

147,569,533

11,296,515,275

162,736,063

1,504,286,723

13,111,107,594

10,000,435,400

3,110,672,194

452,275,401

147,118,002

14,117,104,696

80,978,311

1,547,240,027

15,892,441,036

12,565,869,860

3,326,571,176

170,150,996

2008-09Actual (Rs.)

2009-10Actual (Rs.)

2010-11Budgeted (Rs.)

37%

59%

0%

3%

1%

100%

1,289,007,557

2,058,420,817

-

110,000,000

39,293,798

3,496,722,172

1,226,665,461

1,951,041,430

317,773,845

-

67,466,859

3,562,947,595

34%

55%

9%

0%

2%

100%

1,141,235,784

1,399,723,251

71,954,702

-

83,454,418

2,696,368,155

42.3%

51.9%

2.7%

0.0%

3.1%

100%

1.42%

84.80%

2.62%

11.15%

100%

1.13%

86.16%

1.24%

11.47%

100%

0.93%

88.83%

0.51%

9.74%

100%

Expenditure including credit disbursement

Finance. This three member committeehas developed its charter and a ChiefInternal Auditor has been appointed, thecharter of the Internal Audit committeehas been approved by the Board ofDirectors in their 55th Board Meeting.The Internal Audit committee will focuson a review of Risk Management Systemsof NRSP which are under development.A professional firm of accountants arehired on an annual basis to independentlyreview the Microfinance transactions.

A professional firm of accountants willbe engaged to consolidate the existingpolicies and procedures and update themto meet current requirements of theorganisation.

The Finance & Accounts (F&A) sectionprepares financial statements for theNRSP in accordance with approvedaccounting standards for Pakistan. Thesecomprise the International FinancialReporting Standard (IFRS) issued by theInternational Accounting Standard Boardand as notified under the CompaniesOrdinance Act 1984.

The Finance & Accounts section isdeveloping integrated software incollaboration with the IT department tooffer real time access to all financialinformation in the NRSP. The newsoftware is currently being tested under astress testing process and will be ready forimplementation by January 2011 androllout completed by June 2011.

In 2009-10, the Board of Directorsappointed an Internal Audit committeeincluding Mr. Saeed Qureshi, Mr. TariqMasood and representative Secretary

47Finance and Accounts


PPAF - NRSPa decade of partnership

The NRSP entered into partnership withthe PPAF in May 2000. Throughout thisten-year partnership, the PPAF hasprovided technical support, funding, andguidance on strategy. This support has,and continues, to enable the NRSP notonly to develop an extensive programmeof poverty alleviation but to build itscapacity as an institution. The PPAF-NRSP partnership has proved invaluablein terms of inclusion, programmeflexibility and sustainability. This has beenachieved through the expansion of choiceenabling communities greater controlover the development process andthrough the provision of greater support.

• PPAF has continuouslystrived to include the poorest in itsprogrammes, driving the switch fromPRA to the poverty scorecard (PSC)in 2008-09 for improved focus.

• from its inception, thePPAF set the standard that womenmust be included in 40% of allprogramme activities. The institutionpushes the involvement of womenboth at the community level and atstaff level.

• PPAF providedextensive support to the disabled aspart of its rehabilitation andreconstruction activities following the2005 AJK earthquake. This includedthe capacity building of serviceproviders and the development oflinkages. This programme is nowbeing extended.

from 2000 to2005, PPAF funding focused on theprovision of capacity building,microcredit, and CPIs. As a result ofongoing monitoring, the PPAF decidedto extend its funding to health andeducation in 2005. Extensive funding wasalso shifted to Disaster Managementfollowing the AJK earthquake and 2008IDP crisis.

• with theassistance of PPAF the NRSP furtherdeveloped its programme strategiesand monitoring systems. This was interms of tracking microcredit clients,measuring programme impact andmonitoring staff performance.

Inclusion:The poorest:

Women:

The disabled:

Programme flexibility:

Sustainability:Institutional systems:

• through its strategyof a stepped reduction in subsidieson interest rates, from 2000 to 2005,PPAF pushed its POs to developsustainable microfinance programmesable to operate on a commercialbasis. With the successfulimplementation of this strategy,NRSP established its MicrofinanceBank, due to open in 2011.

• From 2008onwards, the PPAF has shifted fundsto the setting up of institutions atgrassroots level through the three tierstructure of social mobilisation.

With the continued support and guidanceof PPAF, the NRSP is now deepeningprogramme impact through the provisionof more extensive interventions. Thesewill enable more comprehensive andflexible support at both individual andcommunity level. The development ofsustainable livelihood programmes willconstitute one of the core activitiesthrough asset transfers, the CommunityLivelihood Fund, and the facilitation ofmarket access through CPIs andmicrofinance. Following the benchmarksset under the PPAF Social MobilisationProject, the destitute and women will nowform the balk of programme participants.Sustainability will reinforced throughinstitutional development at thegrassroots level. It is envisioned that thisstrategy will provide comprehensivesupport to the poorest strengtheningcitizen voice, access to services andstrategies for income generation.

Microfinance:

Institution building:

TheNRSP is thankful to PPAF for itsongoing support and guidance inpoverty alleviation.

Future strategy and vision

PPAF - NRSP: a decade of partnership 49

Figure 16: NRSP Progress during 2000 - 2010

2000 2010

10,859

114,209

Community Organizations

2000 2010

141.32

3,127.50

Credit Disbursemen(Rs. M)

2000 2010

2,251

20,760

Community PhysicalInfrastructure

2000 2010

61,487

878,493

Community Training(Participants)

Mr. Zahoor Hussain discussing the transformation process of setting up NRSP Microfinance Bank,Programme Management Meeting, 2010


The transformation of NRSP'smicrofinance operations into a licensedinstitution has taken almost five years.The NRSP management and Board ofDirectors recognise several advantages tothe microfinance bank status. Theseinclude the ability to raise new sources ofdebt and equity, to offer savings and othernon-credit services, and the opportunityto achieve scale through adopting adisciplined, fully-regulated institutionalapproach.

The bank has been registered as acompany with the SECP.

The initial focusregions of Bahawalpur (Punjab) andMitiari (Sindh) comprise over 150,000active borrowers which, upon itslaunch, will place the Bank in the topfive largest providers in the country.

The currentboard comprises NRSP's nomineedirectors and one independent director.Upon equity investment by its potentialinvestors, the board composition willreflect the shareholding of each investor.NRSP's share and voting right willconstitute 52%. The Bank is currentlyawaiting approval from the State Bank ofPakistan to launch its operations. Themajor requirement is the provision ofequity funds from its potential investors:the International Finance Corporation,KFW and Acumen Fund.

NRSP's unique delivery mechanism oflending through community organizationswill enable the Bank to become a part ofthe rural social structure. To meet its five-year business plan, the Bank isundertaking a series of transformationand institution building measures. TheBank will initially focus business on itscore products and in the coregeographical markets where it has anestablished presence and comparativeadvantage. The transformation willinitially focus on the largest and bestperforming regions, branches and loanportfolio of the NRSP.

The bank will expand within its targeted

regions and incrementally transform otherhigh-performing regional microfinanceoperations of NRSP.

Broader institutional andgeneral public deposit account offers willrequire the selection and installation of anew back-end MIS suitable for robustmicro-banking operations. Thisrequirement will enable savings and non-credit services to be offered at scalewithin 5 to 6 months of launching thebank operations.

The management structure of the bankwill broadly follow the hierarchicalstructure of the NRSP: a head office,regional office and branch system. Thebank will supplement this structure withnew functionalities and systems in orderto provide new services.

The Bank will establish a larger and morerobust IT department to oversee the MISprocurement and implementation.

An internal audit function will also beestablished reporting up to the board ofdirectors in a structure independent ofline management. A risk and complianceunit will manage and report risks andensure compliance with SBP regulations.

The bank will avoidaltering its cost structures dramatically inorder to maintain the cost efficiencynecessary to sustain strong returns andprotect depositors.

An early launch of basic savingsservices will be facilitated bytransforming the collective savingsservices of NRSP's communityorganisations into the Bank'saccounts.

Key additionalareas include a major upgrade infinance and financial management.

At the branch level, new teller anddeposit taking systems will allow forcash handling and deposit accountmanagement.

Transformations 51

The NRSP Microfinance Bank's vision is to become regional leader for providing viablefinancial products and services to the poor with special emphasis on small farmers.

NRSP - Microfinance Bank's Vision

The NRSP - Institute of RuralManagement (IRM) started as HumanResource Development section of NRSPin 1993. Over the last 18 years it grewexponentially becoming a major providerof training in the country in terms of thenumber of trainings conducted, the sizeof its training budget and the quality ofits services.

For the last ten years, the IRM has beenrunning as a specialised and operationallyautonomous section within NRSP.

Accordingly, on April 28, 2010 the SECPregistered the institute as a Companyunder Section 42 of the CompaniesOrdinance 1984 with the name NRSPInstitute of Rural Management (referredto as N-IRM). Although registered as aseparate company,

The General Body and the Board ofDirectors of N-IRM comprisesrepresentatives of NRSP and other highlyreputable persons. NRSP has more than50% membership and voting rights in theN-IRM governance structure.

Mr. Humayun Khan is the Chairman ofthe Board of Directors, other nomineedirectors of NRSP are Mr. Shoaib SultanKhan, Dr. Rashid Bajwa, Mr. FazlullahQureshi and Mr. Nazar Memon.Members include Mr. Tariq Siddiqui, Dr.Shahid Jafery, Dr Amjad Saqib and DrAliya Khans. Mr. Roomi Saeed Hayat, thehead of the Institute, has been appointedas the CEO of N-IRM.

In2010, the Board of Directors in NRSPmade the decision to register theInstitute as a separate legal entity.

the N-IRM remainsas the sole training arm of NRSP.

The main objective of registering N-IRMas an independent legal entity is to furtherfocus on improving the quality of itsexisting training portfolio, broaden itsoutreach and diversify the trainingportfolio to meet the growing needs ofthe Rural Support Programmes,developmental organisations, donors andgovernment departments.

Following its registration as anindependent legal entity, N- IRM hassuccessfully developed StandardOperating Procedures(SOPs), includingstaff service rules, financial regulationsand an integrated gender policy. N-IRMhas also set up an in-house Monitoring,Evaluation and Research section.

The regionaltraining centres already set up in theSindh and KPK provinces are beingstrengthened while similar centres areplanned for Punjab, AJK and Baluchistan.

N-IRM aimsto maintain its position as a financiallyself-sufficient institute that can meetfuture challenges.

N-IRM is currently setting upregional training centres in all the fourprovinces and AJK.


• To provide training and research for building the capacities of communities andprofessionals. The institution is focusing onfostered by the NRSP and other Rural Support Programmes;

• To provide facilities for community institutions fostered by other organisations andtheir staff, government employees, extension workers, staff of donors anddevelopment professionals; and

• To for theeffective implementation of community development programmes/projects.

strengthening community institutions

facilitate students, academia, community activists, and volunteers,

NRSP - Institute of Rural Management's Vision

List of Tables

Table 1: Annual CO Formation by NRSP Regions and Districts, 2009-10

Table 2: CO Formation as of June, 2010

Annual (2009-10) and Cumulative CO Membership

Annual (2009-10) and Cumulative CO Saving

MEDP Programme-Level Disbursement

Annual UPAP Credit Disbursement as of June, 2010

NRSP-IRM Staff Training Programme Participants

NRSP-IRM Community Training Programme Participants

Physical Infrastructure Schemes, as of June, 2010 by Direct Input (PPAF & Others)

Physical Infrastructure Schemes, during 2009-10 by Direct Input (PPAF & Others)

Physical Infrastructure Schemes as of June, 2010 by Direct Input, Linkages & Credit

Physical Infrastructure Schemes, during 2009-10 by Direct Input, Linkages & Credit

Region wise CPI Implementation as of June, 2010 (By Direct Input)

Adult Literacy Movement Programme as of June, 2010

Community Schools established by NRSP, as of June, 2010

OPD Services offered at NRSP-PPAF Community Health Centres , as of June, 2010

CMAM Project-Summary of Achievements , as of June, 2010

RISE – USAID Cumulative Progress for the project period

GFATM Round-7, Malaria Pakistan, Project achievement as of June, 2010

PAIMAN Project Progress

Primary healthcare Revitalization Integration and Decentralization (PRIDE) as of June, 2010

DFPAP-FALAH Project Supported by USAID as of June, 2010

Details of Activities under Naya Qadam as of June, 2010

Support for PWFLs (People with functional limitations) progress as of June, 2010

Cumulative Achievements of ENRM Sector as of June, 2010

Progress update under Social Mobilization Component of CMP-II Project – June 2010

Summary of cumulative and annual achievements under SLBAP

Table 29: Programme Coverage by Offices

Table 3:

Table 4:

Table 5:

Table 6:

Table 7: Region wise insurance cases and premium collected as of June 2010

Table 8:

Table 9:

Table 10:

Table 11:

Table 12:

Table 13:

Table 14:

Table 15:

Table 16:

Table 17:

Table 18:

Table 19:

Table 20:

Table 21:

Table 22:

Table 23:

Table 24:

Table 25:

Table 26:

Table 27:

Table 28:

54

55

56

57

58

59

59

60

61

64

64

64

65

65

65

66

66

67

67

67

68

68

68

68

69

70

71

72

73

Statistical Abstract 53

Table 1: Annual CO Formation by NRSP Regions and Districts, 2009-10


Table 2: CO Formation as of June, 2010


Table 3: Annual (2009-10) and Cumulative CO Membership


July 09-June 10

Table 4: Annual (2009-10) and Cumulative CO Saving


2010

Table 5: MEDP Programme-Level Disbursement as of June, 2010


Table 6: Annual UPAP Credit Disbursement as of June, 2010

Table 7: Region wise insurance cases and premium collected as of June 2010


Table 8: NRSP-IRM Staff Training Programme Participants


0

3,198

19

5,155

Table 9: NRSP-IRM Community Training Programme Participants


Table 10: Physical Infrastructure Schemes, as of June, 2010 by Direct Input (PPAF & Others)

Table 1:1 Physical Infrastructure Schemes, during 2009-10 by Direct Input (PPAF & Others)

Table 12: Physical Infrastructure Schemes as of June, 2010 by Direct Input, Linkages & Credit


Table 13: Physical Infrastructure Schemes, during 2009-10 by Direct Input, Linkages & Credit

Table 14: Region wise CPI Implementation as of June, 2010 (By Direct Input)

Table 15: Adult Literacy Movement Programme as of June, 2010


Table 16: Community Schools established by NRSP, as of June, 2010

Table 17: OPD Services offered at NRSP-PPAF Community Health Centres , as of June, 2010


Table 18: CMAM Project-Summary of Achievements , as of June, 2010

Table 19: RISE – USAID Cumulative Progress for the project period

Table 20: GFATM Round-7, Malaria Pakistan, Project achievement as of June, 2010


Table 21: PAIMAN Project Progress

Table 22: Primary healthcare Revitalization Integration and Decentralization (PRIDE) as of June, 2010

Table 23: DFPAP-FALAH Project Supported by USAID as of June, 2010

Table 24: Details of Activities under Naya Qadam as of June, 2010


Table 25: Support for PWFLs (People with functional limitations) progress as of June, 2010


Table 26: Cumulative Achievements of ENRM Sector as of June, 2010


1,037,959 6,289,811

Table 27: Progress update under Social Mobilization Component of CMP-II Project – June 2010


FA formed

FA membership

VOs formed(election ofexecutive bodiesheld)

VO membership

Documentssubmitted toRegistrar Office forVO Registration

VOs Registered

CMST Event held

No. of FAs providedCMST

CMST Participants

Women activistidentified

SavingsAccumulated (Rs.)

Table 28: Summary of cumulative and annual achievements under SLBAP


Table 29: Programme Coverage by Offices

PUNJA

B

BAHAWALPUR

RAHIM

YAR

KHAN

(SPEP)

DERA

GHAZI K

HAN

MIA

NW

ALI

RAW

ALP

INDI


SIN

DH

HYDERABAD

BAHAW

ALP

UR


KPK

AJK

BALO

CHIS

TAN

PUNJA

B

ZONE

1

ZONE

2

TURBAT

MUZA

FFARABAD

MARDAN
