15th annual - national rural support programmeabbreviation & acronyms ii nrsp's 15th annual...
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15th AnnualProgress Report
Including the vulnerable
National Rural Support ProgrammeIslamabad, Pakistan
2008-2009
© Copyright NRSP 2009
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 of
Companies Ordinance 1984. NRSP's mandate is to alleviate poverty by harnessing people's potential and
undertaking development activities in Pakistan. It has a presence in 58 Districts in four Provinces and Azad
Jammu and Kashmir through Regional and Field Offices. NRSP is currently working with more than a
million poor households organized into a network of over 88,000 Community Organizations. With
sustained incremental growth, it is emerging as Pakistan's leading engine for poverty reduction and rural
development.
Parts of this report may be reproduced for professional purposes, provided that the source is
acknowledged and the material is not sold.
Report Designed by: Mansoor Abid
Printed by: PanGraphics (Pvt.) Ltd. Islamabad
Published by National Rural Support Programme (NRSP), Islamabad, Pakistan.
Abbreviations and Acronyms
Message from the CEO
NRSP Organizational Structure
NRSP at a Glance in 2008-09
NRSP's Thematic Working Areas
Current NRSP's Areas of Operation
Programme Coverage by Offices
Progress Overview
1- Social Mobilization
2- Mainstreaming Gender and Development
3- Microfinance & Enterprise Development Programme)
4- Urban Poverty Alleviation Programme
5- Human Resource Development
6- Physical Infrastructure and Technology Development
7- Environment and Natural Resource Management
8- Social Sector Services
9- Social & Human Protection Programme
10- Monitoring, Evaluation & Research
Improving Transparency
Partnerships and Linkages
Statistical Abstract as of June 30, 2009
Table 1. Annual CO Formation by NRSP Regions and Districts, 2008-09
Table 2. Cumulative CO Formation by NRSP Regions & Districts, as of June 2009
Table 3. Annual (2008-09) and Cumulative CO Membership
Table 4. Annual (2008-09) and Cumulative CO Savings
Table 5. MEDP Programme-Level Disbursement
Table 6. Annual UPAP Credit Disbursement 2001 – 2009
Table 7. NRSP – IRM Staff Training Programme Participants
Table 8. NRSP – IRM Community Training Programme Participants
Table 9. Physical Infrastructure Schemes, as of June, 2009 by Direct Input (PPAF & others)
Table 10. Physical Infrastructure Schemes during 2008 – 09 by Direct Input (PPAF & other)
Table 11. Physical Infrastructure Schemes as of June 2009 by Direct Input, Linkages & Credit
Table 12. Physical Infrastructure Schemes during 2008 - 09by Direct Input, Linkages & Credit
Table 13. Region wise CPI Implementation as of June 2009 (By Direct Input)
Table 14: Cumulative Achievements of ENRM sector as of June, 2009
Table 15. PESRP Phase I Achievements, as of June, 2009
Table 16: Adult Literacy Movement Programme as of June, 2009
Table 17: Details of Activities under Balochistan Education Support Project - June 30, 2009
Table 18: PRIDE Project Activities as of June 30, 2009
Table 19: Community Schools established by NRSP, as of June, 2009
Table 20: Achievements under PPAF Community & Government Schools Initiative as of June 2009
Table 21. District wise progress of the FALAH Project as of June 2009
Table 22: OPD Services offered at NRSP - PAPF Community Health Centers as of June, 2009
Table 23: CMAM Project - Summary of Achievements as of June, 2009
Table 24: Progress update under Social Mobilization Component of CMP-II Project – June 30, 2009
Table 25: Summary of cumulative and annual achievements under SLBAP
Statement of Audited Accounts
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Contents
Abbreviation & Acronyms
NRSP's 15th Annual Progress Report 2008-2009ii
ADB Asian Development BankAJK Azad Jammu & KashmirBHU Basic Health UnitBRDP Bahawalpur Rural Development ProjectBVDP Barani Village Development ProjectCBDRM Community Based Disaster Risk ManagementCGAP Consultative Group to Assist the PoorCLEW Community Livestock Extension WorkerCLRP Community Livelihood Reconstruction ProjectCMST Community Management Skills TrainingCMTP Community Management Training ProgrammeCNIC Computerized National Identity CardCO Community OrganizationCPI Community Physical InfrastructureCPWB Child Protection & Welfare BureauCRP Community Resource PersonCTP Community Training ProgrammeDFID Department For International DevelopmentDGKRDP Dera Ghazi Khan Rural Development ProjectDVM Doctor of Veterinary MedicineENRM Environment & Natural Resource ManagementERRA Earthquake Rehabilitation and Reconstruction AuthorityFATA Federally Administrated Tribal AreasFSS Financial Self SustainabilityFY Financial Year GAD Gender And DevelopmentIDP Internally Displaced PersonIFAD International Fund for Agricultural DevelopmentIGG Income Generating GrantsIRM Institute of Rural ManagementKAP Knowledge, Attitude & PracticeLLIN Long Lasting Insecticide NetsLSO Local Support OrganizationMEDP Microfinance and Enterprise Development ProgrammeMER Monitoring Evaluation and ResearchMFI Microfinance InstitutionNADRA National Data Registration AuthorityNARC National Agriculture Research CentreNRMTP Natural Resource Management Training ProgrammeO&M Operation and MaintenanceOSS Operational Self SustainabilityPCRET Pakistan Council for Renewable Energy TechnologiesPDSM Participatory Development through Social MobilizationPESRP Punjab Education Sector Reforms ProgrammePITD Physical Infrastructure and Technology DevelopmentPMSIL Prime Minister's Special Initiative for LivestockPPAF Pakistan Poverty Alleviation ProjectPRIDE Primary Healthcare Revitalization Integration & Decentralization PSC Poverty Score CardRISE Revitalizing, Innovating and Strengthening EducationROSCA Rotatory Savings and Credit AssociationRSPN Rural Support Programmes NetworkSCCDP Sindh Coastal Community Development ProjectSDDNCF Socio-economic Development of Destitute and Neglected Children's FamiliesSERP Society for Elimination of Rural PovertySMC School Management CouncilSO Social OrganizerSSTP Social Sector Training ProgrammeUCBPRP Union Council Based Poverty Reduction ProjectUPAP Urban Poverty Alleviation ProjectUSAID United States Agency for International DevelopmentVO Village OrganizationVTP Vocational Training ProgrammeWES Water Environment and Sanitation WUA Water Users Association
being implemented by the RSP Consortium in which NRSP
is an active partner and is implementing several key
components of the project in District Shikarpur and
Kashmore. During 2009-10, it is expected that this
programme would be expanded to six more districts of
Sindh and also in 12 Districts of NWFP where NRSP and
SRSP may be involved in its implementation.
This year we also witnessed challenges especially in NWFP
and Balochistan. In NWFP while the microfinance
operations had to be closed down, NRSP worked on a
massive scale for rehabilitation of IDP's from Swat, Buner
and Malakand Districts. These initiatives were undertaken
by NRSP on its own and in collaboration with other
national and international organizations, mainly the Rotary
International / Shelter Box, PPAF/World Bank, WFP,
Sungi, Behbood Association, Mission Rescue Pakistan.
We are grateful to our partners (Federal and Provincial
Governments), and donors including ADB, DfID, IFAD,
ILO, PPAF, USAID, WB, Oxfam and others who remain
committed to working with us and to accept our
methodology of combining social mobilization with other
interventions. We are also proud to be associated with the
RISE, PRIDE and FALAH (USAID assisted) projects, the
SLBAP (ADB/IFAD) and the SCCDP (ADB). The role of
the State Bank of Pakistan for granting a license to set up
the NRSP MF Bank will go a long way in creating a
specialized institutional mechanism for provision of
financial services. The provision of technical and financial
assistance by RSPN to improve the quality of social
mobilization is also acknowledged.
As always, the success of the Programme continues to
depend upon the time and resources provided by our
Community Activists especially the Women Community
Resource Persons (CRPs) who have worked tirelessly to
expand the breadth and depth of development and poverty
alleviation in their communities.
We are thankful to our BoD, in particular the Chairman Mr.
Shoaib Sultan Khan, who continues to guide us and leads
the development process from front. Finally, the
unprecedented efforts and commitment of all NRSP
employees, men and women, who work in remote rural
areas in difficult conditions is acknowledged. It is they along
with community members, our activists, who carry the
vision of NRSP forward.
It is my pleasure to present 15th Annual Progress Report
2008-09. During the year, NRSP focused on improving the
quality and outreach of social mobilization to ensure
inclusion of the poorest and the vulnerable. Thanks to our
Chairman Shoaib Sultan Khan who had earlier exposed us
to the three tiered social mobilization model (COs, VOs &
LSOs) which he introduced and implemented in Andhra
Pradesh, India. It led to greater understanding of how to
foster organizations of the poor, for the poor through
community resource persons. The introduction of the
World Bank poverty score card supplemented our targeting
efforts. In addition, separation of microfinance operations
from rest of the operations and pursuing the gender
mainstreaming as a policy also facilitated our efforts to
target the poorest and the vulnerable, especially women.
In order to strengthen social mobilization in areas where
microfinance operations were dominating, separate “social
mobilization units” were set up and entrusted to focus on
social mobilization. Thanks to the PPAF and the launch of
the PPAF/World Bank funded Social Mobilization Project
that facilitated the strengthening of our three tiered social
mobilization approach.
The focus on the poorest and vulnerable communities led
to establishing a new unit within NRSP namely the Social
and Human Protection Unit. This unit is mandated to
design and implement targeted pro poor projects and
products. Currently the unit is implementing the
Government of Punjab funded child protection project
which addresses the problems of the most vulnerable
communities such as the families of rehabilitated street
children. The Naya Qadam Project (Artificial Limbs
Workshop) initiated to help the amputees of the earthquake
affected areas is now providing services in the entire
programme area of NRSP through its camp in Sihala and a
fully fledged mobile workshop, which is unprecedented.
During this year, a landmark achievement has been the
acceptance of the NRSP's proposed Union Council based
Poverty Reduction Programme (UCBPRP) by the provincial
governments in Sindh and NWFP. In Sindh, the project is
Message from the CEO
Message from the CEO iii
Dr. Rashid Bajwa
Chief Executive Officer
NRSP's Organizational Structure
NRSP's 15th Annual Progress Report 2008-2009iv
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NRSP at a Glance in 2008-09
NRSP at a Glance in 2008-09 v
ActivityNumbers
2008-2009
As of June 2009
New Community Organization formed
Women’s
Men’s
Mixed
WUAs
CO membership
Women
Men
CO members’ savings (Rs million)
Women
Men
Village Development Organization formed
Local Support Organization formed
Community Physical Infrastructure (CPI) schemes implemented
CO members’ contributions to CPIs (Rs million)
CPI Operation and Maintenance Committees formed
CO members acquired managerial skills
Women
Men
CO members acquired vocational skills
Women
Men
Households with new drinking water supply
COs implemented drainage and sewage schemes
People graduated Adult Literacy classes
Women
Men
Community Schools established
Women teachers
Men teachers
Children currently enrolled in Community Schools
Girls enrolled
Boys enrolled
Patients treated at NRSP-managed Health Facilities
Children
Women
Men
Traditional Birth Attendants trained
Community Health Workers Trained
Long-lasting insecticide-treated bed nets distributed
CO members covered by insurance
Number of loans availed by UPAP members
Amount borrowed (Rs. M)
Number of loans availed by MEDP members
Amount borrowed (Rs. M)
Physically Challenged persons benefited from artificial limbs
Women
Men
18,585
11,256
5,932
1,397
-
258,747
172,349
86,398
(75.92)
(11.11)
(64.81)
616
105
2,946
28.47
2,946
45,635
11,833
33,802
58,342
52,311
6,031
3,569
202,752
4,623
4,141
482
26
7
20
371,878
238,731
56,610
76,537
263
454
35,332
480,062
109,558
1,418.13
439,892
7,116.17
710
152
537
203,930
203,930
21,753
19,715
2,038
479
444
188
14,198
6,746
7,452
603,286
289,099
164,178
150,009
1,571
1,763
80,202
1,494,412
380,155
4,877.32
2,153,240
31,602.26
1,218
228
959
88,938
26,366
56,381
4,720
1,471
1,280,849
427,059
853,790
1,026.04
149.94
876.09
974
146
20,264
942.23
20,264
105,394
29,401
75,993
95,064
72,034
23,030
NRSP's Thematic Working Areas
NRSP's 15th Annual Progress Report 2008-2009vi
Social Protection and Humanitarian Works
• NRSP Housing Project for former bonded labourers in District Hyderabad: C-GAP, ILO and FederalMinistry of Labour and Manpower
• Relief and Rehabilitation Project for earthquake affected areas: NRSP and PPAF • Post Disaster Livelihoods Reconstruction for extremely vulnerable households in AJK: NRSP and
Oxfam Novib (Netherlands) • Prosthetic limbs for amputees in AJK: Jaipur Foot, Nayya Qaddam Trust and NRSP • Elimination of the Worst Forms of Child Labour from the Glass Bangles Industry in District
Hyderabad - NRSP and ILO. • Credit innovations for destitute households in Bahawalpur Region: Goat 'share-rearing'
programme for widows and Rohi Handlooms Project (GoPunjab)• Advancing Microfinance for Post-Disaster Economic Reconstruction' project for extremely
vulnerable households: NRSP, Shore Bank International. • Support to Poor and Vulnerable Households in Inaccessible Areas Devastated by the Earthquake'
Project: World Bank • Building community members' capacities for seismic resistant housing reconstruction: World Bank• Mobile MCH Service in Turbat: Government of Balochistan• Poverty Scorecard' to identify the poorest households for future programme expansion: NRSP• Health care provision and education: UNICEF and Munawar Memorial Hospital (Chakwal) • Flood relief in Turbat and Sindh: NRSP, Rotary Club, Government of Balochistan
• Community empowerment by establishing and nurturing the grass root level Community Organizations
• LSO & VDO formation NRSP's: 2nd generation Social Mobilization for accelerated socialmobilisation and community empowerment
• PPAF capacity building for program outreach, and NRSP-PPAF liaison for poverty elimination. • BVDP and SLBAP– strengthening NRSP's social mobilization expertise in the specific issues of the
rain-fed areas of Punjab • Dera Ghazi Khan Rural Development Project – building NRSP's capacity for working in poor and
remote Districts of Southern Punjab • USAID - Shore Bank, providing institutional support to NRSP Microfinance Bank. • IRM's Higher Studies programme to provide a highly-skilled workforce to meet the RSPs'
personnel requirements • Field-testing the Poverty Scorecard, an innovation that will ensure inclusion of poorest households
in programme expansion.
Institutional Development and Advocacy
Health and Sanitation
• Preventing Malaria through social marketing of Insecticide Treated Nets• Field Health Clinic management in AJK: UNICEF • Community Health Workers Training Programme in AJK: UNICEF • Community Health Centers established: PPAF • Rehabilitation & Operation of Kario Medical Center in Badin • Establishment of a Birthing Station • Meeting Community needs for eye care in Chakwal: Munawwar Memorial Hospital • Providing Health Service at Village Branches: NRSP • Community-Led total Sanitation Project: NRSP, RSPN and NGO Integrated Rural Support Programme • Training Traditional Birth Attendants
NRSP's Thematic Working Areas vii
Enterprise Development for Poverty Alleviation
• Enterprise Development Program: World Bank• Rohi Handlooms project, Bahawalpur: NRSP - GoPunjab project to enhance skills and ensure links
to markets• Cash grants and business management skills: NRSP - Oxfam Novib Livelihoods Reconstruction
project in AJK.
Livelihoods• Microfinance provision through NRSP's MEDP and UPAP. • Vocational skill enhancement programme for employment generation: IRM and ILO-TREE project. • The Prime Minister's Special Initiative for Livestock Project. • Sustainable Livelihoods in Barani Areas Project: ADB and Government of Punjab. • Rehabilitation of Women's Livelihoods in Marginal Areas: NRSP and IFAD • Agribusiness Support Fund' Project: NRSP and ADB • National Programme for the Improvement of Watercourse Project for improved water use
efficiency and enhanced per capita income: Government of Pakistan • Vocational and Business Management skills training programme: NRSP and Oxfam Novib
Post-Disaster Livelihood Reconstruction Project. • Land-based livelihoods improvement through DG Khan Rural Development project.
Education
• School Council Capacity Building Project: Government of Punjab PESRP • Increasing Community Participation in Education in AJK. • Education Sector Reforms Assistance – Public Community Partnership project in Baluchistan. • Support to Community, Non-Formal and Government Schools in Southern Punjab: PPAF • Non-Formal education and adult literacy centers established for children in the glass bangle
industry in District Hyderabad• Revitalizing, Innovating and Strengthening Education (RISE) in AJK: USAID • Quality Education for All: NRSP, Jamal Din Wali Sugar Mills and PPAF. • Community Schools established in remote areas • Adult literacy programme – NRSP and Pakistan Educational and Research Institute.
Current NRSP Area of Operations
NRSP's 15th Annual Progress Report 2008-2009viii
NRSP Programme Districts
Gwadar
Turbat
Awaran
Khuzdar
Panjgur
C h a g a i
Quetta
Zhob*
B A L O C H I S T A N
Mardan
Gilgit
FATA
MalakandShangla
Swat
Ghizer
Astore
Chitral
Rahimyar khan
Attock
Lodhran
VehariMultan
Faisalabad
Toba Tek Singh
Sahiwal
Khushab
Mianwali
Bhakkar
Chakwal
Bahawalpur
P U N J A B
Lahore
Bahawalnagar
Rajanpur
Karachi
Thatta
Dadu
BadinTharparkar
Umarkot
Sanghar
Nawab shah
Sukkur
S I N D H
Matiari
Jamshoro
HyderabadMirpur khas
Tando m. Khan
Tando allayar
Skardu
Diamer
Kotli
PoonchSudhnuti
BhimberMirpur
Bagh
Muzaffarabad
Neelum
JAMMU& KASHMIR
Disputed Territory
Rawalpindi
Jhelum
Sialkot
Gujranwala
Jhang
Sargodha
Pershawar
Khanewal Pakpattan
Dera ghazi khan
Muzaffargarh
Nankana
Lasbela
Nowshera
N W F P
Dera
Ismail khan
Islamabad
Charsadda
Swabi
NORTHERNAREAS
Programme Coverage by Offices
Programme Coverage by Offices ix
Punjab
Rw
pini
aal
d
Murree Murree
Kotli Sattian Kotli Sattian
Rawalpindi Rawalpindi
Gujar khan Gujar Khan
Kahuta Islamabad Capital
Islamabad Islamabad Territory
Attock Attock
Hazro
Fateh Jang Fateh Jang
Jand Jand
Pindi Gheb Pindi Gheb
Hassanabdal Hassanabdal
Chakwal Chakwal Chakwal
Talagang Talagang
Choa Saidan Sha Choa Saidan Sha
Jhelum Dina
Sohawa
Jhelum Jhelum
Pind Dadan Khan
Bhalwal
l
Mianwa i
Sargodha Sargodha Sargodha
Shahpur Shahpur
Sahiwal Sahiwal
Kot Momin Kot Momin
Silan Wali Silan Wali
Jauharabad
Naushara
Quaidabad
Noor Pur Thal
Bhakkar Bhakkar
Darya Khan Darya Khan
Mankera Mankera
Kaloor Kot Kaloor Kot
Jhang
Chiniot
Shorkot
Ahmedpur Sial
Piplan Piplan
Isa Khel
Kala Bagh
Mianwali Mianwali
er hazi Khan
Da G
Dera Ghazi Khan Dera Ghazi Khan
Taunsa Taunsa
Rajanpur Rajanpur
Jampur
Muhammad Pur
Rojhan Rojhan
Rahim Yar Khan
n
Rahim Yar K
ha
P(SPE
)
Fatehpur
Bahadurpur
Abadpur
Rukanpur
Rajanpur
Kot Smaba
Bhundi
Sadiqabad
Jamaldinwali
Shahbazpur
Ahmedpur Lamma
Chak 173/P
Kot Sabzal
Rahimabad
aw
r
Bahalpu
Khanpur
Khan Bela
Liaquatpur Liaquatpur
Lodhran
12-MPR
Dunyapur Dunyapur
Kahror Pakka Kahror Pakka
Dera Ghazi Khan
Rajanpur
Jampur
Rahim Yar Khan
Rahim Yar Khan
Sadiqabad
Khanpur
LodhranLodhran
Quaidabad
Noor Pur Thal
Rawalpindi
Bhakkar
Attock
Dina
Pind Dadan Khan
KhushabKhushab
Jhang
Jhang
Mianwali
Isa Khel
Province Region/Hub District Tehsil Field UnitNo. of VBs / Settlementoffices
1
1
6
3
3
6
5
5
5
5
12
13
5
3
1
10
8
3
5
3
3
2
-
9
3
2
6
5
6
6
5
1
1
3
6
4
5
9
4
1
3
1
1
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
1
-
-
-
6
5
-
NRSP's 15th Annual Progress Report 2008-2009x
indS
h
NWFP
Hyderabad
Malakand
Sanghar
Tando Muhammad
Khan
Thatta
Jamshoro
Vehari
Bahawalpur
Khanewal
Multan
Pakpattan
Bahawalnagar
Sahiwal
Toba Tek Singh
Tando Allah Yar
Matiari
Nawabshah
Badin
Charsadda*
Mirpurkhas
Hyderabad
Malakand *
hawalpr
Ba
u
Vehari
Burewala
Garha More
Bahawalpur
Khairpur Tamewali
Hasilpur
Ahmedpur East
Yazman
Jahanian
Mian Channu
Kabir Wala
Khanewal
Shujabad
Lar
Qadir Pura
Jalapur Pirwala
Pakpattan
Arifwala
Haroonabad
Chishtian
Dahranwala
Bahawalnagar
Fortabass
Minchinabad
Sahiwal
Chichawatni
Toba Tek Singh
Kamalia
Gojra
Matiari
Nawabshah
Sakrand
Shadadpur
Badin
Golarchi
Tando M Khan
Thatta
Mirpur Sakro
Chauhar Jamali
Jati
Kot Ghulam Mohammad
Hyderabad
Dargai
Thana Bat Khaila (City Branch)Charsadda
Charsadda (City Branch)
Tando Allah Yar
Hala
Digri
Tando Bago
Matli
Sajawal
Kharo Chhan at Gharho
Mirpurkhas
Hyderabad (U)
Heeroshah
Tangi (City Branch)
Shabqadar
Shabqadar (City Branch)
Vehari
Burewala
Mailsi
Bahawalpur
Khairpur Tamewali
Hasilpur
Ahmedpur East
Yazman
Jahanian
Mian Channu
Kabir Wala
Khanewal
Shujabad
Jalapur Pirwala
Pakpattan
Arifwala
Haroonabad
Bahawalnagar
Fortabass
Minchinabad
Sahiwal
Chichawatni
Toba Tek Singh
Kamalia
Gojra
Tando Allah Yar
Chambar
Jhando Mari
Matiari
Hala
Saeedabad
Nawabshah
Sakrand
Shadadpur
Badin
Golarchi
Tando Bhago
Matli
Tando Gh. Hyder
Tando M. Khan
Thatta
Mirpur Sakro
Sajawal
Mirpur Bathoro
Shah Bunder
Jati
Ghorabari
Kharo Chhan
Keti Bunder
Mirpurkhas
Hussain Bux Mari
Sindhri
Jhudo
Digri
Kot Ghulam Mohd
Hyderabad (rural)
Latifabad
Qasimabad
Hyderabad City
Kotri
Dargai
Multan
Chishtian
Talhar
Charsadda
Bat Khaila
Tangi
Shabqadar
Province Region/Hub District Tehsil Field UnitNo. of VBs / Settlementoffices
-
-
1
8
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
1
-
1
-
1
1
-
-
-
1
-
-
1
4
-
7
2
8
8
4
-
-
-
-
-
-
-
5
2
-
-
-
Ghorabari at Gharho
Keti Bunder at Gharho
Programme Coverage by Offices xi
AJK
Balochtais
n
Sub-total
Muaffa
a
zr bad
urbt
Ta
9
4
2
13
11
13
3
6
4
2
9- -
-
3111
134-
13-
- -
21
358
Peshawar
Nowshera
Sudhnuti
Lasbella
Panjgoor
Awaran
51
Bagh
Muzaffarabad
Sawabi
Mardan
Swat*
Kech
Gawadar
Neelam
Poonch
Kotli
Lahor
Matta
Peshawar
Nowshera
RawalakotHajiraAbbaspur
Pallandari
KotliNakyalSehnsaKhuiratta
BaghForward KahutaDheerkot
Hatian BalaMuzaffarabadPatika
AthmuqamSharda
Turbat
Tump
Dasht
Buleda
GawadarJiwaniPasni
Bela
Uthal
Panjgoor
Gwargo
Awaran
Jahoo
156
Sawabi
Mardan
Takht Bhai
Swat
UPAP
Sindh Karachi
Rawalpindi CanttGujranwalaSialkotSargodhaJhang
Faisalabad WestFaisalabad SouthLahore EastLahore West
Sub Total 2 14
Grand Total 11 156 184
163
131611101010
214161416104
12124
193
551
* Closed Temporarily
Multan South
on
Ze 1
nb
Puja
Rawalpindi/ Islamabad
Zone 2
Faisalabad East
KarachiIslamabad
GujranwalaSialkotSargodhaJhang
Nankana
Khanewal
Muzafargarh
13
58
Multan
Rawalpindi
Faisalabad
Lahore
Multan North
Sawabi
Sawabi (City Branch)
Nawan Kali
Lahor
Mardan Khas (Women)
Mardan Khas/Chargulli
Mardan (Katlang)
Mardan (City Branch)
Takht Bhai / Hattian
Takht Bhai (City Branch)
Khawaza Khela
Mingora (City Branch)
Kabal
Peshawar (City Branch)
Nowshera (City Branch)
RawalakotHajiraAbbaspur
Pallandari
KotliNakyalSehnsaKhuiratta
BaghForward KahutaDheerkot
HatianMuzaffarabadPatika
Dasht
Tajaban
Pasni
Bela
Uthal
ChitkanGramkanTaspGwargoKelkore/Hoshab
AwaranGeshkoreJahoo
170
Turbat
Gwadar
Athmuqam/Neelam
Province Region/Hub District Tehsil Field Unit
No. of VBs / Settlementoffices
Province Zone District District OfficeNo. ofSettlementOffices
-
-
-
-
-
- -
-
-
- -
-
-
-
Malakand
Tehsil
Over the last decade NRSP's has remained the market leader in the MF sector in Pakistan. In order to improve the integration of the microfinance programme with rest of the programme, the Board of NRSP and the management decided in 2003 to separate the operations of micro credit programme from rest of the operations. The separation of micro credit operation has been an uphill task as it involved many sensitive administrative and programmatic decisions and complicated process. The main challenge was to ensure the Community Organizations (COs) continue receiving credit and at the same time they transform into real community institutions that could provide a platform for harnessing people's potential.
The separation of micro credit operations took a lot of time and effort of the management and it was only in the beginning of year 2008 that the two streams of the programme shaped up in two distinct structures. The distribution of duties between these two structures is as follows:
What is different now?
Since the beginning of year 2008, the programme has started transforming in two directions (a) the administration of the microfinance programme transforming into a more formal structure with separate cost centres and (b) the current credit focused programme transforming into real mobilization of community. In terms of the programme
concepts and strategies, the separation of micro credit has brought significant changes in the mindset of the staff as well as the community.
The major conceptual differences are as follows:
a) Enhanced role of Activists: Previously the Social Organizers (SOs) were responsible for credit delivery and recovery. They always avoided using the community volunteers (Activists) because the SOs' performance was mainly gauged based on credit performance indicators and not based on social mobilization indicators (inclusion, accountability, empowerment, social capital etc). Now that there is a clear segregation of duties, there is clarity regarding the role of SOs. The Chairman NRSP has always described the role of an SO as the one who helps the community identify good Activists from amongst them. The SO with the support of other professionals then polishes the abilities of the Activists so that they are able to lead their community effectively. Now the SOs take pride in saying that they have identified so many Activists rather saying their recovery rate is 100%;
b) Inclusion: The SOs and other staff have time to think and focus on their mission i.e. organizing the poor or including the poor in the COs. Thanks to the MER section of NRSP, which introduced the Poverty Score Card (PSC) tool that helps identify the poor in a scientific manner. Previously the SOs would encourage only those households to join the COs who in their opinion were credit worthy. Now they encourage those households to come forward who as per PSC are classified as the Poor;
c) Gender: The most amazing outcome of separating the micro credit programme is a focus on including women in social organization and increasing their role in their own
Progress Overview
Progress Overview 01
The community Activists leads the social mobilization process. The Activists and Social Organizers (SOs) form new COs. They also transform the COs (formed by the credit staff) into multi sector organizations. This unit links the COs with many programmes including the micro credit programme and encourages the COs to federate at village and union council levels.
The staff responsible for forming Community Organizations (COs) for credit and specializing in the delivery of micro credit service. They are not required to participate in non financial services.
Core NRSPStructure
Credit OperationsStructure
the fact that they (the borrowers) pay market based service charges. The relationship at times is like that of a donor and a recipient where the recipient has to comply with all the conditions imposed by the donor. In the new setup, the SOs do not go with a preconceived package and have to mobilize the community first around their own opportunities and skills then linking them with any other outside service. This brings the SOs in a different relationship with the community. Dr. Akhter Hameed Khan once said that an SO is a teacher, a guide and a philosopher. The SOs are now trying to raise their own level to meet this expectation of Dr Akhter Hameed Khan;
g) Harnessing Peoples' Potential: As mentioned above, the SOs are no more service providers. They are now trained to help people look around themselves and find opportunities. Since the start of this phase of transforming the credit COs to fostering community institutions, the number of persons being trained in the COs has increased significantly. This has happened because the SOs have started encouraging the CO managers to lead the development process and for this purpose increase their skills;
h) Self Help and Linkages: The COs are being sensitized to understand that they are the first resource for themselves and then the government departments. These two sources are the most sustainable sources if properly tapped. This message was not so easy for the SOs to spread previously, as they had to market their product (i.e. credit) than encouraging the COs to look into their own potential and link up with other agencies.
development. The SOs are fully aware that unless they organize women and bring them in mainstream development, they would not achieve their goal of reducing poverty and improving the quality of life of people. The Women Activists being given attention are playing a catalyst role to organize the women;
d) Fostering organizations of the people: The Community Organizations (COs) being formed are truly the organizations of the people. The community activists take a lead role in spreading the social mobilization message. As they cannot make any promise for providing credit or any other support, the message is clear that if the community wants to do anything, they must get organized and they must own the organizations they form;
e) Federating the COs into VOs and LSOs: The specialization of functions is also helping in improving the quality of social mobilization and adding value to it. Now the COs are federating into Village Organizations (VOs) and the VOs into Local Support Organizations (LSOs) at Union Council level because the Activists are now leading the social mobilization process and their thrust to organize the community and tap resources can be met only by fostering their own institutions at all possible administrative levels;
f) Independence of COs: Unfortunately, the micro credit programme has not yet recognized the borrowers as "customers" despite
NRSP's 15th Annual Progress Report 2008-200902
Social Mobilization
Social Mobilization 03
2008-09 was a year of building on the work of last seventeen years. It was a year of creating impact and transforming the social mobilization process into a more effective tool for empowering people and recognizing the community institutions as effective vehicles for poverty reduction and delivery of services. Following are the major areas where NRSP attempted to improve the impact of social mobilization: a) Enhanced role of Community
Activistsb) Inclusion of Women and Poorc) Transparency, Accountability and
Equitable Distributiond) Independent Fund Management by
the Communitiese) Self Help and Civic responsibilitiesf) Forging linkages
Thanks to Mr. Shoaib Sultan Khan for his continued guidance for teaching us how to foster “institutions of the people” with the help of CRPs. This fast tracked the entire process of social mobilization. The CRPs (community activists) came up with innovative approaches to not only foster the COs but also federate them into VOs and LSOs. The formation of VOs and LSOs provided a platform to the community activists to demonstrate their leadership abilities at a higher level. As a result, many LSOs/VOs succeeded in forging linkages with a number of government and private institutions.
Many VOs/LSOs established their own offices and appointed office bearers for record keeping and delivery of a variety of services. Some of them also established their own training centers. Many COs/VOs/LSOs started internal lending and targeted the poorest and women through this mechanism. These organizations can rightly claim to be the institutions of the people. This could have not been possible had NRSP not recognized the importance of community activists as true leaders of the community.
In order to institutionalize the role of Activists, NRSP encouraged the LSOs and VOs to engage the activists as Community Resource Persons (CRPs).
This approach helped scale up the social mobilization activities in the most cost efficient way. Recognizing the success of this approach all other components of NRSP also started engaging the CRPs for many other roles e.g. in FALAH project for disseminating information and lessons on birth spacing, in UNICEF project for disseminating information and lessons on health and sanitation etc. Being cognizant of the fact that the rural elite may capture these institutions of people, NRSP sensitized the COs/VOs and LSOs on bringing forward the poor members as the office bearers and CRPs.
Inclusionof the vulnerable;women and the poorest
The learning from SERP India and the launch of Participatory Development through Social Mobilization Project (World Bank/PPAF) has been instrumental in putting in place some operating procedures to ensure inclusion of women, poor and vulnerable in the COs. This targeted approach along with the introduction of Poverty Score Card survey greatly helped in including the women and poor people in the fold of COs/VOs/LSOs. The second most important strategy that helped increase the inclusion of women and poor was the role of the CRPs who were able to organize a large number of women. They also succeeded in keeping the new COs busy in a number of small activities such as skills training, preparation of National Identity Cards, registration of voters,
NRSP's 15th Annual Progress Report 2008-200904
vaccination of animals, installation of latrines, internal lending through their own savings programme.
The sensitization sessions have motivated the VOs/LSOs to include empowering women and poor as their core objectives. The Gender and Development (GAD) unit of NRSP also conducted surveys and sensitization sessions on how to increase the role of women in social mobilization. Many COs/VOs/LSOs, which had previously appointed men office bearers are now appointing women office bearer, thus empowering them in decision-making. The VOs and LSOs now very proudly report how many of their office bearers belong to the Poorest categories. It is hoped that this institutional behavior will have very long-term impact on bringing a change in the leadership paradigm at the grassroots.
Transparency,Accountability and Equitable distributionof resources
As the number of COs/VOs/LSOs increases, there become more chances for elite capture. The fact that the community institutions are "institutions of the people", emphasize on transparency and how this can be ensured by the community itself. The Community Management Skills Training (CMST) and Activists Conferences play a very effective role in sensitizing the community on the importance of transparency in terms of formation of COs that include the poor, giving authority to Activists, doing transactions in a fair and equitable
manner, maintenance of records and their open inspection. The NRSP management led by the General Manager visited many programme areas during the year to have a direct feedback on how the internal systems of COs, VOs and LSOs work. The COs/VOs/LSOs developed various tools and NRSP helped them in developing records and systems to track community savings and records for different interventions. The NRSP staff gave a lot of attention on sensitizing the COs to develop a transparent system for federating the COs into VOs and LSOs and the election of General Body, Executive Body and Office Bearers of the VOs and LSOs in a transparent manner.
The Internal Audit of NRSP and MER conducted joint monitoring visits and field studies to get a feed back on the internal management of COs/VOs/LSOs. The GAD and Social Mobilization units carried out sensitization sessions with the Activists, SOs and other staff to introduce tools and methods for inculcating a culture of transparency, accountability and equitable allocation of resources. The COs/VOs/LSOs are now required to make presentations around these concepts rather than just briefing on their quantitative achievements.
Along with these approaches, NRSP also introduced the Community Investment Fund mechanism where the selected COs/VOs/LSOs were given a grant to use it as a revolving fund for running an internal lending programme. This proved to be a real test for the COs/VOs/LSOs to prove that they are truly transparent and accountable institutions and the resources they are provided are equitably used.
Fund Managementand CIF
Financial capital plays an important role in poverty reduction. Managing finance enables the community to learn financial management, accounting and general managerial skills. NRSP encouraged the COs/VOs/LSOs to utilise their savings for internal lending purposes. Many COs, VOs and LSOs were imparted training to mange internal lending. Through the
Social Mobilization 05
funding of RSPN and some other donors, NRSP provided seed capital to selected LSOs/VOs as Community Investment Fund (CIF) to augment their savings and to train them as the true institutions of the people. This process enables the COs/VOs/LSOs to prepare their rules of business, develop products that can help those who do not have access to micro credit even from NRSP and generate some additional revenue for running the operations and above all help the poorest through easy access to finance. NRSP can proudly claim to have created an environment where the donor community can use the platform of COs/VOs/LSOs to offer livelihood projects for the poorest by providing a one time CIF grant rather than project funding. These grants would leverage community savings for a sustainable poverty reduction programme.
Self Help andCivic responsibilities
With a large number of COs organized without any preconceived package for credit or any other intervention, NRSP encouraged the COs to do as much as they can on a self help basis. As a result, NRSP found many innovations for sustaining the COs like establishing their own training centres, production centres, and Village Banks from their savings. NRSP management also provided additional funds as an incentive to those COs/VOs/LSOs who demonstrated commitment for self-help initiatives. The PDSM project inspired the NRSP teams to inculcate a culture of understanding civic responsibilities among the CO members. This ignited a number of initiatives such as setting up of funds by the COs/VOs/LSOs for the destitute, tree plantation, preparation of CNICs, registration of births and voters.
Forging linkages
Forging linkages between the community and government line agencies has always been an important element of social mobilization. The staff training (OTW) and the community training (CMST) plays a very important role in sensitizing the activists/CRPs about the importance of
resource mobilization through linkages with government agencies. During the year, the most important linkage developed was with NADRA for CNIC registration of CO members. Other initiatives include linkages with Social Welfare department, which helped the Women COs in setting up training centres.
2008-09Progress Overview
During 2008-09, 18,585 COs (60 % women and 8% mixed i.e. having both men and women members) were formed. This number is greater than the cumulative Women COs formed in the previous 7 years. Likewise the number of mixed COs in the reporting year has been highest ever since the establishment of NRSP (Figure 1). The ratio of women and mixed COs that was 26% on 30th June 2008, accelerated to 35% by the end of reporting year. In other words a 9% raise was noted in the cumulative numbers of women and mixed COs. While this trend will eventually reduce the
7,312
1,666 1,806 1,392
2,644 3,654
5,440
8,960
17,575
5,932
2,843
1,074 531
1,130 1,194 1,104 1,652 2,486
3,096
11,256
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
2000 2001 2001 2003 2004 2005 2006 2007 2008 2009
Figure 1: Comparison of the CO & WO Formation in Last 10 Years
Male Female
differences between the number of men and women COs and beneficiaries that have existed since inception of NRSP, it will open up equal windows opportunities for women to enter into a more dynamic role for their empowerment.
Figure 2 presents the overview of the percent share of regions in the CO formation during the reporting year. DG Khan, Mianwali and Turbat regions being comparatively smaller regions have contributed significantly, which is attributed to the PDSM project and strategic shift towards three-tiered social mobilization by engaging a cadre of committed CRPs for programme expansion.
NRSP started the establishment and nurturing of Local Support Organizations in 2005. Currently NRSP is the leading RSP with a network of 146 LSOs across Pakistan and holds 47% share of LSO formation among all RSPs. These LSOs
Progress on Three-TierSocial Mobilization
NRSP's 15th Annual Progress Report 2008-200906
represent 9,640 COs and cover 194,515 households. In addition to specific activities, most LSOs are working on a common agenda to:
a) Organize at least 70% households of the UC;
b) Organize 100% poor and poorest households;
c) Reduce poverty and improve living standards.
The LSOs have also been instrumental to increase the following:
a) Coverage: the cumulative household coverage in such UCs where LSOs have been established has surprisingly risen from 20% to 65% in a time of two years. This has been because of a cadre of local activists or CRPs who have been trained by NRSP for carrying forward the social mobilization programme at scale; and
b) Inclusion of poor women in the Programme: another major thrust of the LSOs has been identification of poorest households, especially women headed households, and their inclusion into COs, VOs and LSOs. As a result the ratio of women members in UCs with LSOs has reached 53% by June, 2009. This is 28% more than the average women membership of entire programme as on June 30, 2008 and 23% more as on June 30, 2009. This is a phenomenal and real change that has been infused into the programme.
The LSO formation witnessed the highest growth in 2008-09. Well over 2/3 of the LSOs established by NRSP were fostered in the year 2008-09. An interesting aspect of the LSO formation is that non-credit regions (i.e. AJK, Turbat and, to some extent, Rawalpindi) have emerged to be 'early adopters' for the replication and expansion of LSO model. The cumulative share of these three regions in LSO formation is 85%. Figures 3 and 4, respectively, present the year wise trend of LSO formation and the regions share in the established LSOs.
The revelation of the fact that community activists are the only sustainable and viable option for reaching the poorest and
RWP, 16%
Mianwali, 14%
BWP, 38%
RY Khan, 0%
DG Khan, 12%
Malakand, 0%
AJK, 10%
Badin, 2%Turbat, 7%
Figure 2: Share of ROs in CO Formation (2008-09)
Social Mobilization 07
at scale, has now become the cornerstone of the three tier social mobilization strategy of NRSP.
During the reporting year, 743 CRPs were contracted by LSOs which included 62% women. They were trained and are now performing different activities like programme introduction, poverty profiling by using Poverty Scorecard, CO formation, delivering sessions in CMSTs for COs. In the year 2008-09, CRPs established 5,923 COs which included 58% women COs. This is unprecedented in the history of NRSP and undoubtedly has laid the foundation of a very vibrant social capital at the local level. The community is now at the driving seat to take the vehicle of development and reap the benefits. Figure 5 presents the region wise pictures of CRP-fostered COs during year 2008-09. As Dera Ghazi Khan and Bahawalpur regions have formed the largest number of COs as a foundation for the formation of VOs and LSOs, NRSP expects that in the next financial year, the VO and LSO formation in these regions will take pace.
Purpose SpecificSocial Mobilization
The work of RSPs in social mobilization has been acknowledged amongst donors and Governments and is now a corner stone of almost all community driven development projects and programmes. The following examples tries to explain the importance of social mobilization:
Ministry of Food and Agriculture – MINFA – has started a Food Security Project namely 'Special Programme for Food Security and Productivity Enhancement of Small farmers (SPFS)' or more commonly known as Crop Maximization Project – II (CMP-II) in food deficient districts of Pakistan. The project has been designed and being implemented in the backdrop of existing food shortage in Pakistan resulting into soaring food prices. It is foreseen that until and unless some mega initiatives are
Social Mobilizationfor Crop Maximizationand Food Security
734
105
0
118
240
616
0
100
200
300
400
500
600
700
Figure 3: LSO and VDO Formation (2005-06 to 2008-09)
LSOs VDOs
RWP, 33%
Mardan, 8%
BWP, 1%AJK, 29%
Mianwali, 5%
Badin, 1%
Tturbat, 23%
Figure 4: Region's Share in LSO Formation (June 30, 2009)
0%
5%
10%
15%
20%
25%
30%
35%
AJK RWP Turbat Mardan Mianwali Badin DG Khan
35%
28%
13%
10%9%
3% 2%
Figure 5: Region Wise Share of COs Formed by CRPs in 2008-09
Table 1: Details of LSO activities as of June 2009
Details of LSO Activities Total
Number of Tehsils
Districts
Number of LSOs Organized
Total Households LSOs Ucs
No. and % of organized householdsTotal Number of VDOs under LSOs
Total COs working under LSOs
Men’s
Women’s
Mixed
LSO General body members
Men
Women
Community investment funds available to LSOs (Rs. In Million)
No. of VRPs contracted by LSOs
No. of new COs formed by VRPs
28
20
146
347,907
194,515 (56%)974
9,640
4,558
3,724
1,358
5,517
3,470
2,047
38
743
7,275
NRSP's 15th Annual Progress Report 2008-200908
taken to ensure food security and productivity enhancement, the food shortage will have adverse effects on the already vulnerable economy of the country.
Social Mobilization is the main pillar of the project design. NRSP and other RSPs are engaged to mobilize resource poor farmers, organize them into Farmers Associations (FAs), cluster FAs into Village Organizations (VOs), facilitate VOs for registration as Cooperative Societies and build the capacity of FAs and VOs to function as representative organizations of the poor farmers with a focus on productivity enhancement, pooling of resources and market linkages development.
The award of this project to RSPs, and even before that placing social mobilization at the core of a public sector project, is again an indication of the successful demonstration of the approach and philosophy of RSPs whereby socially and economically marginalized communities are developed as a vibrant stakeholder in development initiatives rather than being treated as mere beneficiaries.
The project was commenced on July 01, 2008 and shall complete by June 30, 2012. NRSP is implementing the project in 7 (out of a total of 26) districts. These include Mirpur Khas, Sanghar & Nawab Shah in Sindh; Lasbella in Balochistan; Rahim Yar Khan in Punjab; and Kotli & Poonch (Rawalakot) in AJK. For project implementation, NRSP established eight district Social Mobilization Units (SMUs) with the exception of Rahim Yar Khan where two SMUs are established. NRSP is working in 262 villages already identified
by MINFA. During the reporting year, the major focus remained on mobilizing the small farmers into FAs and their federation into VOs. NRSP successfully achieved the targets vis-à-vis yearly planning. A major breakthrough was the registration of the VOs as Cooperatives Societies under Cooperative Society Act 1925. NRSP was able to get 70 VOs registered with the Cooperative Department. It was a new experience for NRSP that added to our institutional capacity to understand the mechanics of Cooperatives. Table 24 at the Statistical Abstract end provides detailed progress of the period under review.
NRSP has conceptualized CBDRM as a protective shield to narrow down the collateral damages as a result of disasters, be it a natural catastrophe or a human-induced phenomenon. It aims at inducing immunity among the vulnerable and poor communities against disasters by preparing them to respond quickly and effectively in such situations.
NRSP, in partnership with German based organization Diakonie and a Netherlands based Oxfam Novib, has mobilized the communities of Muzaffarabad, AJK, in the highest at-risk areas and organized them into Disaster Management Committees (DMCs). These DMCs are actually cluster organizations at Revenue Village level with the representation of constituent COs. NRSP built capacities of the COs and DMCs in CBDRM and has provided them with certain emergency response equipment for rescue operations. The DMCs have three major functions and accordingly three sub-committees are working in a DMC. These sub-committees have been provided relevant training work systematically. These sub-committees and their functions include:
1. Emergency response and search/rescue during and after disasters. The committee responsible has been trained in the use of emergency equipment to rescue the
Social Mobilization forCommunity Based Disaster Risk Management (CBDRM)
injured, missing and expired persons; 2. First Aid to ensure providing instant
and lifesaving treatment to seriously injured persons and transport them to health outlets. The First Aid committees have been trained in First Aid and emergency medical treatment tips;
3. Mobilizing the communities for disaster risk reduction and taking actions that minimize or delay the disasters. For instance tree plantation on slopes, constructing earthquake resistant structures, maintaining flood water channels to ensure smooth runoff of the rainwater and so on.
The social mobilization and capacity building under these CBDRM projects focused changing the Knowledge, Attitude and Practices (KAP) of the communities for enhanced resilience against disasters. NRSP used innovative approaches for mass level mobilization and awareness raising about the need and tips of disaster risk reduction and disaster preparedness. These include simulation exercises at village levels, TV and radio programmes, sensitization of the print media, puppet shows at schools, development and circulation of educational film on CBDRM. The State Disaster Management Authority of AJK appreciated the approach of NRSP and emphasized the need of connecting DMCs with the relevant state agencies to work together to respond future emergencies. The End of Project evaluation of NRSP-Diakonie CBDRM project (see details under MER section) reflects the KAP change as the result of project interventions.
Future plans
The year 2008-09 has brought NRSP to a turning point in terms of influencing Governments, policy makers, donors and other development actors on the importance of social mobilization. The current NRSP approach of mobilizing the community especially the women through their own institutions and their own leaders has brought a high level of confidence at all levels in NRSP. This confidence is manifested in the Union Council based Poverty Reduction Programme that NRSP has offered to the
provincial and federal governments. The UCBPRP is the next step towards community empowerment and poverty reduction but based on the social mobilization methodology. It suggests a number of cost efficient and cost effective interventions that the community institutions and their managers/leaders can implement on a sustainable basis and thereby reduce poverty and keep the people engaged in productive activities.
The most important outcome that NRSP foresees is an enhanced role of women in the development of Pakistani society. A large number of new CO members are young women. This will further trigger participation of youth especially the girl youth in the development of our society. The introduction of various non financial interventions such as awareness raising about human rights, civic responsibilities, cleanliness, environment, capacity building, health and education awareness and self managed microfinance programme by the COs/VOs/LSOs will enable the COs/VOs/LSOs play their role in implementing the government policies and projects for development and poverty reduction on a sustainable basis. The COs/VOs/LSOs will soon have a stronger voice to participate in policy making through the network of RSPs.
NRSP is also confident that the community institutions and the CRPs will play an important role in reducing frustration among the Pakistani society as the social mobilizations process introduced by NRSP is not agitative but constructive. It facilitates both the government as well as the society in synergizing their actions for a better Pakistan. It is only the peoples' potential that if harnessed, will bring prosperity and peace to our society. NRSP will continue working on its belief that the people in Pakistan have tremendous potential to work for their betterment. This potential can be harnessed by organizing them through their own leaders.
Social Mobilization 09
Mainstreaming Gender and Development
NRSP's 15th Annual Progress Report 2008-200910
NRSP recognises that women focused projects alone cannot bring any significant change in terms of women empowerment. Rather, the change can occur only if all policies, procedures and systems are sensitive to the needs of women and disadvantaged communities along with the needs of men. NRSP's Gender programme aims at empowering women and recognising their equal role in the development of the society. This Gender Mainstreaming Policy has the following features: a) Removing inequalities in all sectors
of development to ensure women's equal access to all development benefits and services – creating equal opportunities for women and disadvantaged communities, building their capacities to access services;
b) Ensuring effective women participation by involving women in decision making processes;
c) Enhancing effective and meaningful participation of women in their own institutions i.e. COs, VOs and LSOs;
d) Advocating and lobbying to safeguard and protect women's rights, especially the protection and welfare of women headed households; and
e) Creating an environment in which both men and women work in harmony for the welfare of the entire society.
Snapshot of 2008-09
The following activities were undertaken during the year:
•technical inputs to accommodate emerging needs
• Sensitisation of NRSP employees, community activists and the members of the COs/VOs/LSOs on gender and development especially the role of women in the development of society;
• Review of Project Documents and Programme Products with a gender lense to ensure that they are sensitive to the needs of women;
• Analytical review of ongoing projects and operational procedures to improve targeting of the vulnerable and women;
• Representing the Programme at policy level dialogues;
• Facilitating the impact assessment of Programme and Projects to gauge the benefits in terms of social and economical betterment of women;
• Capacity building in the form of identification and grooming of women professionals as future leaders and managers; and
• Capacity building in the form of identifying and men gender trainers from NRSP for having NRSP's own gender experts for future training programmes.
Policy Inputin Programme Activities
The GAD Unit organized a programme level meeting in which all tiers of NRSP management team participated, reviewed the Gender Mainstreaming Policy and made recommendations to put the policy in action. With the technical input of Oxfam Novib, NRSP's GAD unit conducted a Gender Audit of NRSP and a participatory gender review with the technical assistance of Aga Khan University. These two reviews helped identify the areas that required improvement. The findings of this analysis are documented and available in a report “NRSP Gender Mainstreaming in Practice”.
Policy Review of the Programme and
Policy Review
Mainstreaming Gender and Development 11
Policy decision totarget Women
NRSP funded Interventionsfor women inclusion
The internal review revealed that the NRSP field staff had mental barriers and women participation would not increase in certain geographical areas unless clear targets were set. Consequently, the NRSP management decided to form only women organizations as a target in the eight districts funded by PPAF under the Participatory Development through Social Mobilization Project. This decision greatly helped in forming a large number of women Community Organizations.
The platform of a large number of women COs has opened various venues for women to show their potential. In these districts the federations of COs i.e. VOs and LSOs have women managers and leaders and they manage all the affairs on their own.
The gender audit identified the need for the design and implementation of some women focused interventions. For this purpose, the General Manager, Programme Manager GAD and other sector managers carried out a needs assessment and designed such products that could trigger meaningful participation of women in developmental activities.
The menu of women focused interventions include women literacy, entrepreneurship, improvement in the mother and child health, and implementation of small-scale CPIs that directly benefit the women and girls. For the implementation of this Action Plan, NRSP approved an annual budget of Rs. 50 million from its core funds.
Capacity Building
Gender section continued the implementation of the capacity building of all tiers of NRSP staff from the highest management positions to the lowest. The focus however was on the Regional and District Managers who are operational heads and very instrumental
in the implementation of NRSP policies. The GAD Section also organized workshops for the senior managers in which international experts and consultants participated as Resource Persons.
The main theme of the workshops was to sensitize the senior managers on concepts regarding Gender and Social Justice. The Gender head also conducted gender sensitisation for the newly inducted staff. Altogether 545 NRSP Staff and some government officials participated in these workshops.
The GAD also initiated the gender sensitization training for the leaders of the LSOs and office bearers. One such event was organized in AJK where 60 executive and general body members of 4 LSOs were given orientation as how they can make the environment and operations of their newly established institutions gender responsive Through these trainings, the LSOs were facilitated to develop gender sensitization plans for their Union Councils. This is an area where gender section would focus in the coming years so that the rapidly expanding network of LSOs can serve hundreds of thousands of vulnerable women through their gender sensitive approaches and specially designed interventions.
Consequent upon sensitisation of staff in gender and the targeting for women CO formation, the performance in all sectors witnessed a significant change for example the number of Women COs and women participants in the Community Management Training (CMT) increased significantly.
27%
30%
27%
35%
56%
0%
10%
20%
30%
40%
50%
60%
2004-05 2005-06 2006-07 2007-08 2008-09
Figure 6: Yearly comparison of women (2004-05 - 2008-09)
participation in CTP in last 5 years
NRSP's 15th Annual Progress Report 2008-200912
Input in Projects
The GAD unit analysed and reviewed the projects namely the Crop Maximization Project, Social Mobilization Project, SDDNCF, and PMSIL from a gender perspective, and made recommendations for improvement. As the NRSP policy requires that all projects be gender sensitive, the GAD section also reviewed all the new project proposals. As a follow up of the GAD recommendation, the Project Manager PMSIL decided to include women a target for the training of women as CLEWs, which was not originally envisaged in the project. The Badin region took lead and trained 40 women as CLEWs.
Trend Analysis
The GAD section initiated a trend analysis of women inclusion in various programme interventions. The findings of the exercise identified gaps, both in the sectors and at regional levels. This is a regular activity where MER section also provides assistance in compiling and analysing the data.
Conclusion andthe Way Forward
NRSP believes that the last two years have brought tremendous attitudinal changes in the mindset of NRSP employees and the communities in terms of gender sensitisation. These changes are reflected in the performance of all sectors especially in social mobilization and training. In almost all the sectors women participation has shown considerable improvement in the review year. A large number of NRSP employees and community activists have received gender training and have prepared gender action plans for increasing effective women participation in all spheres of community development. The presence of LSOs with women leaders and a large number of newly formed women COs has set the stage for empowering women to take decisions and thereby providing playing field to them to unleash their potentials. NRSP commits to ensure this happens in the years to come.
Gender Analysis of Union Council Based Poverty Reduction Plan - UC Kamar Mashani (Mianwali)
In order to make sure that the Union Council Based Poverty Reduction Plan Project is gender sensitive, the GAD section decided to participate in the implementation of a pilot in Union Council Kamar Mashani of Mianwali District. NRSP is implementing it with the financial support of the Rural Support Programme Network (RSPN).
The purpose of GAD intervention was to analyse each intervention and process in the pilot UCBPRP from gender perspective and align them to meet the requirements in terms of empowering women in decision making through this project. Based on this review, following conditions have been made an integral part of the pilot UCBPRP:
a) Ensuring 100% membership of poor households in the WCOs;
b) 60% participation of women in the executive and general bodies of LSOs;
c) Ensuring 100% women members of the poor households have CNIC;
d) Engaging women enumerators for the Poverty Scorecard exercise and inclusion of a gender profile of the household in the PSC format;
e) Formation of 50% Women COs in the Union Council;
f) Changing the CMST training module for a uniform message about gender mainstreaming;
g) Ensuring that 50% beneficiaries of the microfinance are women;
h) Encouraging women to participate in non conventional training such as electrician, mobile repairing in addition to the conventional training e.g. tailoring etc.;
i) 100% women in O&M committees of CPIs;
j) Loans from CIF to be provided through only Women COs;
k) Ensuring that LSOs and VOs involve trained poor women in the social appraisal of loans and further identification of poor households; and
l) Ensuring 50% of the participants of activists' workshops are women.
The GAD section is participating in the implementation of this pilot initiative and is documenting the progress as action research.
Microfinance and Enterprise Development Programme 13
Overview ofNRSP Microfinance Programme
The Microfinance and Enterprise Development Programme (MEDP) offers three types of financial services including credit, savings, and micro health insurance respectively. During the year NRSP had to reduce its micro credit operations. This was due to liquidity constraints which led to a loss of 165,000 clients, This reduction posed many challenges like exclusion of clients, reduced financial sustainability and staff reduction. NRSP looked at this challenge as an opportunity to consolidate and maintain its status as the country's prime microfinance programme. Another challenge faced during the year was the closure of the microfinance programme in NWFP region.
It is a known fact that Micro Credit only works well for the “productive poor” and that the bottom poor or the poorest of the poor remain excluded. NRSP addressed this issue by introducing the Community Investment Fund (CIF). CIF is a seed capital which is left at the disposal of the COs/VOs/LSOs to start a village banking model. This enables the community to design and implement pro poor micro credit products and teach financial literacy to the clients. The CIF is further expanded by pooling the community's own savings. Since is run by the people, they find no difficulty in targeting the poorest of the poor and offer this financial product. The risks of failure of businesses are also mitigated by the community itself.
In terms of targeting women, a new community savings product was introduced especially for those women COs who are not part of the mainstream MF programme. This savings product is a ROSCA in which NRSP also participates as a ROSCA member but gives back its ROSCA share into the Women CO
savings. We hope that this new product will enhance the capacity of the Women COs and eventually mainstream them into the MEDP.
During the year NRSP also refined the Insurance product to make it more customer-friendly in terms of increasing efficiency in claims reimbursement and reducing the premium cost for the clients and increasing its cover to the family members of the credit clients.
Synopsis of performance during 2008-09
NRSP disbursed Rs.8.5 billion in the year 2008-09 through 549,450 loans (218,891 being women borrowers). As of June 30, 2009, NRSP's total disbursement was Rs.36.479 billion through 2,533,395 loans. The percentage of women loans was over
Micofinance and EnterpriseDevelopment Programme
MFPActive Borrowers
(30 June)Market Share
(% of Active Borrowers)NRSP
KB
KASHF
FMFBL
PRSP
429,642
372,171
288,609
219,820
81,754
24.1
20.9
16.2
12.3
4.6
1
2
3
4
5
C. Largest Providers of Microcredit (Active Borrowers)
C. Largest Providers of Micro-Savings (Active Savers)
MFPActive Borrowers
(30 June)Market Share
(% of Active Borrowers)
NRSP
PRSP
TRDP
FMFBL
TMFB
1,115,118
328,205
261,512
173,895
97,002
51.8
15.2
12.1
8.1
4.5
1
2
3
4
5
Figure 7
NRSP's 15th Annual Progress Report 2008-200914
33.8%. The share of UPAP in terms of total amount disbursed and number of loans was 13% & 15%, respectively.
As given in Figure 8, 55.9% of the total disbursement was for agricultural purposes followed by 30.3% for enterprise development, 13.6% for livestock rearing and 0.3% for small infrastructure as individual enterprises (SIIE). Table 5 in the Statistical Abstract gives other details in of annual and programme level disbursement. Figure 9 explains the share of each credit product in the total disbursement.
The liquidity crunch leading to non-flexible funding sources had retrogressive impacts and the disbursement of NRSP declined from Rs.12.002 billion in 2007-08 to Rs.8.534 billion in 2008-09. This resulted into a contraction of about 41% in the volume of NRSP's micro credit and over 165,000 active clients either left the programme or remained un-served.
Micro CreditPortfolio Analysis
This has been a sort of an irreversible loss for NRSP; both in terms of draining out about 1/3 of its clientele and additional income that could have provided NRSP a chance of further penetration to reach to those who are 'un-bankable'.
Despite all the problems, NRSP maintained its status as the leading microfinance provider having a 24.1% share in active borrowers and 51.8% share in active savers.
For the sustainability of a rapidly expanding microfinance programme, NRSP has ensured that its management structure and operating system follow some basic principles: a) operational transparency, b) lower transactions cost and c) maintaining appropriate staff productivity. These principles are built-in the loan disbursement methodology, product and training of the microfinance staff. Another fundamental factor has been the specialization of the microfinance programme and keeping its management separate from other operations.
NRSP achieves the required staff productivity targets by advance level financial management trainings, rewarding loan officers on best performances and putting in place effective and efficient systems of monitoring. As of June 2009, the overall staff productivity was 162, which is ever highest since the inception of NRSP microfinance programme. This year the highest staff productivity was 199 at Rawalpindi region.
Staff Productivity
-60%
-40%
-20%
0%
20%
40%
60%
80%
2004-05 2005-06 2006-07 2007-08 2008-09
10%
33%
66%
42%
-41%
Figure 9: Yearly disbursement growth (2004-05 - 2008-09)
0%
10%
20%
30%
40%
50%
60%56%
14%
30%
0%
58%
10%
32%
0%
As of June 09 2008-09
Figure 8: Disbursement trends (as of June 09 & during 2008-09)
Microfinance and Enterprise Development Programme 15
175,201
473,147
962,331
1,579,671
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
Dec. 06 Dec. 07 Dec. 08 June. 09
Figure 10: Growth of the policy holders of NRSP Micro Health Insurance
Portfolio at Risk
Financial Sustainability
Micro Health Insurance Programme
Despite the fact that many MFIs in Pakistan faced recovery crisis during the year, NRSP maintained its operational PAR at less than 1%. However, due to security threats in NWFP where NRSP had to stop its micro finance operations, the overall programme level PAR as of June 30 was 2.2%. It is worth mentioning that as of June 30 2008, the PAR of NRSP in NWFP was Zero with a portfolio of Rs. 868 million and 74,130 active borrowers.
As a leading Microfinance Programme (MFP) NRSP attempts to achieve financial self-sufficiency by increasing outreach for achieving higher gross margin and reducing operating costs through sound financial management practices and keeping a low key profile.
Despite severe liquidity crises in 2008-09 coupled with downfall in NWFP's portfolio, NRSP managed to achieve 103% operational and 90% financial self-sufficiency.
Launched in year 2005 and linked with the Adamjee Insurance Company, NRSP's micro health insurance has become the largest programme of its type in the private sector. NRSP has consistently lobbied with Adamjee Insurance Company to make the product more
flexible and more clients friendly. At the time of inception of the scheme, the total premium was Rs.250 per person per annum while now it is Rs.100 per annum for two persons i.e. client and his/her spouse.
The policy provides health cover to all NRSP credit clients between the age of 18 -65 along with their spouses. The benefits include Rs.15,000 for accidental death or permanent disability, Rs.15,000 for funeral cost and payment of unpaid balance of credit in case of natural death. In addition, the current scheme also covers the transportation cost of the clients.
Currently NRSP is working out some modifications in the scheme to provide the insurance cover to all members including children under the age of 18 of a nucleus family in the above-mentioned scheme with the same premium of Rs.100.
NRSP is focusing on increasing awareness and capacity of the clients to utilize the facility. Where the acceptance of the
No. of persons insured 267,191 946,064
Total number of insurance cases (including repeat clients and spouse)
Activities During 2008-09 As of June 30, 2009
565,322 1,579,671
Men 370,427 1,156,269
Women 194,895 423,402
Premium collected (Rs.) 47,378,020 185,660,360
Claims received by NRSP
3,467 6,577
Claims sent to Adamjee 1,862 4,810
Claims in process at Adamjee - 1,255
Claims rejected by Adamjee
33 512
Claims approved by Adamjee and reimbursed 2,500 4,810
Amount reimbursed to policy holders 25,205,634 49,370,832
Table 2: Yearly and cumulative progress of NRSP Health Insurance Programme
NRSP's 15th Annual Progress Report 2008-200916
their loans during hard times and they utilize these savings as a matching fund when NRSP cannot offer them sufficient amount of credit.
The scaling back of the NRSP credit component in year 2008-09 due to financial crises also adversely affected the saving accumulation that dropped by 7%. However, the withdrawals from the accumulated savings helped many micro credit clients to meet their financial needs partially from these savings. Table 4 in the Statistical Abstract provides additional details on the saving status as of June 2009.
NRSP Microfinance Bank
During the year, the State Bank of Pakistan issued an NOC for setting up the NRSP Micro Finance Bank in August 2008. The Securities and Exchange Commission of Pakistan (SECP) registered the Bank as a Microfinance Banking Company in October 2008. Finally, NRSP received the Banking License from the State Bank in February, 2009.
NRSP is operationally prepared to launch the operations of the NRSP Microfinance Bank. However, this launching will take more time than was anticipated originally because of the negotiations that are still undergoing with the potential investors. NRSP has decided to maintain 52% shares in the Bank's equity. The delay may cause frustration for the field employees of the Bank who are fully prepared to take on new challenges. However, at the same time it has enabled NRSP to be more prepared in terms formalizing its practices into documented Standard Operating Procedures (SOPs) for all the operations and products. The current liquidity crisis have led to further thinking on the portfolio financing options and the Bank will have to do more aggressive marketing for raising deposits than were originally estimated.
The ultimate objective of the Bank will be to continue providing diversified financial services to the members of the Community Organizations. Once launched, the Bank will be a major stake holder amongst all MF Banks in Pakistan.
product has grown exponentially during the last four years, the number of claims and amounts reimbursed to the claim holders has also increased manifolds. Figure 11 presents this change. The figures show that the loss ratio has started increasing which means more and more clients are benefitting from the scheme, which now the clients understand better than before.
NRSP is striving to convince the government to offer this product with certain modifications as a social security scheme to the poorest people. The Sindh government has accepted this proposal and is supporting the poorest through the proposed scheme as a social security programme in two selected districts.
Saving mobilization is one of the integral component and foundation stone of the philosophy of NRSP. These savings work as a risk management fund to meet unforeseen expenditures such as sudden illness, loss of job or natural disasters. NRSP clients also use the savings to repay
Saving Mobilization
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Dec. 06 (Premium Rs.250) Dec. 07 (Premium Rs.200)
(Premium Rs.100: member
+ Spouse)
(Premium Rs.100: Member
+ Spouse)
22%
26%
45%
48%
Figure 11: Loss ratio of NRSP micro health insurance programme
Microfinance and Enterprise Development Programme 17
Future plans
As the transformation of NRSP microfinance programme into a licensed Microfinance Bank continues, NRSP hopes to overcome the liquidity problems through the bank on a sustainable basis by tapping the savings funds and bringing in investors equity. The NRSP Microfinance Bank may offer many other services such as remittances, which will strengthen the microfinance programme and will increase the client base. The Bank is also preparing to introduce IT based products and/or link the existing products with IT facilities to increase efficiency and reduce costs.
As mentioned above, NRSP has recently introduced a new microfinance product for the poorest, which will be run and managed by the community institutions. This specialization of functions i.e. the commercialization of NRSP's own micro credit programme for the productive poor and community based village banking for the poorest will help improve the quality of financial services for the target population. NRSP hopes to continue playing a lead role for all segments of microfinance clients.
NRSP's 15th Annual Progress Report 2008-200918
Poverty in urban and peri-urban areas of Pakistan is more severe as compared to rural areas due to weak social safety nets, extremely poor living conditions and inconsistent and weak income sources. Responding to this felt need, NRSP, established an Urban Poverty Alleviation Programme (UPAP) in 1996. Initiated as a pilot initiative, UPAP has transformed into a leading urban microfinance programme. The Pakistan Microfinance Network rates UPAP as the fifth largest microfinance programme of Pakistan. UPAP is currently operating in 14 Districts through one-room settlement offices covering the major cities namely Rawalpindi, Islamabad, Faisalabad, Karachi, Multan, Muzaffargarh, Khanewal, Lahore, Gujranwala, Sialkot, Sargodha and Jhang.
UPAP exclusively focusses the low-income households and its clients are economically marginalised women who do not have access to mainstream micro credit market. Since inception UPAP has disbursed Rs.4,877,339,069 through 380,156 loans. These loans were given to 380,067 women and 89 men.
Following a year of unprecedented expansion during FY 2007-08, UPAP's disbursement in FY 2008-09 declined by 12% due to liquidity crisis prevalent in the country (Figure 12).
In order to maintain its client base, UPAP decided to reduce the loan size systematically rather than reducing the number of clients. This strategy helped UPAP to maintain its active loans over 100,000. On June 30, 2009 the number of UPAP clients was 108,215 as compared to 104,623 on 30 June 2008. However UPAP's outstanding loan portfolio reduced from Rs.917,416,820 on 30 June 2008 to Rs. 745,129,988 on 30 June 2009.
Transparency Since its inception UPAP is known for its transparent operations and reporting. UPAP's quarterly progress reports and MIS generated monthly and daily reports give a complete account of its entire operation.
It is the first MFI of the country rated by MCRIL with the funding of CGAP. UPAP maintains separate accounts and gets its accounts separately audited by the M/s A.F. Ferguson – a member firm of Price Water House Coopers – every year in accordance with the financial disclosure guidelines of CGAP for microfinance institutions.
Progressfor Year 2008-09
During the review year, UPAP continued expanding its outreach and established 13 new settlement offices taking the cumulative number to 193 from 179. During the FY 2008-09 UPAP disbursed Rs.1,418,147,000 through 109,558 loans in 2008-09 compared to Rs.1,614,583,500 disbursed through 111,156 loans in 2007-08. This 12% fall off resulted due to the countrywide liquidity crisis. Table 6 in the Statistical Abstract provides the full details of UPAP's disbursement since its inception.
As UPAP managed to retain its clients despite a 12% decline in the amount disbursed during
Outreach and Disbursement
Productivity
Urban PovertyAlleviation Programme
26.1 26.1 60.1 93.7
162.7
281.0
422.2
772.8
1,614.6
1,418.1
(100.0)
100.0
300.0
500.0
700.0
900.0
1,100.0
1,300.0
1,500.0
1,700.0
Dis
bu
rsem
en
t (R
s. M
)
Figure 12: Disbursement of UPAP since inception
Late Dr. Akhter Hammed Khan, a legendry rural development icon, termed UPAP as a different, creative, viable and sustainable model of its own type.
Up to 500, 1.2%
501-1000, 22.1%
1001-1500, 35.1%
1501-2000, 22.2%
2001-2500, 8.9%
2501-Above, 10.5%
Figure 13: Monthly per capita income of UPAP clients (as of June 30, 2009)
Urban Poverty Alleviation Programme 19
the review year, it maintained the staff productivity as well that stood at 96 borrowers per staff member on 30 June 2009. This is likely to improve further.
Reduction in portfolio by 20% during the review year negatively affected UPAP's Operating Expense Ratio (OER), which increased to 19.8% in FY 2008-09 from 16.9% in 2007-08. This is likely to come down in the next financial year with the expected increase in UPAP's disbursement and portfolio.
UPAP's decision to reduce its outstanding loan to respond to the liquidy crisis affected its profitability. Consequently, its OSS and FSS came down from 126% and 110% during FY 2007-08 to 110% and 92% during 2008-09, respectively. UPAP's phenomenal achievement of achieving financial sustainability vis-à-vis many other contemporary microfinance programmes in Pakistan underscores its commitment to maintain the sustainability of the microfinance programme. Despite a reduction in the profit margin, UPAP earned an operational surplus of over Rs. 41.4 Million resulting into a net 9% increase in its equity. The UPAP equity was Rs. 281.6 Million as on June 30, 2009, which is 33.15% of its total assets (Rs.849.4 million). This strong financial position will greatly help UPAP to attract investors to keep UPAP's growth at pace with the expanding credit needs of the urban poor communities.
UPAP requires collection of essential analytical data for each loan. This data collection and the loan appraisals enable UPAP to determine the utilisation of loans for different income generating activities. After disbursement, UPAP also monitors the loan utilisation through its own monitoring system.
The information collected during the appraisal process is entered in the MIS and is analysed. Figure 13 gives an analysis of the loans disbursed by the type of enterprise/income generating activity.
Realizing the paramount significance of the need of social protection for its poor clients, UPAP initiated a micro insurance scheme on
Efficiency
Financial Sustainability
Loan Utilisation
Micro Insurance
1st July 2008 comprising three products, as elaborated below:
a) Credit Life: In case of client's death, UPAP pays an amount equal to the outstanding loan balance with interest to the deceased family. The premium is 0.3% of the loan amount disbursed.
b) Additional Benefits: In case of client's death, an amount equivalent to 50% of the loan amount disbursed is paid to the deceased family members to cover the funeral expenditures. The premium is 0.3% of the loan amount disbursed.
c) Additional Lives: In case of death of any member of the insured client, an amount equivalent to 50% of the loan disbursed is paid to the client to cover the funeral expenditures. The premium is 0.3% of the loan amount disbursed.
The beneficiaries were 109,558 borrowers and their spouses. During this period UPAP received Rs.6,625,257 as premium. Of the realized income, UPAP paid Rs.5,036,268 against insurance claims (Rs.1,978,768, Rs. 1,394,500 and Rs.1,663,000 respectively for credit life, additional benefits and additional life) to 445 clients. The loss ratio stood at 76%. The micro insurance product is mandatory for all credit clients of UPAP.
Future Challenges
UPAP has all the institutional capacities with sound management systems to expand the operations exponentially and reach hundreds of thousands of poor and poorest urban communities. However, in the backdrop of financial crises, UPAP faces severe constraints of accessing ample debt capital to reach its targets of about 200,000 active borrowers by the year 2011. Accessing vibrant and flexible funding sources will enable UPAP to work to its full potential.
Expansion
NRSP's 15th Annual Progress Report 2008-200920
Need of HumanResources Development
NRSP is cognizant of the fact that the world is changing rapidly and both men and women need to be prepared to rise to meet the challenges and tap opportunities. Human Resources Development is therefore centre to the integrated rural development approach of NRSP. The NRSP-Institute of Rural Management (NRSP-IRM) is responsible to run the HRD programme. It aims at:
a) Enabling the poor communities to acquire knowledge, learn new methods, new techniques and ways to utilize their latent potentials;
b) Enabling the poor to enhance their skills to improve productivity of natural resources, develop enterprises and business opportunities and/or be engaged for gainful employment;
c) Enhancing the skills and capabilities of the poor to proactively participate in their socioeconomic well being; and
d) Preparing community activists and development professionals for empowering the community through a development process.
NRSP's Instituteof Rural Management
NRSP-IRM is one of Pakistan's foremost training institutes in the non-profit sector. Although an integral part of NRSP, it began its operations as a self-managed
and autonomous institution in 1993. IRM combines a flexible organizational structure with integrated managerial control and provides technical support to NRSP and other partner organizations.
Over the years, NRSP-IRM has broadened its canvas and scope through demonstration of design and delivery of a large number of training programmes within and outside Pakistan. The services of NRSP-IRM have been widely acknowledged nationally and internationally. In 2001, the United Nation's Economic and Social Commission for Asia and Pacific (UN ESCAP) declared NRSP-IRM as the "Center of Excellence" based on its systems and services in the field of rural development.
The certification of NRSP-IRM under BSEN ISO 9001-2008 is a reflection of the sound systems and processes that It has developed and used. The services of NRSP-IRM are not restricted to NRSP only as it serves as the training wing of all the Rural Support Programmes (RSPs) in Pakistan. The outreach of the Institute extends directly to almost 76 Districts (in the four provinces as well as Azad Jammu and Kashmir) representing the presence of NRSP and the network of Rural Support Programmes.
In order to meet current requirements, NRSP-IRM underwent some structural re-adjustments during the year under review. This reorganisation culminated into the formation of following units within NRSP-IRM: • maintains the broadest
spectrum of community and staff training operations. NRMTP, VTP and EDP are core areas of Livelihoods. The livelihood section is also responsible for social sector training i.e. SSSTP.
• Social Mobilization Training Programme: This section prepares the Social Organizers and Community Activists/Managers in various managerial skills that are required for effective mobilisation.
Livelihoods:
Human Resource Development
Human Resource Development 21
The portfolio includes ITP, STP, CMTP and MFTP. The PPAF supported Participatory Development through Social Mobilisation (PDSM) was major project in the reporting year.
•Programme aims to increase the efficiency and effectiveness of organizations in the field of development and to train a cadre of development professionals with a high degree of expertise in a variety of sectors. This is done by strengthening human resources at every level within the organization. MDP's Women Leadership Programme is an effort in this direction, with the aim to augment and capacitate RSPs senior and mid level women managers. Women Leadership Programme (WLP) is affiliated with Iqra University. MDP also offers Professional Career Counseling.
• Academics: Setting standards for excellence and discovering new horizons has led IRM to expand its scale of intervention by entering into the fields of Academics. In 2003 NRSP-IRM spread out from skill enhancement to Academics. IRM began with Executive Diploma in English Language Proficiency, which was designed for professionals for enhancement of interpersonal communication skills and for furtherance of their professional prospects. This section looks after the FATA-CBP (Federally Administered Tribal Area - Capacity Building Project), Post Graduate Diplomas (in collaboration with IQRA University) and MS leading to Ph.D in Rural Development (in collaboration with IIUI).
• Union Council Based Poverty Reduction Project: This section is responsible for imparting managerial, vocational and technical skills under the UCBPRP. The unit is currently responsible for imparting training for participants from Sindh province but is expected to extend its outreach from the expected funding. Though the training being imparted is in the
Management Development
nature of livelihood component, this is being separately managed in order to achieve huge project targets efficiently.
The training portfolio of NRSP-IRM is broadly divided into two-subdivisions i.e. Community Training Programme (CTP) and Staff Training Programme (STP). Under CTP, NRSP-IRM currently offers over 300 different tailor-made training courses to respond to a diverse need of the communities in almost every aspect of rural life. The 'training menu' of NRSP-IRM has never been static. Being a learning and flexible organization, NRSP-IRM ensures that new and innovative training courses are offered either by designing new portfolio or by adding value to the existing courses. However all training courses are aligned with the market and community needs. NRSP-IRM has designed special training courses for persons with disabilities to mainstream them into normal life. While maintaining a vibrant and dynamic training portfolio, for both staff and community, NRSP-IRM ensures to maintain a balance between training on RSPs' standard social mobilisaton approach and new technical skills and capacities.
Snapshot of 2008-09
NRSP-IRM's Community Training Programme (CTP) grew significantly by 42% in year 2008-09 and 124,186 community members (54,757 men and 69,429 women) were trained in 92
Training Programmesand Courses
NRSP's 15th Annual Progress Report 2008-200922
different training trades compared to 87,708 community members trained in previous year (2007-08). However under staff training, 2,526 staff members (1,877 men and 649 women) were trained compared with 8,030 staff members trained in year 2007-08.
The gender ratio of CTP trainees and share of different community training components are given in Figure 14 and 15, respectively. Tables 7 and 8 in the Statistical Abstract present the detailed information on the community and staff training achievements of NRSP-IRM during 2008-09.
During year 2008-09, NRSP-IRM imparted training to a number of local NGOs, RSPs and other organizations which include GBTI, SRSP, AJK/FAO, Balochistan Education Foundation (BEF), PIEDAR RUDP, Islamic Relief, AKDN, ILO, PIDS & BRDRS, HRDN, Plan Pakistan, DIR Area Support Programme, BRSP, FIDA, SLSP- Punjab, RSPN (AHKRC), IRC, HANDICAP – International, SRSO, Concern Pakistan, Abt. Associates Inc., FATA – CBP
(USAID Funded), HESCO and Royal Norwegian Embassy.
As an implementing arm of NRSP, IRM facilitated various projects and regions during the year in achieving their targets. These projects included Sindh Coastal Community Development Project, Sustainable Livelihood in Barani Areas Development Project, Punjab Education Sector Reforms Project and RSPN/DFID staff capacity building projects (WLP etc).
Community Training Programme
NRSP-IRM expanded its community training portfolio considerably in 2008-09 and 42% more community members were trained under different CTP training trades compared with previous year 2007-08 (Figure 16). NRSP-IRM trained highest number of community members in year 2008-09 since its inception. This boost has been due to some major projects such as PESRP, UCBPRP along with the core programme activities.
Another significant change has been the ratio of women participation and for the first time in the history of NRSP-IRM women surpassed their men counterparts under the community training component (Figure 17). As of June 2008, the women participation was 33%; whereas during 2008-09, women participation remained 56% which improved the overall women participation ratio from 33% as of June 2008 to 37% as on June 2009 (Figure 18). This change is an outcome of the efforts of NRSP at all levels to ensure women
CMTP, 12,891
NRMTP, 1,769
SSTP, 10,439
VTP, 6,487
Refreshers, 238
Activist
Workshops, 31,963
Exposure Visits, 1,732
Relief &
Rehabilitation, 8,490
Others, 50,177
Figure 15: Components of CTP offered in 2008-09
44%
56%
Figure 14: Gender ratio of CTP participants (2008-2009)
Men Women
Human Resource Development 23
participation in the Programme. NRSP regional offices adhered to their Gender Action Plans whereby both community and NRSP staff were sensitized to encourage women to proactively participate in the development endeavors for sustainable change.
The CTP has a training portfolio of around 300 different tailor-made training courses:
1) Community Management Training Programme (CMTP);
2) Natural Resource Management Training Programme (NRMTP);
3) Social Sector Training Programme (SSTP);
4) Vocational Training Programme (VTP).
focuses on good governance at local level. The ultimate objective of CMTP is to enable the local level grass root organizations – COs/VOs and LSOs – to attain that level of self suffice where they function as homegrown and autonomous organizations to address the local level development issues. The skills acquired through CMTP enable the local institutions to contribute to the socioeconomic development of the local poor communities, understand the dynamics of existing issues and hunt resources to undertake various economic and social activities. The community activists become capable to maintain transparency in their institutions, lead the community and spearhead for a change.
The community members trained under CMTP during 2008-09 were 26% more than the previous year (2007-08) and were highest in a single year in the history of NRSP-IRM (Figure 19). Cumulatively 12,891 community members (6,265 or 49% being women) were trained. The significant feature was women participation that rose from 31% in 2007-08 to 49% in 2008-09. Contrary to this, the men participation significantly decreased from 69% in 2007-08 to 51% in 2008-09. NRSP-IRM continued broadening the base of training portfolio and new courses like CBDRM and trainings for Persons with Disabilities were included in the training portfolio.
The Community Management Training Programme
20,987
42,630 36,274
31,301
48,788
47,753
103,412
87,210
124,186
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09
Figure 16: Trend of CTP training participants (year wise since 00-01 to 08-09
13,584
22,617 19,823 19,681
36,283
33,356
75,746
56,712 54,757
7,403
20,013 16,451
11,620 12,505 14,397
27,666 30,498
69,429
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Figure 17: Yearly gender ratio of CTP participants (00-01 - 08-09)
Male Famale
1,869
6,278
3,975
3,221 2,819
4,557 4,725
7,035 6,626
762
2,172 2,261
1,398 1,563 1,375
2,638 3,174
6,265
2,631
8,450
6,236
4,619 4,382
5,932
7,363
10,209
12,891
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09
Figure 19: Annual participation trend under CMTP
CMTP Male CMTP Famale CMTP Total
0%
10%
20%
30%
40%
50%
60%
70%
As of June 08 2008-2009 As of June 09
67%
44%
63%
33%
56%
37%
Figure 18: Gender ratio (cumulative) in CTP
Men Women
NRSP's 15th Annual Progress Report 2008-200924
The Natural Resources Management Training Programme sees sustainable management of natural resources as a basis to achieve sustainable development in terms of poverty reduction, improved equity and resource conservation. The sustainable management of forestry, livestock, land and water resources often means addressing complex institutional, social, economic and ecological issues. The NRMTP encompasses a range of activities by which individuals, groups and organizations improve their capacity to achieve sustainable natural resource management. Capacity in this context includes awareness, skills, knowledge, motivation, commitment and confidence.
Beyond formal capacity building, it offers a multitude of NRM activities like access to accurate information, learning by doing, setting up interface with the line departments and other agencies and access to time-tested technology and inputs. The training portfolio includes both formal class-room training as well as informal capacity building through exposure visits and organizing field days and field workshops.
Besides training the community members in skills and techniques for the optimization of their natural resources, NRMTP has also developed a cadre of NRM experts from amongst the COs who provide technical support to the resource poor farmers in remote areas. During year 2008-09, NRMTP trained 1,769 community members (over 84% being women) in different aspects of NRM. Training in natural resource management supplemented with fostered linkages and access to micro credit has proved very effective in diversifying the land-based livelihoods.
The Social Sector Training Programme
Vocational Training Programme
includes community-based education and health sectors. It focuses on bridging the gaps for quality education, health, personal hygiene and sanitation issues among the target communities. NRSP's experience suggests that education and health are the two major areas where tremendous room exists for improvement and where NRSP can facilitate the public sector for service delivery and improved management.
Training in Community-based Education includes training of the community-school teachers in multi grade teaching, use of innovative and child-friendly education practices and capacity building of the community to manage the operations of community schools. At the same time SSTP trains Government schoolteachers and teachers and staff of other similar organizations.
Under Community-based Health, major training events include First Aid Training, TBA training, training of community activists on health and sanitation and capacity building of school management committees in school health services.
During 2008-09, SSTP trained 10,439 community members (2,105 being women) in different areas of community-based education and health. Table 8 at Statistical Abstract presents additional details of SSTP.
Since the inception of NRSP-IRM, vocational and technical training programme has occupied a special niche with a belief that vocational skills development can make a significant contribution to and have a widespread impact on poverty reduction.
The VTP aims at increasing the incomes of the poorest and most vulnerable sections of the society. Young men and women are the participants of the VTP. Through coordinating and integrating its activities with other programmes of NRSP (like micro credit, CPIs, NRM etc.), VTP endeavors to establish an efficient and flexible learning system that addresses local requirements and is sensitive and supportive to the actual
To obtain on-ground improvement in our environment, those who live and work directly with it have a major role to play along with government. It is well recognized that in order to achieve long-term environmental outcomes, investments in people are as critical as investments in on-ground works.
Human Resource Development 25
needs of the community for lifelong learning. Few significant features of VTP are:
• it promotes access to vocational training opportunities, particularly for the poor and disadvantaged segments of the population through a vibrant training portfolio;
• supports the development and adaptation of national standards governing the activities and quality of offered trainings;
• supports different ways of making vocational training options more widely available and affordable, e.g. by reducing entrance barriers, supporting innovative teaching and learning methods, expanding and adapting such options for rural regions, and including business expertise in the curriculum in order to promote self-employment;
• does not compromise on the relevance and quality of vocational skills by bringing them more into line with market demands. This is done by gearing them to local and regional economic conditions and encouraging the involvement of public and private vocational and technical training institutions to innovate training options that enable employees to adapt to the changing requirements of the job market (lifelong learning).
During 2008-09, VTP trained 6,487 community members in vocational and technical skills at its different vocational training centers. These included 3,863 or 60% women. The VTP participation trend (Figure 20 suggests that during
2008-09, highest number of community members participated in VTP since it inception in 1997 and this number has been steadily rising for the last five years. It is a combined effect of few factors:
a) increased awareness among the communities to opt for decent employment through acquiring vocational skills;
b) increased capacity to keep at pace its VTP to meet the accelerated demand of the community;
c) the recognition and acknowledgement of the training quality that has opened up ways for thousands of graduates to enter into public and private sector job markets for a decent living.
The women participation in VTP has considerably increased from 50% as on June 30, 2008 to 60% on end of June 2009 (Figure 21). Additional details of the VTP can be seen in Table 8 at Statistical Abstract.
989
1,479
1,408
953
1,585
2,754
2,427
2,744
2,624
1,516
1,302
3,003
2,373
1,496
2,372
3,182
2,738
3,863
2,505 2,781
4,411
3,326 3,081
5,126
5,609 5,482
6,487
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09
Figure 20: Annual participation trend of VTP
Men Women Total
Men,
40%
Women, 60%
Figure 21: Gender ratio of VTP participants (2008-09)
NRSP's 15th Annual Progress Report 2008-200926
Staff Training Programme
One of the core functions of NRSP-IRM is to develop a cadre of development professionals to meet the market needs for development institutions from public and private sector. Through a series of different tailor-made training programmes, NRSP-IRM instills the professional and managerial skills that enhance the efficiency, effectiveness and productivity of the staff. The staff training focuses on developing skills like envisioning for rural / participatory development, implementing policies and strategies, networking & advocacy, soliciting contracts with government and donors organizations, and above all ensuring the development that fits with the mandate of the institutions.
During 2008-09, NRSP-IRM trained 2,526 staff members (649 being women) in different areas. Table 7 in the Statistical Abstract presents additional details of staff training. Social Mobilization as a base of every training, few major areas of staff training during reporting year included:
a) Information, Communication and Technology
b) Competencies for strategic operational planning, budgeting and financial management
c) Effective Planning, Management and Coordination
d) Participatory Rural Developmente) Improving Governance amongst the
three tiered grass root level institutions (COs/VOs/LSOs)
f) Leadership Management and Managerial Skills with a special focus for women professionals
g) Project Designing, Monitoring and Evaluation
Broadly speaking, the Staff Training Programme of NRSP-IRM is divided into following sub-sections.
focuses on the enhanced efficiency and capacity of the mid-level managers for office and resource management, administrative controls and polishing the interpersonal skills;
caters two types of trainings: i) microfinance management (appraisal, disbursement, documentation, MIS management etc.), and ii) entrepreneurship development for financial management of the small enterprises, developing business plans and cash management for business growth;
fuels the staffing needs of NRSP as well as other RSPs and sister organizations to respond to the staffing requirements for enhanced outreach of the organizations. These are usually fresh university graduates who have a long-term plan to contribute to the efforts for poverty elimination. The trainings are a mix of short and long-term courses, pre and on-the-job training and classroom sessions and field exposures/attachments;
meets the thirst of university students to learn about rural development and mechanics of participatory development as a part of their academics. It has been initiated upon the request of universities to embrace their students with the concepts of RSPs for socioeconomic development of the poor communities;
is designed for senior professionals and mid level managers to improve their English presentation and communicational skills and bring them at par with staff of international organizations; and
focuses on meeting the
Management Development Programme
Microfinance Training Programme
Internship Training Programme
Summer Internship Programme
Executive Diploma in English Language Proficiency
Professional Development Programme
Human Resource Development 27
emerging needs of competent managers among RSPs and other sister organizations. It places a special emphasis on capacity building of women professional staff to raise their confidence and managerial skills at a level of successful managers.
The impact ofNRSP-IRM's work
NRSP-IRM has been successful in establishing a solid reputation as a high quality, innovative and flexible training provider. It has achieved unmatchable outreach in marginalized rural communities of Pakistan including AJK and FATA due to its broadened scope of a vibrant training portfolio and current projects. The effectiveness of NRSP-IRM's Professional Staff Courses is apparent from increasing enrolment and organizational promotion. NRSP-IRM has seen people transforming from destitute into self-sustained and productive citizens through Social Mobilization and Employable Vocational Skills. The Vocational programme has been highly successful and is now recognized as a strategy to provide employment to the youth in Pakistan.
Future plans
Acquiring new skills has always been a top priority of NRSP-IRM to keep the programme at pace with changing global scenario and advent of latest and innovative technologies in the development world. NRSP-IRM takes a practical approach to being effective and goes beyond traditional boundaries. It is currently in the process of accreditation with HEC as degree awarding institute. It also plans to initiate International Joint ventures of Training Programmes and Academia through networking and participants exchange programmes. This approach will help to keep abreast with fast passed development methodologies. Media projection (on TV and Internet channels) is in pipeline for recognition of RSPs for the global outreach. IRM is constantly innovating and evolving in response to the ever-changing local and global market.
Issues and challenges
• Enhanced collaboration with other RSPs
• International recognition as a Center of Excellence
• Institutional capacity building with regards to the orientation and attachment of staff in field
• Setting up vocational centers in all the four provinces
• Carrying forward and preserving RSPs learning in rural development for coming generations.
• Expanding scope of work to all the RSPs and non RSPs.
NRSP's 15th Annual Progress Report 2008-200928
NRSP perceives existence of basic rural infrastructure as a key factor in socio-economic and sustainable development of the marginalized communities. It plays an important role in community development and is a major contributor to poverty reduction and better livelihoods of the poor people. NRSP experience suggests that improved community infrastructure results in better health and education, safe water supply and sanitation, and improved access to economic opportunities. Where Community Physical Infrastructure schemes (CPIs) act as a stimulus for social cohesion, it also affects rural development through many channels, such as improved agricultural productivity, increased rural non-farm employment, and reduction in rural migration to urban areas. There are anecdotal evidences that the
infrastructure schemes implemented by NRSP have two types of broader benefits i.e. economic and social.
The role of NRSP in the development and rehabilitation of rural infrastructure is that of a catalyst to mobilize the community and provide technical assistance, and at the same time NRSP mediates the linkages between the resource poor communities and the funding options. This multi-disciplinary approach for CPIs stems from few integral components:
a) The community need is genuine and prioritized by the entire community with consensus;
b) It benefits a wider range of recipients; c) It is not in conflict with environmental
rehabilitation efforts and has no associated disastrous aftermaths for the community;
d) Socially and technically it is a feasible substitute to the existing issue;
e) It is affordable, manageable and has sustainable impacts; and
f) Community takes the responsibility of the implementation, management and subsequently of O&M functions.
Progress Overview NRSP is the largest organization in terms of improving rural physical infrastructure through effective community participation. As of June 30, 2009, NRSP initiated 20,264 schemes (2,946 schemes in 2008-09). Of these, 19,719 schemes were completed (2,773 schemes in 2008-09) and the remaining were at different stages of completion. The total cost incurred on these CPIs was to the tune of Rs.3,900 million (Rs.288 million in 2008-09) which included Rs.942 million of the community contribution (Rs.28.5 million in 2008-09) . These schemes benefitted 846,751 (88,158 in 2008-09) households.
Based on community needs, there are five major categories of the CPIs. These include agriculture (land development, irrigation, water channels etc.), drinking water supply, communication (small scale roads, bridges, culverts etc.), Sewerage & Drainage and others (mostly social infrastructure like community building, school boundary rehabilitation etc.). Agriculture development infrastructure schemes occupy the largest share i.e. 45% among the completed schemes (Figure 23).
Physical Infrastructureand Technology Development
AgriculturalProductivity
Improved Accessto market
Off-farmEmployment
Wages & Employement for the poor
Figure 22. Analytical framework of the link between rural infrastructure developmentand poverty elimination
Investment in Rural Infrastructure
Land preparation and irrigation schemesculverts, paths and bridges
Roads, Culverts, pathsand bridges
Schools and Healthfacilities Infrastructure
Real income/ consumption of the poor communities
Poverty Reduction
Real Economic Growth
Table 3: CPIs initiated and completed during 2008-09 through all sources
Direct Inputs
Linkages
Micro Credit
Total
385
2,527
34
2,946
559
2,180
34
2,773
Category CPIs Initiated CPIs Completed
NRSP is striving to increase women participation in the implementation of CPIs. These efforts have resulted into a 1% increase in women in the implementation (Figure 24). NRSP expects more participation of women in CPIs in the next year.
PPAF-CECP Health Facilities Reconstruction Project in AJKDuring 2008-09, NRSP supervised the construction of a Basic Health Unit (BHU) in Rangla district Bagh of AJK and a Rural Health Centre (RHC) in Ali Sojal, district Poonch. These facilities were constructed under a tri-partite arrangement comprising a building contractor firm, a designing and supervision consultant and NRSP as an executing agency on the site. PPAF provided overall guidance and technical support.
The funds were provided by the Committee for Encouragement of Corporate Philanthropy (CECP) USA through PPAF. The cost of BHU Rangla was Rs.57.6 million and RHC Ali Sojal, Rs.110.5 million. After the construction, NRSP will equip the facilities with the required medical equipment and run it for two years. The facilities will be eventually transferred to the Health Department.
This “Build, Operate and Transfer (BOT)” project is a new learning experience for NRSP. This project has added to the institutional capacity of NRSP to take up larger projects in public-private partnerships. The quality of the NRSP inputs was greatly admired at highest level by the President and Prime Minister of AJK. It is estimated that about 7,500 households of surrounding 8 Union Councils will benefit from these facilities. The PITD section took the lead and major tasks performed were:
Physical Infrastructure and Technology Development 29
a) Community mobilization around the facilities so that the conflicts, if any, are resolved and the community participates in the post-construction operations and ensures maintenance of the facility;
b) Facilitation in the site clearance and removal of debris etc.;
c) Facilitation and technical support in the identification and selection of contractor (for construction) and 3rd party consultant (for top supervision);
d) Coordinating with the consultant and contractor for technical supervision and construction;
e) Supervision of the physical work and coordination with contractor, consultant and PPAF; and
f) Coordination with Department of Health AJK, ERRA, consultants and contractors for operationalization of the facilities.
Social andTechnical Auditsof CPIs during 2008-09The CPIs are implemented through community participation by the regional and field teams of NRSP. The PITD Head Office staff conduct periodic visits of selected
DWSS
2,468
13%
Agriculture
8,935
45%Communication
934
5%
Sewerage & Drainage
1,208
6%
Others
6,174
31%
Figure 23: Number of completed schemes by type (as of June, 2009)
10%
20%
30%
40%
50%
60%
70%
80%
2007-08 2008-09
80%77%
9% 10%11% 12%
Men COs Women COs Mixed COs
Figure 24: Comparison of Men, Women & Mixed COs accessing CPIs (07-08 vs. 08-09)
NRSP's 15th Annual Progress Report 2008-200930
schemes, some of which are ongoing or recently completed while some as old as ten year. The purposes of this site verification and review of records with the COs are to:
a) assess the current status of the schemes in terms of their existing, maintenance and working conditions;
b) assess the quality of services being rendered by the CPIs vis-à-vis their objectives;
c) assess the systems in place for Operation and Maintenance by the COs;
d) learn the level and accuracy of CPIs record keeping at CO level; and
e) capture gaps in any of the aforesaid aspects and suggest corrective actions.
During 2008-09 too, PITD section conducted 12 such audits of the completed CPIs in AJK, Bahawalpur, Badin, Turbat, Dera Ghazi Khan, Mianwali and Rahim Yar Khan regions where 83 CPIs of different types and of different post-completion duration were examined. The significant findings of audits were:
• 96% of the completed CPIs were fully functional and serving the purpose for which they were implemented. Of these 5% CPIs needed minor repair (Figure 25);
•functional due to different reasons;
• In 100% of the completed CPIs – regardless of their physical condition and functionality – the O&M committees had maintained completed CPIs record at the CO level;
• Physical condition of 50% completed CPIs was excellent, 41% good and 8% satisfactory (Figure 26)
Future Plans• Various impact assessments have
witnessed immense social and economic impacts of the CPIs that NRSP has fostered through the poor communities. By virtue of its scale, NRSP has acquired greater capacity to implement a much larger portfolio of CPIs. In the next year, NRSP will implement a very large portfolio of CPIs under the Sindh Coastal Community Development Project (SCCDP) through ADB and GoSindh funding. NRSP also expects to scale up CPIs through PPAF III funding and Union Council based Poverty Reduction Programme.
• An independent CPI impact study is being negotiated with RSPN to review the programme strategy and planning so as to maximize the outreach and benefits of CPIs for rural poor.
• PITD section uses a sophisticated MIS to track the progress of CPIs. It is hoped that this MIS will be instrumental to suggest changes in the Standard Operating Procedures (SOPs) based on analytical reports;
• The PITD section is taking a lead role to test Innovative technologies, interventions and approaches through the UCBPRP and SCCDP in Sindh.
4% of the completed CPIs were not
91%
5%4%
Figure 25: Functionality status of CPIs audited in 2008-09
Functional Functional but needed repair Non-functional
Excellent, 50%
Good, 41%
Satisfactory, 8% Poor, 1%
Figure 26: Physical condition of audited CPIs during 2008-09
Environment andNatural Resource Management
Environment and Natural Resource Management 31
The overarching objective of ENRM at NRSP is to introduce a long lasting attitudinal change among the poor farming communities to adopt sustainable environment and natural resource management practices to avert deterioration of natural resources – soil, water, forests, fishery and biodiversity. NRSP has adopted a two-pronged ENRM management strategy:
a) building the capacities of communities to increase productivity, reduce losses, save environment and optimizes the use of rapidly depleting natural resources; and
b) Introducing new technologies and methodologies for increasing production, reducing losses, increasing efficiency and improving environment.
ENRM operations at NRSP are rarely standalone as all other sectors contribute in different ENRM activities. For instance NRSP IRM is looking after the capacity building segment through public sector and private institutions, PITD provides technical assistance in the implementation of irrigation CPIs and other NRM infrastructure, and MEDP provides microfinance support to small and resource-poor farmers. In order to increase access of the target communities to information, technologies and inputs that are required to increase yields or reduce losses, NRSP works closely with a number of government and private agencies and research institutions that can provide such services e.g. NARC, PCRET or Livestock Training Institute Kheri Moorat.
NRSP's demonstrated ability to mobilize the communities for integrated rural development has attracted the government and other donor agencies to implement their ENRM and poverty reduction projects with NRSP. The Crop Maximization Project, Sustainable Livelihoods in Barani Areas Project, Sustainable Land Management Project, Prime Minister's Special Initiative for
Livestock, PPAF funded projects and so on are few examples.
ENRM Activitiesin 2008-09
During the reporting year, ENRM assisted the farmers in order to make them available improved variety of seed, saplings for plantation, better breeds of cows, buffaloes, and various other services and inputs in collaboration with a number of government and private agencies. During year 2008-09, ENRM section in collaboration with NRSP-IRM trained 1,769 community members (278 men and 1,491 women) in different disciplines of ENRM.
In addition to the core activities mentioned above, NRSP also implemented targeted projects such as Prime Minister's Special Initiative for Livestock (PMSIL), Crop Maximization Project, SLBAP, and projects supported by Pakistan Poverty Alleviation Fund. Table 14 in Statistical Abstract presents the yearly and cumulative achievements of ENRM sector during year 2008-09.
In addition to the core programme of providing access to different services, inputs and the targeted project, the ENRM section also carried out various pilot projects to test and implement new
Replicating the tested methodologies and practices
32
technologies or methodologies. Some of these initiatives are elaborated below:
With the technical assistance of PCRET, NRSP has successfully pilot tested the installation of biogas plants which is environment friendly and a cheap source of energy. The advantages of bio gas plants are:
a) Rich source of eco-friendly energy production for heating, lighting, cooking, electricity etc.;
b) Transformation of organic wastes into high quality fertilizer for subsequent use in cropping;
c) Improvement of hygienic conditions through reduction of pathogens, worm eggs and flies;
d) Reduction of workload, mainly for women, in firewood collection and cooking; and
e) Environmental advantages through protection of forests, soil, water and air.
Visible advantages of the biogas plants coupled with awareness raising from NRSP, technical assistance from PCRET for effective O&M of the biogas plants and financial assistance have altogether made this a 'buy-able product' for the communities. During the year 2008-09, 100 biogas plants were installed. Of these, 50 plants were installed on a 50% cost-sharing basis. With the acceptance of biogas as an alternative strategy, NRSP will undertake an impact assessment of the initiative to have anecdotal evidences for further promoting this technology.
Bio-Gas Plants – An Initiative for Promoting Renewable Source of Energy
Promoting Biological Control of Sugarcane Insect Pests through Integrated Pest Management techniques
Off-Season Vegetable Production through Tunnel Farming
In order to promote biological pest control on sugarcane crop, ENRM section of NRSP has developed a pilot project for testing in District Bhakkar. The objective of the project is to reduce and eventually eliminate the use of chemical pesticides and replace it with biological and integrated pest control practices. Its salient features include:
a) awareness raising among the sugarcane producers for adopting biological pest control practices;
b) establishment of a laboratory at District Bhakkar for raising and proliferation of natural predators of sugarcane pests;
c) orientation of farmers to the concept of integrated pest management, pest scouting and use of natural predators; and
d) promoting sugarcane trash conservation for substantial use as mulching and biological fertilizers.
The physical implementation of the project will begin in year 2009-10. However as of June 30, 2009, NRSP has established a laboratory at District Bhakkar and laboratory technicians are working for the inoculation of natural predators. NRSP plans to reach 4,000 small farmers in three years time. Based on the pilot testing in the field, NRSP hopes to scale up this initiative in its entire programme area.
NRSP has pilot tested tunnel farming at Bahawalpur regional office by setting high-rise walkthrough plastic tunnels for the off-season production of cucumber at one acre.
This pilot has been very successful experience for NRSP. Only in two cropping seasons, NRSP has recovered the entire investment through off season
NRSP's 15th Annual Progress Report 2008-2009
Table 4: Two year income expanse
Description Year one Year two
Total Area under cultivation 1 Acre 1 Acre
Total crop time 6 Month 6 Month
Crop Cucumber Cucumber
Depreciation of tunnels and steel frames* 36,627 36,627
Cost of Land preparation (Rs) 21,275 6,200
Cost of Plastic Sheet (Rs) 64,000 50,000
Cost of Seed (Rs) 28,000 50,500
Cost of Pesticides (Rs) 14,020 15,500
Cost of Irrigation water (Rs) 9,000 10,000
Fertilizer Rs. 54,190 64,500
Vertical strings 9,185 8,200
Unskilled Labor Rs. 12,280 7,800
Skill Labor (Rs) 32,000 78,000
Total Expenditure Rs 280,577 327,327
Total production** (Kg) 35,150 53,650
Total income obtained from sale 426,550 645,250
Net profit(sale - expenditure) Rs. 145,973 317,923
Capital cost of Steel Framed walk through tunnels and other accessories is Rs. 183,184. total lifespan is expected to be 10 Years.Number of plants per acre are increased by 50% in year two
*
**
33
cucumber production. This experience tells that progressive farmers can earn 5-6 times more through off-season vegetable production compared with conventional cropping. Table 4 elaborates the cost and benefits of this model:
For the Rabi wheat crop of 2008, NRSP ENRM section contacted Punjab Seed Corporation (PSC) for the multiplication of Chakwal 50, Bhakkar 2002 and GA 2002 wheat seed through COs of District Chakwal, Attock, Jhelum, Bhakkar, Mianwali and Khushab. NRSP procured the new varieties of the wheat seed and provided this to farmers on cash payment. The average yield of local varieties is 20-25 monds per acre, while the average yield of the new varieties of seed was between 30-35 monds per acre. As a result, 5-10 monds per acre yield increased as compared to the local varieties.
NRSP is engaged in this project since November 2006 through the Rural Support Programmes Network (RSPN). The objectives of the project, all aimed at ultimately alleviating poverty, are:
• Livestock productivity enhancement through livestock extension and veterinary services;
• Rural livestock assets creation, with the objective to increase milk and meat production.
NRSP will target a population of about 4 million rural men and women in 697 Union Councils in 30 Districts in four provinces and AJK. NRSP provides necessary extension services through 98 DVMs, 8 District Livestock Officers and 2,450 'self-employed' Community Livestock Extension Workers. The DVMs operate from Field Clinics while the CLEWs coordinate with the DVMs from their home places. They mobilize the community for improved livestock management practices. The DVMs arrange treatment of the cases referred to by the CLEWs to the DVMs. The CLEWs goes through extensive training.
Wheat Seed Multiplication
The Prime Minister's Special Initiative for Livestock Project
Achievements: The Project activities commenced in January, 2007
98 Veterinary Clinics have been established and equipped and are now providing livestock services. A “Revolving Fund” of Rs. 39.2 million for purchase of veterinary medicines and supplies has been set up. As of June 2009 medicines, vaccines and veterinary supplies worth Rs. 39.2 million have been purchased and supplied to the Clinics. The targets have been set to achieve additional milk production of 4.11 and 67,586 tons of meat by completion of the project. As of June 2009, a total of 1,034 CLEWs have received training and they are providing first aid, vaccination, advice on better husbandry practices to the communities in their respective villages. In addition 25,109 women farmers have received training in better animal husbandry practices. Out of these many women farmers have adopted improved animal husbandry practices. As of June 2009,
Environment and Natural Resource Management
34
3,095,057 animals have been vaccinated, 2,885,809 have been treated for various animal diseases and 17,121 breedable cows & buffaloes have been inseminated using superior germ plasm.
1. A large number of women farmers are now aware of better animal husbandry practices.
2. The creation of a cadre of 1,034 self employed CLEWs are now providing livestock services at the door step of the communities.
3. Marginalized communities had increased access to livestock services.
4. Adoption of better animal husbandry practices has improved milk & meat production resulting in higher income to the communities.
• In order to enhance access to livestock services, training of CLEWs and their deployment in their respective villages is rewarding for the communities, CLEWs and Government; and
• In order to enhance capacity of farmers there is a need to scale up the field level livestock management workshops.
NRSP is also working in partnership with the Agribusiness Support Fund (ASF)
Impact
Lessons Learnt
Partnership withAgribusiness Support Fund
since September 2006. ASF provides grant funds to eligible Farmers Enterprise Groups (FEGs) for (i) capacity building; (ii) start up of agribusiness enterprises; (iii) demand driven research; (iv) development of private sector extension services; and (iv) purchase of Business Development Services.
The objective of NRSP's collaboration with ASF is to enable the farmers to increase agricultural production and diversity sources of their incomes through value addition projects. As of June 2,009 a total of 87 Farmers Enterprise Groups have been formed, out of which 44 FEGs were clustered into Nine Apex Enterprise Groups (AEGs) for setting up eight milk collection, chilling and processing units and a potato chips manufacturing unit. The remaining 43 FEGs undertook various other agribusiness activities such as gladioli flowers growing and marketing, potato seed production, tunnel farming, vaccination of livestock, fruit processing, etc. As of June 2009, 2,256 farmers have benefited from this collaborative initiative and ASF has provided technical assistance and financial aid to FEGs amounting to Rs. 8.8 million. Formation of remaining 13 FEGs is in hand.
Future plans
Realizing the significance to promote the modern farming technologies and demonstration of best practices to mobilize small farmers for profit maximization, ENRM section at NRSP will focus on Research and Evaluation activities in the coming year. The Research and Extension areas include Integrated Pest Management, Organic Farming, commercial production of Cut Flower, Tunnel Farming for off-season vegetables and fruits etc., Drip Irrigation, Rainwater Harvesting and Renewable Energy initiatives.
ENRM section is also lobbying with national and international organizations to combat the food crises and soaring food prices through productivity enhancement initiatives, especially in food deficient areas of Pakistan.
NRSP's 15th Annual Progress Report 2008-2009
Social Sector Services 35
Recognizing the fact that health and education sectors are public goods, NRSP's role is to act as a conduit between the service providers including Governments and communities to facilitate and improved service delivery. In addition, NRSP also undertakes operational research to create models and then initiate policy dialogue amongst stakeholders on the basis of the research. The salient features of NRSP's social sector policy are therefore the following:
• Demand creation and awareness raising for education, health, hygiene, sanitation and safe drinking water;
• Forging linkages between poor communities and service providers particularly the government departments and agencies for awareness raising and effective delivery of services;
• Providing health cover to poor communities through innovative delivery channels like the Micro Insurance scheme (Please see chapter Microfinance & Enterprise Development) as a sustainable and long term programme
• Implementing pilot projects as role models (e.g. schools, health centers, literacy centers etc) for the government institutions to follow;
• Participating in donor funded projects to demonstrate the impact of working in partnership with the communities;
• Special initiatives to increase women participation and increasing their role in the development of society and improving quality of life; and
• Capacity building of local networks and community activists in undertaking health and education initiatives at primary level on a self-help basis and through linkages with government and private agencies.
Snapshots of 2008-09
The significant achievements of NRSP about Social Sector in year 2008-09 are:
• Participation in the implementation of School Council Capacity Building
Project under Punjab Education Sector Reforms Program (PESRP) in more than 15,000 government schools in 10 Districts;
• Extension of capacity building programme in Balochistan with the financial support of the Balochistan Education Fund (BEF);
• Successful implementation of the USAID and DFID funded education projects in AJK ;
• Initiation of a pilot project named as “Programme on Adult Literacy and Life Skills” with in-house institutional capacities;
• Partnership with UNICEF for Water Environment and Sanitation Services (WES) in government schools of Lasbella;
• Partnership with David and Lucile Packard Foundation and FALAH for awareness raising about reproductive health;
• Extension of PAIMAN project activities in current districts and two additional districts namely Gwadar and Jhelum;
• Distribution of LLINs in six districts under GFATM round 7 Malaria programme;
• Implementation of small grants programme for health under PRIDE project;
• Service provision in health clinics established with support of PPAF and other organizations;
• Support to identification of
Social Sector Services
36
malnourished children, pregnant and lactating women (Community Managed Acute Malnutrition) through UNICEF assistance;
Education
The first phase of the project concluded in December 2008 with remarkable successes. NRSP participated in the project through 1,650 government schools in 5 districts of Punjab. NRSP was able to achieve an increase of 11% enrollment in first year, 8% in second year and 3 % in third year of project because of social mobilization and awareness raising campaigns. Table 15 in Statistical Abstract provides cumulative achievements of Phase I of the project.
The successful implementation of the first phase has led to extension of the project for another three years (from
Major Projects
Punjab Education Sector Reforms Project (PESRP)
February 2009 to June 2012). The extended phase requires the implementation in 29 districts of the Province. NRSP has undertaken this task in 10 districts namely Rawalpindi, Jhelum, Lodhran, Bahawalpur, Bahawalnagar, Khushab, Bhakkar, Mianwali, Dera Ghazi Khan and Rajanpur. NRSP will be working with 15,900 government schools. The project aims at increasing primary class enrollment by 10%, decline in dropout by 20%, increase the primary school completion rate by 10% and reduce the teacher absenteeism by 20%.
NRSP has collected baseline data for 2,475 schools and has formed / reorganized 1,068 School Councils (SCs) of which 293 have been notified. Based on the experience of the first phase, NRSP is confident that it would achieve the targets and objectives as envisaged in the second phase. Table 5 provides todate achievements under Phase II. The major components of the project remain same i.e. social mobilization for effective SCs, capacity building of SCs and officials of the District Education Department (DED). NRSP also continued providing support to School Councils in the PESRP phase I pilot projects where SCs were utilizing the funds provided to them from District Governments.
NRSP is working with the Balochistan Education Department through Balochistan Education Fund (BEF) in a World Bank funded project to expand the educational infrastructure in remotest rural areas in four districts namely Kech, Panjgoor, Awaran and Gwadar. The Project has three major components:
a) Establishment of new community schools in rural areas;
b) Technical support to private schools; and
c) Capacity building of Parent Education Committees (PEC).
NRSP is responsible for the following tasks:
• Social mobilization to ensure that community participates in PECs
• Assisting PEC in the establishment
Balochistan EducationSupport Project
ActivityTotal Target
for Year I (2009)Achievement
as of June 2009%e (Against Total)
Achievement
Total Schools
Girls Primary Schools
Boys Primary Schools
Girls Elementary schools
Boys Elementary schools
Masjid Maktab Schools
Community Model School
Baseline Data Collection
Programme Introduction
SC Reorganization/Organization
SC Notification
4,328
4,328
4,328
4,328
2,475
1,759
1,068
293
57%
41%
25%
7%
189
242
208
8
4,328
1,748
1,933
Table 5: PESRP Phase II Achievements, as of June, 2009
NRSP's 15th Annual Progress Report 2008-2009
and operations of community schools
• Supporting PEC for registration • Providing on-site support to the
teachers • Capacity building of PEC in school
management and finance • Establishing baseline for schools,
community and PEC • Monitoring enrollment and
attendance of children • Monitoring quality of learning
NRSP has established 62 Community Schools against a target of 56 with a total enrollment of 2,150 students (1,120 boys & 1,030 girls). The review missions have appreciated NRSP's performance. NRSP-IRM has implemented the capacity building component of PECs and teachers through a separate contract. As a result of their excellent performance BEF expanded this contract from 4 to 15 districts of Balochistan. Table 17 in Statistical Abstract presents cumulative achievements of the project.
NRSP is implementing WES project with the financial support of UNICEF for providing missing facilities of water and sanitation and capacity building of teachers and Parents Teachers School Management Committees (PTSMCs) for 50 government schools in district Lasbella.
The project aims at increasing access of about 6,000 students to safe drinking water and sanitation facilities, training of 200 women school teachers in School Sanitation Hygiene Education (SSHE), training of 200 PTSMC members in SSHE and establishment of 50 Children Clubs and their capacity building on life skill based hygiene education. With the active support of Department of Education Lasbella, NRSP has completed project targets as of June 2009. Based on its excellent performance and encouraging outcomes, UNICEF has offered NRSP another Project Cooperation Agreement for missing school facilities component of BEF for 289 schools in Lasbella.
School Water Environmentand Sanitation Services (WES)in Lasbella
37
Increasing CommunityParticipation in Education
With the financial support of DFID and administrative support of the AJK government, NRSP implemented this project in four districts of AJK namely Neelum, Muzaffarabad, Bagh and Kotli. The project, started late in 2006 and achieved all the project targets successfully (Table 6).
The project aimed at strengthening school management and quality of education through establishment and capacity building of 2,364 primary and middle School Management Committee (SMCs) and establishment of 91 teachers Resource Centres (RCs) to provide literary support to the teachers for adding quality to the teaching skills and material, and also provided space for meeting SMCs and training events.
In line with the project requirements, NRSP supported all SMCs to get registered with the Education Department. These SMCs are now proactively engaged in school
ActivitiesTotal
TargetsTotal
Achievements
SMC organized
SMC notified
SMCs with active bank account
Revolving funds transferred to SMCs
SIP prepared
SMC members trained
AEOs trained for SMCs
Resource Centers established
Teachers Trained around RCs
Revolving fund transferred to RCs
Funds transfer to RC
2,364
2,364
2,364
2,364
2,364
16,639
38
91
1,007
91
91
2,377
2,377
2,377
2,364
2,377
16,683
37
91
1,007
91
91
Table 6: Increasing Community Participation in Education in AJK
Social Sector Services
management issues and are active partners of District Education Department (DED).
The project was given eight months extension for mainstreaming the teacher training programme under Resource Centres, capacity building of DOE staff across AJK. Extended period also aimed at creating separate budget line on annual basis for SMCs and Resource Centres by the government of AJK.
In order to create synergies for getting maximum benefits from this project, NRSP worked closely with the government and other project namely RISE. The RISE project supported the establishment of Resource Centres in two districts. The joint efforts of DFID, USAID, AJK Government, communities and NRSP have greatly contributed to the success of the project. NRSP supported SMCs to develop their School Improvement Plans (SIP) and get funds from DED for the improvement of physical infrastructure.
38
Revitalizing, Innovatingand StrengtheningEducation (RISE)
Community Empowermentthrough the Provision of Quality Formal Education
A consortium comprising the American Institute for Research (AIR), International Rescue Committee, Sungi, SRSP and NRSP is implementing this project. The project aims at strengthening education infrastructure in post-earthquake period in the worst hit districts of AJK and NWFP namely Muzaffarabad, Bagh, Rawalakot and Mansehra. NRSP is implementing the project in AJK. With close association of Directorate of Education (DOE) AJK, the project follows an integrated approach to revitalize and strengthen education system in AJK.
During the year 2008-09, NRSP focused on capacity building of SMCs to access small grants from RISE and use them for school improvement. The grants triggered community's engagement in school management affairs and people also contributed generously to improve their schools. NRSP provided follow up support to the teacher clusters after they received training from the RISE team.
Awareness raising campaigns were launched using the puppet shows, advocacy and students competitions. NRSP was able to provide more support to Resource Centres in Neelum and Kotli under DFID project as RISE had taken care of the same task in Muzaffarabad, Bagh and Rawalakot. Table 7 gives the summary of annual and cumulative achievements of RISE project.
PPAF had initially provided financial assistance for setting up community schools in remotest areas of district Bhakkar, Khushab, Bahawalpur and capacity building support to government schools in Rahim Yar Khan. In Rahim Yar Khan PPAF, NRSP and Jamal Din Wali Sugar Mills work as partners to improve the physical and learning environment in the selected government schools. Main aim of the PPAF support in this schools is to ensure quality
Project Deliverables/Activities During2008-09
As ofJune 2009
SMCs reactivated/organized 596 1,600
SMC members trained 7,337 10,552
Teachers trained (Primary) 1,680 2,071
Teachers trained (Elementary) 894 967
No. of clusters formed forteachers training follow up
220 269
Teacher training cluster meetings conducted 131 335
Class room observation of teachers 86 456
SIP prepared by SMCs - 1,486
Grants released to schools (1st installment) - 235
Grants implementation completed - 15
Table 7: Achievements under RISE Project, as of June, 2009
NRSP's 15th Annual Progress Report 2008-2009
39
education to poor students in remote areas where there is no alternative available. Development of entrepreneurship for making these schools sustainable under the structure of COs is the key project strategy. The significant achievement of the project has been improving ability of the community schools to graduate by adding high school classes, especially for the girls. The communities are gradually taking charge of the operational expenditures of these schools. A summary of achievements is given in Table 20 in Statistical Abstract.
Community Model Schools are a unique one-room one-teacher model and are established in areas where no alternate educational infrastructure exists, the areas is thinly populated and setting up government schools is not feasible/permissible or cultural sensitivities do not permit girls to go to distant schools for education. Community plays central role by providing space, teacher and ensures the children enrollment and presence. The SMC looks after the administrative matters of the school and its O&M. NRSP supports through teacher's salary and training of SMC and the teacher. These schools provide education up to primary level and thereafter students are mainstreamed into formal and private schools. Table 19 at Statistical Abstract provides achievements of this model.
NRSP's adult literacy programme targets mostly adult women CO members and aims at imparting basic literacy and numeracy skills. This enables them to read and write and hence understand the minimum record of savings and credit etc. These skills also enable them to take informed decisions regarding day to day transactions and improve the quality of their interaction with banks, shop keepers etc. Currently NRSP is undertaking two types of Adult Literacy initiatives. These are:
1. Adult Literacy Programme through specialized NGOs
2. Programme on Adult Literacy and Life Skills
Community Model Schools
Adult Literacy
Adult LiteracyProgramme throughspecialized NGOs
Programme on Adult Literacyand Life Skills (PALLS)
To mainstream the Adult Literacy into core programme, NRSP has engaged two specialized NGOs to train a cadre of NRSP staff as master trainers/teachers to implement a literacy programme in areas having little access to adult literacy. This project is being implemented in Awaran, Panjgoor, Turbat, Gwadar, Rahim Yar Khan, DG Khan and Rajanpur. The objective of this initiative is to increase the capacity and capabilities of illiterate members of NRSP COs so that they are able to participate in decision making effectively. Table 16 at Statistical Abstract presents the cumulative progress as of June 30, 2009.
This is an in-house developed programme of NRSP with the technical assistance of an expatriate of Volunteer Support Organization (VSO). NRSP is pilot testing it in one Union Council of Bhakkar District. Basically this is an interactive and learning based Literacy programme which revolves around day to day activities of the communities besides the literacy and numeracy skills. It has been designed after a careful analysis and deep observation of the life of the community in Union Council Litten and covers all aspects of life i.e. agriculture, health, education, income generation etc.
The overall objective of the project is to develop a localized and low cost adult literacy model that is managed and
Social Sector Services
40
implemented through the LSOs and is able to make the illiterate CO members especially the women members literate and engaged in constructive and productive activities through life skills. This is still a pilot initiative and its scaling will be contingent upon successful implementation of the pilot.
NRSP intends to work closely with the LSOs and the government at various levels for replicating the lessons learned from successful pilot projects. The ultimate goal is to improve the living standards of poor communities through education and literacy.
Health
The health component of the Social Sector aims at increasing access of marginalized rural communities to primary health services and preventing them from diseases through awareness raising. NRSP achieves this objective by forging linkages with government and private service providers and building capacities of the target communities. NRSP also implements pilot projects to improve extension services and improve delivery mechanisms.The major activities include:
• Health education of the communities about personal health/hygiene,
Future plans
reproductive health, appropriate nutrition of mother and child, and optimizing the available health resources ;
• Capacity building of Traditional Birth Attendants;
• Educating communities, especially men, about the importance of family planning in relation to improved quality of life and enhancing the role of women in deciding the family size;
• Hospitalization and Accidental Death Insurance (details in MEDP chapter)
• Capacity building of officials of the Health Department and community to improve the governance of health outlets for improved service delivery;
• Facilitating national/international donors and government departments for the implementation ofhealth projects in remote and difficult areas as an effort to support the government in meeting MDGs with regards to health.
NRSP is one of the implementing partners of the USAID/FALAH project. NRSP is implementing this project in four districts namely Thatta, DG Khan, Turbat and Gwadar. The project focuses on the incorporation of birth spacing into family health programme to reduce the high levels of maternal and infants illness and deaths. Through social mobilization, the project educates the communities, especially the young married couples, on birth spacing for the better health of mother and children.
NRSP has done the necessary preparatory work to roll out the project. The FALAH project has designed a unique Information, Education and Communication (IEC) strategy for effectively communicating the key messages to the communities.
NRSP has identified and trained 794 local level Community Facilitators (401 being women) to facilitate the dialogue with the communities. The messages are communicated through participatory dialogues, storytelling, demonstration of
Major Projects
Family Advancement on Life and Health (FALAH) Project
No. of Govt./Community Schools Facilitated
No. of SMCs/PTSMCs/VECs/SCs established
Students benefited from NRSP interventions
Boys
Girls
Number of teachers in these schools
Men
Women
Number of teachers trained
Men
Women
SMCs/PTSMCs/VECs/SCs members trained
Men
Women
No. of adult literacy graduates
Men
Women
Table 8: Summary of achievements in education (2008-2009)
During
2008-09Total
2,442
1,094
85,214
45,779
39,435
4,331
1,903
2,428
279
84
195
9,269
5,482
3,787
2,765
482
2,283
8,254
5,893
287,918
154,935
132,983
10,865
4,963
5,902
6,678
3,091
3,587
29,779
14,098
15,681
19,895
2,038
17,857
Activities
NRSP's 15th Annual Progress Report 2008-2009
41
contraceptives, audio cassettes and interactive discussion. Communities are also linked with service providers such as clinics of Ministry of population Welfare and Greenstar outlets. Table 21 in Statistical Abstract shows the district wise progress of FALAH Project.
Primary healthcare Revitalization Integration & Decentralization in Earthquake-affected areas Project is USAID funded initiative where International Rescue Committee (IRC) is the lead implementing partner with a consortium of sub-guarantees; NRSP being one such partner for the District of Bagh, AJK. The project aims at revitalizing District Health Systems through strengthening human resources and financial management capacities of the officials of District Health Department and primary health care providers.
As of June 30, 2009, NRSP completed the establishment of 26 Health Management Committees that have also been notified by the District Health Department. These HMCs are being provided grant for supporting the health related concerns of the surrounding communities e.g. access road to facility, clean water, rehabilitation of health facility etc. Prior to this NRSP completed social assessment of 141 target villages in the district. NRSP established 129 Village Health Forums (VHF) with a membership of 2,709 (1,729 being women).
Capacity building programme included health awareness workshops (8 events), UC level health forum workshops (4 events), grant proposal writing training (3 events), and Village Health Forum office bearers workshops (5 events). Table 18 in the Statistical Abstract presents the detailed progress of PRIDE project.
NRSP has been working as a sub-guarantee under a USAID funded PAIMAN project since 2006. NRSP has three major responsibilities under this project:
PRIDE Project
PAIMAN Project
a) Capacity building and monitoring of local NGOs in district Jhelum and Rawalpindi. NRSP has successfully completed this component during 2007;
b) Establishment of a Birthing Station in BHU Kot Siah, district Murree and this component has also been completed successfully; and
c) Community mobilization and capacity building in the catchments areas of Birthing Station and selected Union Councils of District Rawalpindi
NRSP continued community mobilization with regards to antenatal/postnatal health services. As of June 30, 2009, NRSP has established 243 health groups and carried out a series of awareness raising campaigns. These health groups generated funds, identified potential list of blood donors and transport owners to facilitate emergency needs during delivery.
A total of 8,446 patients have been provided OPD services in the Birthing Station. It also successfully facilitated 102 delivery cases. Based on this performance, the TT vaccination and immunization of the children has also been included in the project.
With the financial assistance of David and Lucile Packard Foundation, NRSP is implementing this three years' project in Rahim Yar Khan and Rajanpur districts. The project aims at improving health status of rural communities of the poorest districts of South Punjab through facilitating the adoption of family
Positioning of Family Planning as Health Intervention
Social Sector Services
planning and birth spacing. NRSP is using the platform of COs and cadre of activists for raising awareness among the communities about reproductive health and family planning. Under this project NRSP will carry out demand creation activities and capacity building of public and private sector service provider in the project area. NRSP has done the necessary preparatory work and an extensive baseline survey is underway. The project interventions will be finalized on the basis of findings of the baseline survey, in consultation with the stakeholders and David and Lucile Packard Foundation.
NRSP is carrying out this campaign since it was partner with GFATM round 2 Malaria. After closure of that project NRSP continued with awareness raising campaign and social marketing of LLINs from the funds provided by the project. Now this campaign has been extended
Preventing Malaria through Insecticide Treated Bed Nets and Community Mobilization.
from 3 project districts to all the programme districts of NRSP. The LLINs distributed through this campaign are given in the Table 9 below.
NRSP also entered into agreement with Directorate of Malaria control for "GFATM Round 7 Malaria". This project also aims at reducing the prevalence of Malaria in highly endemic districts of Pakistan. NRSP is one of the key partners for community mobilization and LLIN distribution in District Gwadar, Turbat, Thatta, Tharparkar, Khairpur and Mardan. In Tharparkar NRSP is working in collaboration with TRDP and in Khairpur with SRSO.
Under this project, households with pregnant ladies and children under 5 are provided free LLINs through government health facilities and special outlets established by RSPs. Project is also working on provision of better diagnosis and cure services through provision of equipment, supplies and training to concerned staff. NRSP is carrying out awareness raising campaign through community dialogues, puppet shows and structured sessions with health service providers and community notables. The district wise progress is presented in Table 10.
With the financial assistance of PPAF, NRSP established two Community Health Centers for curative health services at Lakkarmar (Tehsil Jand) and Bhattian (Tehsil Kotli Sattian) in 2006. These centres were designed to provide OPD
Community Health Centers
Total 169 35,332
Kech
Gwadar
Khairpur
Thatta
Tharparkar
Mardan
Table 9: LLIN distribution under GFATM Round 7 Malaria
No. of outlets LLIN Distributed
20
17
45
34
33
20
4,792
2,187
1,045
12,006
4,318
10,984
DistrictRSP
NRSP
NRSP
SRSO
NRSP
TRDP
NRSP
42
Table 10: LLIN distributed as of June, 2009
Turbat
Badin
Mardan
Rawalpindi
Mianwali
Bahawalpur
Rahim Yar Khan
DG Khan
Total
GFATM Round 2
Malaria
NRSP through
Revolving Fund
17,989
16,881
10,000
44,870
3,700
806
433
108
774
2,432
523
612
9,388
District
NRSP's 15th Annual Progress Report 2008-2009
and MCH services in remote areas without access to these services. Local communities were expected to take charge of the operations at these facilities and sustain by June 2009.
However, in early 2009, it was concluded that the Lakkarmar centre will not become sustainable due to very low OPD turnout and lack of interest shown be the community while the Bhattian centre is still functional but not financial viable. It has been proposed to the PPAF to shift the Lakkarmar centre to Bahawalpur where there is strong need and continue the financial support to both centres for another 3 years.
The NRSP's social mobilization team have mobilized the COs/VOs/LSOs to supervise the operations of these centres. During the year 2008-09 the centres provided medical treatment to 11,258 patients against nominal charges. Community has been trained to revolve the income of the centre to procure the medicines and meet operational costs of the centers. Table 22 gives cumulative progress of the centers as of June 30, 2009.
NRSP implemented this emergency nutrition project in six Union Councils of District Dera Ghazi Khan and Rajanpur that were worst hit by the monsoon floods of 2008-09. The UNICEF provided the required financial assistance and technical assistance and the District Health Department supported the project through BHUs and Stabilization Centers.
The project aimed at addressing the nutritional deficiencies of children (5-59 months age), pregnant and lactating women in the flood affected areas. For this purpose, NRSP established Supplementary Food Programme and Outpatient Therapeutic centers in the BHUs and the children with complications were referred to the stabilization centers established at District Headquarter Hospitals.
In order to prevent further deterioration of nutritional status among children,
CMAM activities in flood affected Union Councils of Dera Ghazi Khan and Rajanpur
pregnant and lactating women, NRSP carried out various activities to promote breast feeding, dissemination of knowledge about nutrients supply to pregnant/lactating women and malnourished children. NRSP used its COs' platform for awareness raising and other services. Table 23 in Statistical Abstract presents the summary of achievements.
Table 11: Summary of achievements in health (2008-2009)
Achievements
2008-09 As of June 2009
-
16,288
2,570
2,894
10,824
33,628
-
135
29
33,658
-
877
17,825
17
360,716
103,804
155,043
101,869
85,881
1,763
1,571
296
49,536
1,573
959
19,718
Activities
Operational support at health facilities
Patients treated in health facilities
Men
Women
Children
No. of LLINs/ITNs disbursed
No. of Health Workers trained
No. of TBAs trained
No. of health camps organized
No. of participants in health camps
No. of HHs supported in the
construction of latrines
No. of community health awareness
sessions conducted
No. of participants in community
health sessions
43Social Sector Services
The realization in NRSP to have separate programme and projects for neglected and isolated communities who for various reasons cannot participate in the mainstream livelihood activities came from the experiences with bonded labor. Thanks to International Labour Organisation (ILO) which gave an opportunity to work for the rehabilitation of previously bonded labour families and families engaged in hazardous businesses such as glass bangle industry.
This realization further intensified when NRSP started working with the families of destitute and neglected children under the Punjab Government's Socio-economic Development of Destitute & Neglected Children Families Project. Through this project, NRSP was exposed to those families whose children either beg on roads and in streets or sell petty things for their families. These experiences have led to the formation of a separate unit within NRSP to support
poorest persons and families. The examples of such people are poor orphans, poor widows, disabled persons, beggars, poor persons with chronic diseases, families involved in hazardous businesses, migrants from villages to cities in search of a source of income, lost children and families who have lost their main bread-earner.
NRSP aims at helping the programme beneficiaries to come out of present vicious circle of poverty and humiliation and eventually enter the mainstream development programme for their sustainable development.
Strategy
NRSP's experience of working with ILO has greatly helped NRSP in formulating a policy and preparing some basic strategies to deal with such special communities that require social protection. In order to test the applicability of learnings from the ILO projects, NRSP implemented a small grants programme in its core rural areas. Through the forum of Local Support Organizations (LSOs) NRSP identified the destitute and the poorest families and provided grant funds to such families and helped them establish alternative sources of incomes. This piloting greatly helped NRSP in learning the dynamics of working with the destitute and the most vulnerable families.
The main learning was that such families not only require financial aid, they also need counselling, coaching and handholding support for some initial period. Without such non-financial assistance, they are not able to utilize the financial investment effectively.
The SDDNCF project is supported by the Home Department of the Punjab Government. NRSP and CPWB are the key implementing partners. The project aims at creating employment and
Socio-economic Development of Destitute & Neglected Children's Families Project
Social & Human Protection Programme
44 NRSP's 15th Annual Progress Report 2008-2009
diversifying sources of incomes of 10,250 poor families of destitute and neglected children by providing skills training, Income Generating Grants (IGG) and improved access to services including microfinance services. The project is serving in five districts of Punjab province (Lahore, Rawalpindi, Gujranwala, Multan and Faisalabad).
The main responsibilities of the CPWB include identification, rescue and registration of the street children. NRSP is responsible for capacity building and engaging the families of these children in various income generating activities through skills training, IGG and microfinance services. As of June 2009, NRSP has supported 2,669 families as against 3,156 families selected/screened for project interventions (Figure 27). Out of the total families, 800 families were supported through IGG, 256 through vocational trainings and 1,613 families through micro credit (Figure 28).
• All data is maintained in the MIS (MS Excel Spread Sheet);
• Close coordination with the CPWB team through participation in coordination meetings, ceremonies and daily coordination on project activities;
• Trained staff is available for expanding the outreach;
• IEC material developed, printed and being used;
• Family counselling and follow up services to the project beneficiaries
Other Project Highlights
Public Private Partnership – End Honour Crimes
The project aims at eliminating killing and/or humiliation of women in the name of honour. This is a joint project of the National Commission on the Status of Women (NCSW) and the United Nations Fund for Women Development (UNIFEM). NRSP is a main field partner of the two for the implementation of the project along with Rozan (an NGO). The NRSP agreement with NCSW is effective from April 2009. The project duration for the first phase is one year. Major activities to be undertaken under the project include:
1) Bench Mark Survey in Rajanpur and Mirpur Khas
2) Capacity Assessment of the stakeholders;
3) Capacity building plan and development of material
4) Training of law enforcement agencies, judiciary and community representatives;
-
1,000
2,000
3,000
4,000
5,000
6,000
Intervention
Completed 2009
Families Selected
for Project
Interventions
Families Traced Families
Registered with
NRSP
CPWB
Registrations
2,669
3,156
3,659
4,462
5,841
Figure 27: Progress under SDDNCF Project (as of June, 2009)
0
200
400
600
800
1000
1200
1400
1600
1800
Microcredit Vocational Training IGGs
1094
729
535
1613
256
800
Targets Acheievements
Figure 28: SDDNCF Project beneficiaries - Targets vs Achievements (as of June, 2009)
Social & Human Protection Programme 45
5) Provincial and national consultations for the formulation of policy recommendations; and
6) Impact Assessment
NRSP in collaboration with the other partners has done the necessary preparatory work for the benchmark survey and capacity assessment. The full project implementation will start in the next financial year.
NRSP implemented this project in 16 Union Councils of district Bagh and Rawalakot with the financial assistance provided by PPAF as a part of earthquake Rehabilitation and Reconstruction (R&R) project. The project had following major components:
a) Identification and assessment of PWFL
b) Social empowerment of PWFL and their families through social
Support for People with Functional Limitations (PWFL)
mobilization and creation of conducive environment;
c) Capacity building for service providers and civil society organizations to understand the specific needs of PWFLs; and
d) Development of linkages of PWFLs with service providers for variety of needs.
NRSP identified 6,668 PWFLs through community organizations. These included 5,830 adults (2,859 being women) and 838 children. NRSP conducted 777 counselling sessions and 36 awareness raising sessions and prepared 3,847 rehabilitation plans for the PWFLs. PPAF consultants provided technical guidance about project implementation and training to NRSP staff in community based rehabilitation approach.
In the backdrop of the earthquake of 2005, NRSP established a workshop to provide artificial limbs with the technical support of Naya Qadam Trust and Jaipur Foot India. Based on the learning from the Jaipur Foot which also provided materials and artificial limbs for the earthquake amputees, NRSP has now developed its own capacity to manufacture the artificial limbs and accessories locally.
Last year, Oxfam Novib provided financial assistance to NRSP for setting up a mobile workshop. The mobile workshop facility is fully equipped. The permanent workshop established in Sihala Islamabad along with the mobile workshop has supported a large number of persons with disabilities. Table 12 provides details of the achievements during the year and cumulative:
The poverty ranking exercise of NRSP by using Poverty Scorecard has unveiled many interesting facts about the socioeconomic limitations of the
Naya Qadam Trust – Supporting the Peoples with Disabilities (PWDs)
Provision of Hearing Aids and Services to Community in District Bhakkar
46
Patients Registered
Men
Women
Children
Patients Treated
Men
Women
Children
Table 12: Naya Qadam - detail of achievements as of June 2009
2008-09 As of June, 2009
790
580
170
40
710
537
152
21
1,298
1,002
246
50
1,218
959
228
31
Category
NRSP's 15th Annual Progress Report 2008-2009
communities that call for remedial actions. One such information was presence of a large number of persons with hearing deficiencies in UC Litten, District Bhakkar. NRSP decided to support such PWFLs by providing hearing aids through LSO of UC Litten. For this purpose NRSP carried out an investigation through medical specialists. Based on the advice of the specialists, NRSP provided hearing aid equipment to 132 community members (42 men, 48 women, 28 boys and 14 girls) out of the total 244 PWFLs. This intervention might be smaller in terms of number or investment; it has changed the life of 132 persons enabling them to mainstream into normal life.
Future plans
NRSP expects to develop more partnerships with specialized agencies (such as ILO, Baitul Maal, Save the Children, Oxfam, Plan International etc) on social protection to scale up this programme. The PPAF III and other coming projects also focus on the destitute and the extremely poor who require social protection. The NRSP management being cognizant of the need for different packages for such communities is modifying its existing products ( such as CIF, Micro Insurance) and systems to align them to be compatible with the requirements of the Social & Human Protection Programme. Above all, through strategic dialogues and sensitisation programmes, the SHPP unit expects the LSOs forum to take a lead role in empowering the destitute and the extremely poor.
47Social & Human Protection Programme
The MER section in NRSP is responsible for:
a) Developing and maintaining a sound management information system that produces adequate reports at all levels;
b) Developing and implementing base line surveys and situational analysis;
c) Field monitoring and data analysis for decision making;
d) Evaluating the projects, programmes and products;
e) Impact Assessments; f) Designing and developing new
projects; and g) Implementing a selected number of
projects for experiential learning and replication.
Monitoringthrough reportingand analysis
The MER section produces a Monthly Programme Update that consolidates all internal reports. This update gives an account of each sector, project and scheme of NRSP. Based on the data received for the update, the MER section conducts a trend analysis to highlight “exceptions”. The reporting of “exceptions i.e. under and over achievement from period to period” greatly helps the management in taking timely decisions. During FY 2008-09 all the twelve updates were issued with a one month lag time.
Triggering brainstorming on key issues
Field Monitoring Visits
Developing and updating the Management Information Systems (MIS)
The MER section prepares working paper and presentations on the basis of information received for each sector/region and analyse it before they are presented in the six monthly management meetings. This analysis triggers discussions and helps the managers identify the areas that require improvement or the strengths on which the programme could be further scaled up. MER section documents the proceedings and follows up on the agreed actions. During FY 2008-09, three such meetings were held. The MER section highlighted the need for balancing the attention of the management on microfinance and other sectors.
MER uses field visits to collect empirical evidence of the quality and quantity of work. These visits also help to identify gaps, if any, between the agreed targets, processes and expected outputs or outcomes. With a pragmatic approach, MER section contributes to recommendations about changes and monitors the follow-up of the decisions thus undertaken.
MER plays an active role in assisting the management in the design and up gradation of the management information system. In the six monthly meetings, it highlights the areas for which additional information is required. MER section designs formats and determines the frequency of reporting. It also facilitates the IT section to upgrade computer based IT programmes. During the year, major work was done on the development and up-gradation of the Poverty Scorecard MIS that is used in the Situation Analysis and baseline surveys of the new Union Councils. The MIS was
Monitoring, Evaluation & Research
48 NRSP's 15th Annual Progress Report 2008-2009
1: Six districts namely Mirpurkhas, Mianwali, Kashmore, Shikarpur, Badin and Thatta were 100% covered. In rest of the districts only selected Union Councils 100% covered.2: Decent work sums up the aspirations of people in their working lives – their aspirations for opportunity and income; rights, voice and recognition; family stability and personal development; and fairness and gender equality. Eight aspects of decent work deficiencies are i) productive employment, ii) child labour, iii) working conditions, iv) debt status, v) formalization, vi) equal opportunity, vii) risk management, viii) association and voice
modified to apply the new Poverty Scorecard designed by the World Bank based on the PSLM-2005-06 data and is being used in the programme area. The PPAF developed an MIS for the Social Mobilization Project. MER section facilitated the PPAF in its design.
During the reporting year 106 Situation Analyses were conducted in 106 Union Councils across Pakistan. The MER section also conducted the Poverty Scorecard Census for different purposes, details in Table 13. During the year 2008, NRSP also carried out a baseline survey in collaboration with ILO to collect data on specific aspects of decent work
2deficits amongst the microfinance clients of NRSP in Hyderabad and Rawalpindi.
Evaluation
During the year, MER conducted 2 evaluations directly and designed 3 evaluation studies which were conducted by the national consultants in close collaboration of the MER. The MER section also facilitated the consultants appointed by the Rural Support Programmes Network (RSPN) who evaluated NRSP and other RSPs' performance in relation to the overall objectives of the RSP movement.
NRSP commissioned a study which covered two projects namely the Dera Ghazi Khan Rural Development Project (DGKRDP) and Barani Village Development Project (BVDP). Sustainable Policy Development Institute (SDPI) conducted the study. Table 14 shows the summary for the study.
Baseline studies
Impact and Portfolio Assessment of the Microcredit Programme in the NRSP's DGK-RDP and BVDP (July 2007 to April 2009)
49
NRSP own
BISP
UCBPRP (GoSindh)
Total
799,753
378,175
257,988
1,435,916
Funding Source No. ofHousehold
1Table 13: Poverty Scorecard Census
Poonch, Kotli, Bagh,
Awaran, Panjgur, Bahawalnagar,
Mardan,
Bahawalpur, Bhakkar,
Attock, Khanewal, Khushab,
Mianwali, Multan,
Rahim Yar Khan, Rajanpur,
Rawalpindi, Matiari,
Nawabshah and Thatta
Tando Muhammad Khan,
Mirpurkhas and Mianwali
Kashmore and Shikarpur
Districts
29
Projectcomponents
Projectcomponents covered inthe study
Objectivesof the study
Duration June 2000 to June 2007
Table 14: Summary of study conducted by SDPI
Jul 1998 – Nov 2006
• Community Development• Micro-credit• Physical Infrastructure• Capacity building - training
• Credit portfolio assessment• Institutional and impact assessment • Review of financial statements
• To assess the impact • To ascertain money recovered by the
NRSP against micro-credit advanced to the beneficiary farmers.
• To do a critical synthesis of the Punjab Economic Research Institute (PERI)
• Community mobilization• Community Infrastructure
Schemes• Micro-credit
• Credit portfolio assessment• Institutional and impact assessment• Review of financial statements
• To assess the impact • To ascertain money recovered
by the NRSP against micro-credit advanced to thebeneficiary farmers.
Microfinance for Decent Work - Baseline Survey
The sample included 200 microfinance clients from District Hyderabad and Rawalpindi. The survey report was finalized in January 2009 and on the basis of the survey results, NRSP designed an action research project that addresses certain aspect of decent work and benefits the clients and the local community in urban areas of Hyderabad. Under this action research, NRSP plans to address child labour issue indirectly through the provision of micro-insurance (health & death) to additional members of a client's household. It is expected that extending the coverage to additional uninsured household members will help these families to absorb income shocks. NRSP's proposal has been accepted and the action research will start from August 2009. As a result of this research NRSP hopes to see an increase in insured household member, a decrease in the number of at-risk children (withdrawn from school to begin work prematurely), as well a general trend towards decreasing poverty levels in the sample.
Monitoring, Evaluation & Research
Disaster Risk Management Project (Formation, Strengthening, and Institutionalization of Disaster Management Committees in the Highest at-Risk Areas of Azad Jamu & Kashmir) in four Union Councils of District Muzaffarabad. The principle focus of the project was developing resilience among the vulnerable communities for improved response that would culminate into marginal human and economic losses in the event of natural disasters. The project ended in December 2008 after 16 months operations. The study was conducted in April-May 2009 by Mansoor Hasan Khan (an independent consultant) and covered the period from September 2007 to December 2008. The study concluded that the Project had brought significant changes as follows:
• The project broadened the knowledge of the target beneficiaries with regards to natural hazards and their causes. 84% of the respondents had better information of natural disasters compared with 15% at the time of baseline.
• The knowledge of the respondents about the ways and means to keep home, schools and community safer improved from 23% at the time of baseline to 72%.
• The project improved the disaster response/reaction as the number of respondents who had no knowledge to react to disasters decreased from 45% at the time of baseline to 8%.
• The project improved information of the respondents to access to relevant institutions for help in the event of disasters. The number of respondents who did not know any such institution before the project decreased significantly from 72% to 7%.
• The communities, government officials, school teachers and students were more concerned now than ever before (97% after project compared with70% before project) about the need of remaining prepared for disaster response.
• 68% change in the attitude of the
Change in Knowledge
Change in Attitude
Findings
Findings of the Post-Project Survey on Knowledge, Attitude & Practices (KAP)
The analysis shows that NRSP has put in place all the best practices in terms of efficiency, productivity, risk management and transparent financial reporting. Due to good financial management practices, the fund has been recycled to reach a maximum number of poor clients. NRSP has also demonstrated ability to inculcate a culture of good repayment as it has kept the default at below 1%. By leveraging the revolving fund NRSP has created access for a large number of poor households to micro-credit who would not get it otherwise without a tangible collateral.
In terms of outcomes of the programme NRSP's micro-credit has shown positive results in terms of increasing incomes, generating employment, increasing women participation, improving nutrition, health and education
Overall NRSP has managed the available funds in an effective manner thereby increasing the impact of the project deliverables. Further, we have no reason to differ with the PERI assessment of the DGKRDP project as it accords closely with our findings.
In the backdrop of the deadliest earthquake 2005, NRSP and Diakonie implemented a Community Based
Community Mobilization for Disaster Risk Management Project
NRSP's 15th Annual Progress Report 2008-200950
improve exponentially disaster response in the event of natural disasters. The project has also enabled NRSP to mainstream the concept of CBDRM into its core programme.
Future plans
The MER's research on poverty census has greatly contributed in the national level policies for targeting the poor. MER section will conduct more research with the extremely poor people to design products and packages that suit them and help them maintain their self respect and confidence without isolating them from the mainstream development.
The IT department of NRSP is developing integrated software to track micro credit, general finance and accounts, deposits, Human Resource , fixed assets and other administrative procedures. While NRSP has already developed sound tracking systems for social mobilization and other components of the programme. Based on the information available through the automated system, MER section plans to design a system whereby social performance of each component is reported regularly just like the quantitative and financial performance.
respondents was inferred to the project interventions including trainings, awareness raising through media and community sessions.
• The project has improved the confidence of the respondents to react to disasters in an improved way. The number of respondents who considered themselves Most Capable to respond to disasters improved from 15% (before project) to 40% (after the project).
• The project had improved the practices of the respondents to undertake measures to make their homes, community, school premises and offices safe from the disasters.
• The number of respondents who had never practiced any protective measure had decreased by 30% at the end of the project.
• The respondents were practicing building safer structures, educating family members, and ensuring that they have emergency response equipment with them.
• Disaster Management committees (DMCs) were proactive in disseminating information about the importance and means of safeguarding the housing structures and many trained DMC members were reported to have helped in emergency rescue operations in the events of wild fire, landslides and roadside accidents.
• The practice of remaining in contact with the departments that deal with disaster response had increased and 59% respondents were regularly in contact with such departments compared with 6% before the start of project.
• 66% respondents had made efforts and received information on disaster management from NRSP, Diakonie and other relevant departments compared with 18% before project.
The project has been able to establish local disaster management and response structures in the form of DMCs. The local civil administration has contact information of trained DMCs that would
Change in Practices
Monitoring, Evaluation & Research 51
Improving Transparency
Improving Transparency 53
During the FY 2008-09, the Finance & Accounts (F&A) section further refined the Financial Information system to make it responsive to the needs of different projects. The section developed various tools and management reports to analyse the programmes and projects performance as an add-on to the core financial ledger system. As NRSP is now involved in the implementation of a variety of donor-funded projects for health, education, family planning and other social sector initiatives, the requirements of reporting have increased manifolds. However, due to teamwork of F&A and the concerned sections, most reports were submitted to the donors on time. In the wake of transformation of NRSP's microfinance operations, the F&A remained busy throughout the year in preparing a variety of new reports for the potential investors. This helped the F&A in raising its level of understanding about microfinance from an international perspective.
The most important contribution of F&A in the management of NRSP has been its ability to manage fund balances efficiently. For this purpose, the F&A successfully managed bank balances through a website that was developed internally and in which all regional offices posted their balances on a daily basis. This greatly helped in managing the cash sources efficiently. During the year, NRSP had to repay some of the credit lines with a balance of Rs.2 billion which seemed to be a uphill task but F&A managed it in the most professional manner.
F&A follows best practices in financial monitoring and reporting. F&A realizes that microfiannce can run successfully only through a transparent reporting system. To enable transparent reporting, F&A carried out various reconciliations and spot checks of the microfinance transactions appearing in the automated operations. Along with the substantive checking of transactions, F&A also followed the C-GAP disclosure guidelines in the prepation of separate accounts for the microfiannce operations for each region as well as for the entire
Transparency in Microfinance
programme. In order to get additional assurance for proper compilation of accounts and transparent reporting, the F&A section engaged the following firms for auditing the regional/sectors accounts in addition to the consolidated corporate accounts.
a) M/s A. F. Ferguson & COb) M/s Ford Rhodes Sidat Hyder &COc) M/s KPMG Taseer Hadi Khalid &
CO
It is satisfying to note that despite having a different superisory capacity and approach, all the three firms generally found the NRSP systems satisfactory.
During FY 2008-09, the Internal Audit (IA) section carried out internal audit of all NRSP Regional Offices, projects, and sections. In addition to documenting its findings and providing regular feedback about the programme's administrative and financial controls, the IA section also provided technical support to the regions and sectors for preparing them for the external audit. The Internal Audit unit carried out various investigations on the complaints received from NRSP employees and CO members. This greatly helped the NRSP management in improving transparency at the field level. As micro credit portfolio is the largest asset in NRSP balance sheet, the Internal Audit focused on verifying the compliance of NRSP policies and procedures with regards to micro credit disbursement, collection and reporting.
Future plans
F&A realizes the need to update operational manuals for consistent application of rules and procedures at all locations. For this purpose, F&A has planned to engage a firm of Chartered Accountants to consolidate the existing policies and procedures and update them to meet current requirements. F&A is also participating in developing a new Oracle based integrated software to keep track of all financial transactions for more efficient reporting and analysis.
Internal Audit Unit
CA
TEG
OR
IES
MR
D
BW
P
HY
D
MW
I
RW
P
RY
K
DG
K
UP
AP
Ag
gre
gate
Ad
just
men
t 2
00
9
20
09
20
09
20
09
20
09
20
09
20
09
20
09
20
09
FIN
AN
CIA
L R
EV
EN
UE
Inco
me f
rom
mic
ro c
red
it a
ctiv
itie
s
91,1
14,6
70
701,0
12,8
19
58,7
80,8
95
139,3
77,4
97
107,9
83,9
21
58,1
06,3
50
80,8
07,6
56
290,6
78 ,6
16
Inco
me f
rom
Ban
k B
ala
nce
s
702,1
30
38,9
58,5
13
1,3
97,2
70
1,5
84,9
29
2,0
16,0
30
2,1
88,7
62
1,0
48,7
35
4,0
14,6
42
FIN
AN
CIA
L E
XP
EN
DIT
UR
E
Head
off
ice f
inan
cial ch
arg
es
78,9
04,1
66
395,8
53,2
94
31,7
73,0
96
66,7
69,1
01
20,3
93,8
07
14,3
41,5
50
28,0
95,5
57
70,0
46,2
99
Inte
rest
on
ban
k b
orr
ow
ing
s
17,9
14,9
59
Pro
visi
on
ag
ain
st d
ou
btf
ul d
eb
ate
s
224,7
51,9
66
37,1
71,4
84
490,1
63
1,8
70,8
37
3,0
10,3
03
3,6
72,2
60
4,6
07,4
47
Fin
an
cial M
arg
in
(211,8
39,0
70)
329,0
25,9
67
27,9
33,8
17
73,5
49,8
45
86,5
95,8
41
43,0
33,6
32
49,1
53,3
87
215,3
71,7
46
Ad
min
istr
ati
ve a
nd
oth
er
exp
en
ses
(8
1,2
00,3
98)
(2
02,2
47,8
43)
(4
4,3
32,4
68)
(3
6,3
23,1
94)
(73,6
15,6
97)
(2
4,3
94,4
86)
(35,1
17,4
41)
(173,9
30,0
89)
Net
(defi
cit)
su
rplu
s fo
r th
e y
ear
(293,0
39,4
68)
126,7
78,1
24
(1
6,3
98,6
51)
37,2
26,6
51
12,9
80,1
44
18,6
39,1
46
14,0
35,9
46
41,4
41,6
57
Op
era
tio
nal Self
Su
ffic
ien
cy %
23.8
6%
118.6
8%
78.6
7%
135.5
0%
113.0
0%
143.9
5%
120.7
0%
110.9
9%
Fin
an
cial Self
Su
ffic
ien
cy %
23.8
6%
106.0
9%
78.6
7%
135.5
0%
113.0
0%
143.9
5%
120.7
0%
92.1
0%
Retu
rn o
n E
qu
ity
(RO
E)
(1
,651.0
6%
)
35.6
2%
(4
0.9
5%
)
38.5
0%
4.1
3%
13.1
6%
15.4
0%
16.0
2%
urn
on
Ass
ets
(R
OA
)
(46.2
0%
)
3.7
2%
(6
.99%
)
7.1
0%
2.8
2%
6.2
6%
3.8
0%
4.5
4%
(319.1
6%
)
17.1
3%
(2
7.2
4%
)
26.2
0%
11.8
0%
30.5
3%
17.1
5%
14.2
6%
Yie
ld o
n g
ross
lo
an
po
rtfo
lio
10.4
3%
23.1
8%
25.9
2%
26.7
0%
25.1
0%
26.2
7%
25.4
6%
34.0
6%
0.8
3%
1.1
5%
1.2
2%
1.2
0%
2.7
0%
2.7
0%
1.4
8%
5.2
0%
Fun
din
g E
xpen
se R
ati
o
12.1
7%
13.1
6%
14.1
6%
13.2
0%
4.6
5%
6.1
7%
9.5
9%
10.3
1%
PAR
Rati
o (
Ove
r 90 d
ays
)
5.0
0%
2.1
7%
0.7
4%
0.5
0%
0.6
0%
1.5
9%
1.4
7%
0.0
0%
Ris
k C
ove
rag
e R
ati
o
100%
75.5
1%
100%
100%
100%
100%
100%
100%
Loan
off
icer
pro
du
ctiv
ity
196
159
187
226
350
166
341
112
Pers
on
nel p
rod
uct
ivit
y
118
178
125
149
199
130
187
96
Ave
rag
e d
isb
urs
em
en
t lo
an
siz
e
13,9
29
15,4
66
11,5
89
12,6
78
14,2
24
15,3
45
15,6
85
12,8
30
Ave
rag
e o
uts
tan
din
g lo
an
siz
e
9,8
28
17,4
33
9,9
54
8,1
55
8,0
32
19,1
96
16,9
00
6,8
66
Op
era
tin
g E
xpen
ses
Rati
o
12.5
%
7.9
6%
19.7
2%
7.2
0%
16.7
8%
18.5
2
11.9
8%
19.7
9%
Co
st p
er
bo
rro
wer
3,1
45
1,2
04
2,0
78
608
1,5
96
2,3
42
1,7
49
1,6
16
Tab
le 1
5: In
com
e a
nd
Exp
en
dit
ure
Acc
ou
nt
(Pak R
up
ees
000)
for
the y
ear
en
ded
30 J
un
e 2
009
91
,81
7,0
62
76
2,0
50
,74
5
39,2
08,7
46
(706,1
76,8
70)
262
22,0
79,4
13
18,9
11
1,2
27,3
57
752,3
30
8,6
39,7
46
(11,7
90,3
05)
-
60
,19
7,0
76
14
2,1
89
,78
3
10
9,9
99
,95
1
61
,04
7,4
42
81
,85
6,3
91
30
3,3
33
,00
4
27
,41
8,4
41
Inte
rest
on
do
no
r fi
nan
cin
g
-
-
-
-
-
-
-
-
331,1
40,6
58
306,5
14,1
50
4,8
79,4
53
3
03
,65
6,1
32
43
3,0
24
,77
83
2,2
63
,25
9
68
,63
9,9
38
23
,40
4,1
10
18
,01
3,8
10
32
,70
3,0
04
87
,96
1,2
58
(63
,64
2,6
09
)
91,0
61,0
50
10,8
91,6
91
101,9
52,7
41
NR
SP
NR
SP
20
09
20
08
1,5
27,8
62,4
24
1,2
59,8
77,2
20
91,1
19,7
57
116,7
34,0
22
Tota
l
-
324,4
29,1
09
256,0
45,1
68
280,4
53,9
13
(1
2,7
49,7
75)
Tota
l
703,8
86,2
15
902,1
77,2
62
(660,2
69,9
25)
(6
66,9
95,6
73)
43,6
16,2
90
235,1
81,5
89
102.7
3%
120.3
8%
90.0
6%
105.0
0%
5.2
2%
35.8
2%
Ret
0.6
0%
3.8
2%
Pro
fit
Marg
in
2.6
9%
17.0
8%
27.9
5%
29.0
0%
Cu
rren
t ra
tio
2.7
6%
2.8
6%
11.3
2%
10.2
7%
5.3
3%
1.1
1%
182.3
5%
225.0
0%
206
197
162
141
14,4
08
14,0
90
11,5
04
12,9
00
11.8
7%
13.9
4%
3,3
06
2,6
89
Oth
er
Inco
me
20,9
27,7
14
1,6
39
,90
9,8
95
1,3
76
,61
1,2
42
331,1
40,6
58
231,1
38,5
87
9
36
,02
3,6
80
47
4,4
33
,98
0
NRSP's 15th Annual Progress Report 2008-200954
Partnership and Linkages
Partnership and Linkages 55
Ongoing linkages
NRSP considers itself as one of the conduits that enable the communities to access various goods and services from Government and Private sector for reducing poverty and improving quality of life. On the one hand, NRSP builds the capacities of the communities to do many things on their own and access services directly, while on the other hand, NRSP assists and facilitates government departments and other agencies in the delivery of their services to the target communities. This role of an "intermediary" brings the COs, government and private service providers in contact with each other. NRSP organises CO Presidents/Managers conferences and LSOs workshops in which all the parties are invited.
During the year, 722 workshops were organized. NRSP also participated in the LSO conventions organized by the Rural Support Programmes Network (RSPN) in which high-level government officials participated and had the opportunity to discuss issues with the community representatives. In addition to the general type of workshops, NRSP also organized a number of health camps with the collaboration of District Health Officers; and field days on agriculture in collaboration with the Agriculture Department in which thousands of farmers participated.
The Vocational Training Progarmme (VTP) presently being managed by NRSP-IRM is an excellent example of productive linkages between NRSP and the government training institutes at Federal and Provincial level. NRSP could not have imparted skills to thousands of youth had it not forged these linkages. NRSP is thankful to the government training institutes which have adjusted their programs and operating systems to meet the requirements of poor youth who are imparted skills training through IRM at these institutes.
During the review year, some new linkages emerged because of the
implementation of Social Mobilisation project. The examples of some ongoing partnerships and linkages include the COs' linkage with NADRA for issuance of CNICs, with Social Welfare department by the women COs for setting up training centers, and with Agri business solution for accessing funds for agriculture enterprises. These linkages will have a long-term impact on the sustainability and effectiveness of NRSP programme as well as the quality of services being delivered by NADRA and other agencies.
NRSP values the long-term partnership with the Pakistan Poverty Alleviation Fund (PPAF), which provides funding support for a large number of NRSP's programme districts in all its sectors i.e. Micro Credit, Community Physical Infrastructure, Health, Education, Disability, Relief and Reconstruction and now for Social Mobilisaiton. The partnership with PPAF is not just a matter of funding relationship; both NRSP and PPAF complement the work of each other through close interaction and frequent dialogues.
The on going partnership with Jamal Din Wali (JDW) Sugar Mill in Rahim Yar Khan is an excellent example of Civil Society – Private Sector Partnershp. This is a win-win case for both the farmers and the JDW Sugar Mill where the farmers are able to increase their incomes while the JDW Sugar Mill is able to get the required materials for producing sugar. The Project has improved the economic condition of thousands of farming
NRSP's 15th Annual Progress Report 2008-200956
families in 15 Union Councils of District Rahim Yar Khan. The Project has expanded from the initial focus on agriculture to include a range of livestock-focused activities and most importantly the support for education sector in the project area.
Since 1997, Habib Bank Limited (HBL) has extended a credit line to NRSP, which has contributed significantly to fund the micro credit portfolio. HBL has also facilitated the COs in opening bank accounts and has waived the condition for a minimum balance on those accounts. HBL has also made it possible to exempt the COs from the deduction of zakat, if they so choose. NRSP also greatly acknowledges the on-going relationship with Habib Bank Limited and The First Women Bank. The First Women Bank has also provided a credit line, and provides services to women CO members and UPAP clients.
Networking
NRSP as the largest member of the Rural Support Programmes Network (RSPN) worked on various projects and activities during the year. NRSP also provided technical assistance and capacity building support to the smaller RSPs through RSPN.
As a member of the Pakistan Microfinance Network (PMN), NRSP provided a variety of information to PMN to facilitate them in highlighting the performance of microfinance sector.
NRSP also worked as member of the International Union for Conservation of Nature (IUCN) during the year and
shared experiences and learning from best practices that ultimately benefits the communities.
Formal Contracts / Partnership Agreements
NRSP is major implementing partner in the Government of Pakistan funded development projects that include the Model Village Project; the Crop Maximization Project, and the Prime Minister's Special Initiative for Livestock. Above all, the Government of Pakistan has provided the initial capital to NRSP, which continues to be a good resource for leveraging more funds.
The Government of Sindh has worked closely with NRSP for the implementation of various projects on the issue of bonded labour and child labour. During the year, the Sindh Government contracted the implementation of “Sindh Coastal Community Development Project” in the coastal areas of District Badin and Thatta.
NRSP is also working closely with the Education Department of the Government of Balochistan for the implementation of Balochistan Education Fund project to expand the educational infrastructure in remotest areas of south Balochistan. Similarly, the School Water Environment and Sanitation project (funded by UNICEF) is also being implemented in close collaboration with the Education Department in District Lasbella.
During the review year, NRSP worked as a partner with the Government of the Punjab in the implementation of the Sustainable Livelihoods in Barani Areas Project and the Punjab Education Sector Reforms Programme (PESRP).
During the relief operation for the IDPs of Swat and Buner, NRSP worked closely with the Government of NWFP to provide relief goods to the IDPs in Mardan and Swabi. The Government of AJK has always been more forthcoming in terms of working with the communities. Consequenlty,
Partnership and Linkages 57
NRSP's partnership with AJK has alwatys been very productive. During the year, in addition to the ongoing informal linkages, NRSP also worked with the Govt. of AJK under various projects, namely USAID/RISE, USAID/PRIDE, DfID/Education, UNICEF/Health etc. The ERRA supported CLRP project is an excellent example of GoAJK trust in people as it agreed to work with NRSP and LSOs to implement the livelihood project in the earthquake affected areas.
NRSP considers the partnership with Oxfam Novib as the most effective relationship that helped NRSP provide livelihood support to a large number of poor households in Muzaffarabad and Neelam. At the closure of the project, Oxfam Novib generously transferred the unspent funds to the LSOs formed by NRSP as a Community Investment Fund (CIF), which has helped the programme sustain even beyond the project life.
Oxfam also supported the setting up of a mobile Limbs workshop and Community Based Disaster Risk Management Project. The FAO provided tons of seed and fertilizers to enable families to grow the crops they need. The German NGO Diakonie International and NRSP successfully implemented a community-based Disaster Risk Management project.
SLBAP is an initiative of Government of Punjab to improve the livelihood opportunities of the poor rural communities in 10 rain-fed (Barani) Districts of Punjab. It is a tripartite implementation arrangement where Asian Development Bank has a major share of investment of 75%, and Government of Punjab and Communities with 15% each. Other details have been presented in NRSP's Annual Report 2006-07. Under the project, NRSP is mainly responsible for two project components i.e. Targetted Poverty Alleviation Component and Literacy through Skills Training.
NRSP has successfully implemented all the components of the project. The project has created an effective receiving
Sustainable Livelihoods in Barani Areas Project (SLBAP) 2005-2011
mechanism in the form of active COs that can be used for many other purposes beyond the project targets. The project will end in 2011 and it is hoped that it would be rated as a successful project.
The status of NRSP's achievements viz a viz the targets is given in Table 25 in the statistical abstract.
In March 2009, NRSP entered into an agreement with the Coastal Development Authority, Sindh for the implementation of Sindh Coastal Community Development Project. The effective date of project initiation is May 22, 2009 and it will end on May 21, 2013. The project area includes Taluka Badin and Shaheed Fazil Rahu (Badin District) and Taluka Mirpur Sakro, Shah Bandar, Jati, Kharo Chhan, Keti Bandar and Ghorabari (District Thatta).
The project objective is “to improve the sustainable livelihoods of the poor inhabitants of the eight coastal talukas of district Thatta and Badin”.
The project consists of four major components including 1) Improved Coastal Management 2) Community Development 3) Institutional Capacity Development and 4) Project Management. The project implementation involves the District Governments of Badin and Thatta, Coastal Forest Division, Forest Department, Livestock & Fisheries Department, NRSP, IUCN, District Project Implementation Unit, Project Management Consultants, District Line Agencies, COs, VOs and target
Sindh Coastal Community Development Project
NRSP's 15th Annual Progress Report 2008-200958
beneficiaries. A Project Steering Committee oversees the progress while a Project Management Unit (PMU) is responsible for the supervision and implementation of the project activities. NRSP is responsible for the Community Development component. NRSP has to organize 1,388 Community Organizations, provide training to 36,630 community members and complete 815 Small Scale Community Managed Initiatives (infrastructure projects) during the project life.
As of June 30, 2009, NRSP has completed the preparatory work to implement the community development component. An operational manual and a field guide have been prepared to implement the project. NRSP and PMU have also finalized the format of the Situation Analysis, which will be used as a basis to implement the project. The PMU has also approved a Village Selection Criteria and Village Resource Mapping Tool. The NRSP and PMU have also designed the Reporting Formats to monitor the project performance. Though the project implementation has stared, it will work at full scale during 2009-2010.
As of June 2009, NRSP's achievements include: village resource mapping in 24 villages against the target of 20, formation of 24 COs (including 2 women COs and 4 Mixed COs) and conducted one Community Management Skills Training, four NRM-B workshops and one Activists Workshop.
Way forward
NRSP believes that forging linkages of communities with governments and private agencies is extremely important, as they are the real actors of development. NRSP is a conduit, a facilitator and a change agent. The most important and sustainable linkages are those that are built around common interests and mission of the communities and the development agencies.
In the days to come, NRSP will put more emphasis and will invest more time and energies on developing such linkages. The examples are NADRA, government departments e.g. Agriculture, Health, Education, NARC, Training Institutes, Tehsil Municipal Administration, Local Governments, Chamber of Commerce, Private Mills etc. This task is becoming easier as NRSP has the strength of the federations of COs in the form of Local Support Organisations (LSOs) on its back.
Statistical Abstractas of June, 2009
Statistical Abstract as of June, 2009 59
Table 1. Annual CO Formation by NRSP Regions and Districts, 2008-09
PUNJAB
NWFP
JKA
S NDHI
BALOCHI TANS
Rawalpindi
Islamabad/ Rawalpindi 273 1,203 274 1,750
Attock 39 450 - 489
Chakwal 186 369 72 627
Jhelum 37 47 13 97
Sub Total 535 2,069 359 2,963
Mianwali
Khushab 218 690 116 1,024
Bhakkar 253 765 141 1,159
Mianwali 152 219 107 478
Sub Total 623 1,674 364 2,661
Bahawalpur
Lodhran 385 22* - 363
Vehari 142 2 - 144
Bahawalpur 871 2,658 1 3,530
Bahawalnagar 1,358 1,395 6 2,759
Rahim Yar Khan 198 1 3 202
Sub Total 2,954 4,034 10 6,998
Rahim Yar Khan Rahim Yar Khan** 45 11 2 58
Sub Total 45 11 2 58
Dera GhaziKhan
Dera Ghazi Khan 184 1,049 3 1,236
Rajanpur 68 924 - 992
Sub Total 252 1,973 3 2,228
Malakand
Malakand 19 10 - 29
Mardan 27 4 - 31
Charsadda - - - -
Swabi 17 - - 17
Swat - - - -
Buner - - - -
Sub Total 63 14 - 77
Muzaffarabad
Kotli 316 406 324 1,046
Poonch (Rawalakot) 41 124 14 179
Muzaffarabad 234 207 119 560
Bagh 51 55 10 116
Sub Total 642 792 467 1,901
Hyderabad
Badin 46 27 15 88
Hyderabad 6 1 4 11
Tando Muhammad Khan
15
2
4
21
Mirpurkhas 48 - 22 70
Mitiari 140 64 5 209
Tando Allah Yar - - - -
Nawabshah - - - -
Thatta 17 9 6 32
Sub Total 272 103 56 431
Turbat
Kech (Turbat) 215 180 60 455
Gwadar 12 29 3 44
Panjgoor 207 223 59 489
Awaran 112 154 14 280
Sub Total 546 586 136 1,268
Grand Total 5,932 11,256 1,397 18,585
Province Hub Office DistrictCOs formed during the year 2008-09
Men Women Mixed Total
* Converted into mix and men COs** Sugarcane Productivity Enhancement Project Area
NRSP's 15th Annual Progress Report 2008-0960
Statistical Abstract as of June, 2009 61
Table 2. Cumulative CO Formation by NRSP Regions & Districts, as of June 2009
Province Hub Office District Community Organizations
Men Women Mixed WUAs Total
Rawalpindi Islamabad/ Rawalpindi 1,688 2,086 916 - 4,690
Attock 1,580 1,393 68 - 3,041
Chakwal 1,169 943 200 - 2,312
Jhelum 638 353 57 - 1,048
Sub Total 5,075 4,775 1,241 - 11,091
Mianwali Khushab 1,992 1,587 253 - 3,832
Bhakkar 2,322 1,362 262 - 3,946
Mianwali 781 616 282 - 1,679
Sub Total 5,095 3,565 797 - 9,457
Bahawalpur Lodhran 3,126 389 13 - 3,528
Vehari 2,567 163 - - 2,730
Bahawalpur 8,608 4,397 99 - 13,104
Bahawalnagar 8,426 1,707 96 - 10,229
Rahim Yar Khan 3,531 1 3 - 3,535
Sub Total 26,258 6,657 211 - 33,126
Rahim Yar Khan Rahim Yar Khan* 1,533 646 3 123 2,305
Sub Total 1,533 646 3 123 2,305
Dera GhaziKhan
Dera Ghazi Khan 2,021 1,433 60 35 3,549
Rajanpur 1,114 1,415 21 - 2,550
Sub Total 3,135 2,848 81 35 6,099
Closed Bahawalpur - BRDP 475 166 28 376 1,045
Sialkot 645 602 53 - 1,300
Sub Total 1,120 768 81 379 2,345
Malakand Malakand 795 302 2 - 1,099
Mardan 1,527 414 - - 1,941
Charsadda 615 63 - - 678
Swabi 612 37 - - 649
Swat 248 50 - - 298
Buner 19 - - - 19
Sub Total 3,816 866 2 - 4,684
Closed Mardan 117 254 - 937 1,308
Sub Total 117 254 - 937 1,308
Muza ffarabad Kotli 862 874 566 - 2,302
Poonch (Rawalakot) 682 755 204 - 1,641
Muzaffarabad 358 360 196 - 914
Bagh 553 583 98 - 1,234
Sub Total 2,455 2,572 1,064 - 6,091
Hyderabad Badin 1,865 481 162 - 2,508
Hyderabad 250 108 59 - 417
Tando Muhammad Khan 327 127 45 - 499
Mirpurkhas 1,646 421 288 - 2,355
Matiari 1,332 575 161 - 2,068
Tando Allah Yar 355 63 41 - 459
Nawabshah 25 36 67 - 128
Thatta 605 225 167 - 997
Sub Total 6,405 2,036 990 - 9,431
Closed Sukkur 92 53 1 - 146
Sub Total 92 53 1 - 146
Turbat Kech (Turbat) 805 734 165 - 1,704
Gwadar 156 215 11 - 382
Panjgoor 207 223 59 - 489
Awaran 112 154 14 - 280
Sub Total 1,280 1,326 249 - 2,855
Grand Total (Active) 55,052 25,291 4,638 158 85,139
Closed Regions 1,329 1,075 82 1,313 3,799
Grand Total 56,381 26,366 4,720 1,471 88,938
U
B
PNJA
FNW
P
AJK
SINDH
BALOCHI TANS
* Sugarcane Productivity Enhancement Project Area
Table 3. Annual (2008-09) and Cumulative CO Membership
Province
Hub Office
District
New members between
Jul 08-June 09 Cumulative As of June 30, 2009
Men Women Total Men Women Total
Rawalpindi Islamabad/ Rawalpindi 5,945 18,470 24,415 35,454 38,666 74,120
Attock 588 6,292 6,880 28,874 22,532 51,406
Chakwal 3,676 5,895 9,571 24,435 17,496 41,931
Jhelum 703 718 1,421 11,092 6,716 17,808
Sub Total 10,912 31,375 42,287 99,855 85,410 185,265
Mianwali Khushab 4,005 10,580 14,585 35,251 24,503 59,754
Bhakkar 4,628 10,771 15,399 35,664 21,654 57,318
Mianwali 3,599 4,184 7,783 16,494 12,295 28,789
Sub Total 12,232 25,535 37,767 87,409 58,452 145,861
Bahawalpur Lodhran 2,808 34 2,842 39,257 3,859 43,116
Vehari 1,484 15 1,499 31,922 1,498 33,420
Bahawalpur 9,819 38,579 48,398 94,741 53,492 148,233
Bahawalnagar 13,421 21,851 35,272 90,176 24,569 114,745
Rahim Yar Khan 1,353 15 1,368 36,921 15 36,936
Sub Total 28,885 60,494 89,379 293,017 83,433 376,450
Rahim Yar Khan Rahim Yar Khan* 707 171 878 19,791 5,329 25,120
Sub Total 707 171 878 19,791 5,329 25,120
Dera GhaziKhan
Dera Ghazi Khan 2,166 13,570 15,736 25,246 18,387 43,633
Rajanpur 900 12,651 13,551 15,956 18,326 34,282
Sub Total 3,066 26,221 29,287 41,202 36,713 77,915
Closed Bahawalpur - BRDP - - - 21,702 4,132 25,834
Sialkot - - - 11,554 9,683 21,237
Sub Total - - - 33,256 13,815 47,071
Malakand Malakand 336 111 447 12,819 3,976 16,795
Mardan 328 58 386 22,230 5,249 27,479
Charsadda - - - 8,872 793 9,665
Swabi 237 - 237 8,250 454 8,704
Swat - - - 3,878 798 4,676
Buner - - - 269 - 269
Sub Total 901 169 1,070 56,318 11,270 67,588
Closed Mardan - - - 29,976 5,105 35,081
Sub Total - - - 29,976 5,105 35,081
Muzaffarabad Kotli 8,206 8,531 16,737 20,228 19,498 39,726
Poonch (Rawalakot) 677 971 1,648 15,766 17,439 33,205
Muzaffarabad 5,568 5,430 10,998 9,182 9,799 18,981
Bagh 1,336 1,198 2,534 11,943 12,624 24,567
Sub T otal 15,787 16,130 31,917 57,119 59,360 116,479
Hyderabad Badin 803 706 1,509 36,877 9,686 46,563
Hyderabad 78 31 109 4,199 1,891 6,090
Tando Muhammad Khan 207 43 250 4,628 1,988 6,616
Mirpurkhas 830 98 928 29,000 9,329 38,329
Mat iari 1,242 346 1,588 15,758 7,342 23,100
Tando Allah Yar - - - 4,513 1,100 5,613
Nawabshah - - - 589 703 1,292
Thatta 264 158 422 10,121 4,695 14,816
Sub Total 3,424 1,382 4,806 105,685 36,734 142,419
Closed Sukkur - - - 1,410 826 2,236
Sub Total - - - 1,410 826 2,236
Turbat Kech (Turbat) 4,382 3,134 7,516 19,444 18,029 37,473
Gwadar 243 545 788 3,449 5,390 8,839
Panjgoor 3,936 4,280 8,216 3,936 4,280 8,216
Awaran 1,923 2,913 4,836 1,923 2,913 4,836
Sub Total 10,484 10,872 21,356 28,752 30,612 59,364
Grand Total (Active) 86,398 172,349 258,747 789,148 407,313
Closed Regions - - - 64,642 19,746
Grand Total 86,398 172,349 258,747 853,790 427,059
1,196,461
84,388
1,280,849
PUNJAB
FNW
P
AJK
NDH
SI
ALOI TAN
B
CHS
* Sugarcane Productivity Enhancement Project Area
NRSP's 15th Annual Progress Report 2008-0962
Statistical Abstract as of June, 2009 63
Table 4. Annual (2008-09) and Cumulative CO Savings
Province Hub Office District
Savings between
July 08-June 09As of June 30, 2009
Men Women Total Men Women
Total
Rawalpindi Islamabad/ Rawalpindi 0.46 1.08 1.54 31.05 11.46 42.51
Attock 1.30 2.85 4.15 71.29 24.82 96.10
Chakwal 0.66 0.53 1.19 57.92 13.01 70.93
Jhelum 0.28 0.23 0.51 12.60 4.69 17.28
Sub Total 2.70 4.69 7.39 172.85 53.97 226.82
Mianwali Khushab 0.29 0.77 1.06 34.37 15.06 49.43
Bhakkar 0.40 0.97 1.38 22.98 4.97 27.95
Mianwali 2.55 0.20 2.75 3.66 1.05 4.71
Sub Total 3.24 1.94 5.18 61.02 21.07 82.09
Bahawalpur Lodhran (18.73) (5.22) (23.94) 61.11 - 61.11
Vehari (7.64) (0.74) (8.38) 29.49 0.21 29.70
Bahawalpur (43.08) (15.17) (58.25) 129.50 1.70 131.20
Bahawalnagar (0.87) (0.02) (0.89) 115.72 2.05 117.77
Rahim Yar Khan (6.08) 0.00 (6.09) 52.56 - 52.56
Sub Total (76.40) (21.15) (97.55) 388.38 3.96 392.33
Rahim Yar Khan Rahim Yar Khan* (5.40) (1.83) (7.23) 72.41 4.06 76.47
Sub Total (5.40) (1.83) (7.23) 72.41 4.06 76.47
Dera GhaziKhan
Dera Ghazi Khan (5.77) (0.34) (6.11) 25.16 2.98 28.14
Rajanpur (8.85) (2.59) (11.44) 34.69 8.47 43.16
Sub Total (14.62) (2.93) (17.55) 59.85 11.45 71.30
Closed Bahawalpur - BRDP - - - 2.86 0.75 3.61
Sialkot - - - 18.23 5.71 23.94
Sub Total - - - 21.09 6.46 27.55
Malakand Malakand 0.27 0.17 0.44 1.75 1.06 2.81
Mardan 0.29 0.14 0.43 6.97 1.03 8.00
Charsadda - - - 1.03 0.14 1.17
Swabi 0.21 0.02 0.23 1.54 0.05 1.59
Swat - - - 0.59 0.12 0.71
Buner - - - 0.04 - 0.04
Sub Total 0.77 0.33 1.10 11.92 2.40 14.32
Closed Mardan - - - 2.19 2.24 4.43
Sub Total - - - 2.19 2.24 4.43
Muzaffarabad
Kotli 1.33 2.14 3.47 3.31 4.97 8.29
Poonch (Rawalakot) 7.37 2.75 10.12 10.36 8.85 19.21
Muzaffarabad 0.37 0.40 0.77 1.49 1.85 3.34
Bagh 0.18 0.14 0.32 2.59 3.90 6.49
Sub Total 9.25 5.44 14.68 17.75 19.58 37.33
Hyderabad Badin 1.32 0.46 1.79 24.35 5.28 29.63
Hyderabad 0.42 0.20 0.62 2.04 1.12 3.16
Tando Muhammad Khan 0.10 0.04 0.14 2.72 1.10 3.82
Mirpurkhas 0.43 0.53 0.96 6.36 1.98 8.33
Matiari 12.44 0.31 12.75 17.81 4.13 21.95
Tando Allah Yar - - - 2.40 0.59 2.99
Nawabshah - - - 0.14 0.45 0.59
Thatta 0.25 0.24 0.48 6.62 5.42 12.04
Sub Total 14.96 1.78 16.74 62.45 20.07 82.52
Closed Sukkur - - - 0.85 0.39 1.24
Sub Total - - - 0.85 0.39 1.24
Turbat Kech (Turbat) 0.40 0.43 0.84 4.36 3.24 7.60
Gwadar 0.02 0.02 0.04 0.71 0.88 1.59
0.16 0.09 0.25 0.16 0.09 0.25
0.11 0.08 0.19 0.11 0.08 0.19
Sub Total 0.70 0.62 1.32 5.35 4.28 9.63
Grand Total (Active) (64.81) (11.11) (75.92) 851.97 140.85 992.82
Closed Regions 0.00 0.00 0.00 24.13 9.09 33.22
Grand Total (64.81) (11.11) (75.92) 876.09 149.94 1,026.0
PUNJAB
FNW
P
AJK
NSIDH
AOCHI TAN
BL
S
* Sugarcane Productivity Enhancement Project Area
Table 5. MEDP Programme-Level Disbursement
Programme Activities As of June, 2008 During 2008-09 As of June 2009
Total Disbursement (Rs.) 24,486,089,969 7,116,173,674 31,602,263,643
Disbursement to Men 20,155,071,828 5,537,455,674 25,692,527,502
Disbursement to Women 4,331,018,141 1,578,718,000 5,909,736,141
Average Disbursement to Men 14,979 16,752 15,329
Average Disbursement to Women 11,776 14,440 12,386
Total Loans (1+2+3+4) 1,713,348 439,892 2,153,240
Loans to Men 1,345,562 330,559 1,676,121
Loans to Women 367,786 109,333 477,119
1. Agricultural Inputs (Rs.) 15,423,677,464 4,954,681,137 20,378,358,601
Disbursement to Men 15,122,898,748 4,881,568,437 20,004,467,185
Disbursement to Women 300,778,716 73,112,700 373,891,416
Sub total Agricultural Loans 1,017,065 294,174 1,311,239
Loans to Men 982,251 288,900 1,271,151
Loans to Women 34,814 5,274 40,088
Average Loan Size (Rs.) 15,165 16,843 1,311,239
2. Livestock Development (Rs.) 4,094,253,500 854,114,546 4,948,368,046
Disbursement to Men 2,397,185,800 338,422,146 2,735,607,946
Disbursement to Women 1,697,067,700 515,692,400 2,212,760,100
Sub total Livestock Development Loans 319,636 57,424 377,060
Loans to Men 180,293 21,774 202,067
Loans to Women 139,343 35,650 174,993
Average Loan Size (Rs.) 12,809 14,874 377,060
3. Enterprise Development (Rs.) 4,861,045,489 1,306,826,991 6,167,872,480
Disbursement to Men 2,536,004,614 316,954,091 2,852,958,705
Disbursement to Women 2,325,040,875 989,872,900 3,314,913,775
Sub total Enterprise Development Loans 371,246 88,260 459,506
Loans to Men 178,072 19,854 197,926
Loans to Women 193,174 68,406 261,580
Average Loan Size (Rs.) 13,094 14,807 459,506
4. Small Infrastructure Individual Enterprise (Rs.) 107,113,516 551,000 107,664,516
Disbursement to Men 98,982,666 511,000 99,493,666
Disbursement to Women 8,130,850 40,000 8,170,850
Sub total SIIE Loans 5,401 34 5,435
Loans to Men 4,946 31 4,977
Loans to Women 455 3 458
Average Loan Size (Rs.) 19,832 16,206 5,435
No. of COs and Credit Groups Availing Loans (Cumulative)
112,738 - 112,738
Men’s COs/Credit Groups 62,652 89,119
Women’s COs/Credit Groups 47,560 116,235
Mixed COs 2,526 4,078
26,467
68,675
1,552
NRSP's 15th Annual Progress Report 2008-0964
Statistical Abstract as of June, 2009 65
Table 6. Annual UPAP Credit Disbursement 2001 – 2009
As of
June
2001
As of
June
2002
As of
June
2003
As of
June
2004
As of
June
2005
As of
June
2006
As of
June
2007
As ofJune
2008
As ofJune
2009
Total No. of Credit Cases
Loan Cases of Men
Loan Cases of Women
Total Amount Due (Rs. M)
Total Amount Recovered
Recovery Rate (%)
No. of Groups Formed
No. of Credit Cases
Total Credit Disbursed (Rs. M)
Total amount Recovered
(Rs. M) Sourcesfrom 3
Total Principal Recovered
Total Service Charges Recovered
Total Excess Recovered
Principal Balance (Rs. M)
Current Cases
Closed Cases
Cumulative Recovery Rate (%)
On time Recovery Rate (%)
4,996
85
4,911
36.29
30.06
99
1,030
4,996
52.14
40.42
36.06
4.36
0.01
16.08
2,465
2,531
99
99
10,804
89
10,715
75.8
75.56
99.69
2,315
10,804
112.43
84.61
75.56
0.01
0.02
36.87
5,703
5,101
99.69
99.71
19,866
89
19,777
147.94
147.73
99.69
3,964
19,866
205.87
165.25
147.73
14.49
0.04
58.14
8,952
10,914
99.86
99.97
35,986
89
35,897
267.38
267.17
99.92
6,893
35,986
368.57
300.24
267.17
33
0.05
101.4
15,733
20,253
99.62
100
63,493
56
63,437
482.49
482.28
99.96
10,744
63,493
649.54
544.17
482.28
61.82
0.07
167.26
23,921
39,572
100
100
102,156
89
102,067
813.16
812.95
99.97
15,933
102,156
1,071.76
918.95
812.95
105.91
0.09
258.81
36,020
66,136
100
100
1,588.83
159,442
89
159,353
1,588.83
100
24,064
159,442
1,844.61
1,588.83
1,398.96
189.75
0.12
445.64
53,388
106,054
100
100
270,597
89
270,508
2,940.22
2,940.22
100
44,027
270,597
3,459.18
2,940.22
2,541.78
398.20
0.25
917.41
104,622
165,975
100
100
380,155
89
380,066
4,806.74
4,806.74
99.97
53,977
188,152
4,877.32
4,806.74
4,131.52
674.70
0.53
745.47
108,268
271,823
99.97
99.92
Table 7. NRSP – IRM Staff Training Programme Participants
Training Course During 2008 -2009 Cumulative As of June 2009
Men Women Total Men Women Total
Audio Visual training - - - 14 1 15
Administration & Logistic Management - - - 22 - 22
Calculating sustainability Indicators Workshop - - - 18 1 19
Career Counseling and Job Hunting 32 - 32 32 -
Client Appraisal Techniques - - - 68 14 82
Communication & Presentation Skills 28 8 36 454 179 633
Computer Training - - - 378 46 424
Computerized Design of Drinking Water Supply Schemes - - - 12 - 12
Conflict Management - - - 37 11 48
Credit Appraisal - - - 117 32 149
Credit Appraisal & Recovery Techniques - - - 739 286 1,025
Design & Organization Of Training Events - - - 13 6 19
Developing Core Competencies (Writing & Speaking Skills) 40 10 50 130 21 151
Disaster Response Management 45 - 45 98 16 114
Driver 1st Aid, Road Safety & Attitudinal Training - - - 115 3 118
Enterp rise Development Programme - - - 61 16 77
Environment & NRM - - - 56 27 83
Executive Diploma in English Language Proficiency 30 1 31 128 21 149
External Training 10 4 14 44 22 66
Film Making - - - 71 4 75
Finance and Accounts 51 6 57 359 22 381
First Aid Training - - - 64 6 70
Global Environmental Fund Programme - - - 446 12 458
Gender and Development 20 1 21 309 178 487
General Training 136 22 158 984 260 1,244
HRD Committee Meeting 12 1 13 70 22 92
Institutional Building at the Grassroots 66 20 86 345 152 497
Leadership Management Development 55 13 68 219 41 260
Loan Portfolio Management 16 - 16 74 8 82
Logical Framework Analysis - - - 8 3 11
Micro Credit - - - 337 49 386
Monitoring & Evaluation of CPIs - - - 55 13 68
Office Equipment Trai ning 85 6 91 181 15 196
Operational Risk Management - - - 55 6 61
Orientation Training Workshop (Subject Specific) 205 78 283 1,300 341 1,641
Orientation Training Workshop (Field Staff) 158 103 261 362 147 509
Orientation Training Workshop (Interns) 70 25 95 1,205 577 1,782
Orientation Training Workshop (Management Team) - - - 80 6 86
Orientation Training Workshop (Support Staff) - - - 39 2 41
Participatory Rural Appraisal - - - 120 18 138
Planning Workshop - - - 581 184 765
Post Graduate Diploma in Human Resource Management - - - 7 6 13
Post Graduate Diploma in NGO & Leadership Management - - - 8 2 10
Profile for Achieving Creativity & Techniques ( PACT ) - - - 35 18 53
Project Cycle Management-PCM 27 1 28 61 9 70
Refresher Workshops 10 13 23 3,058 2,274 5,332
RSP Orientation 1 10 11 569 172 741
Sectoral Training 13 8 21 231 69 300
Seminars & Workshops 130 25 155 1,069 369 1,438
Social Appraisal Techniques - - - 21 2 23
Social Organization Training 345 135 480 984 346 1,330
Strategic Human Resource Management - - - 328 152 480
Strategic Human Resource Management - - - 6 3 9
Study Visits - - - 49 8 57
Sustainable Community Management - - - 68 19 87
Teacher Training (PLAN International) - - - 2,719 2,946 5,665
Time Management - - - 79 14 93
Train The Trainer - - - 11 2 13
Training for Mobile Credit Officers of ADBP - - - 17 2 19
Training Needs Assessment 27 13 40 146 85 231
Training of Monitors - - - 9 6 15
Training of Trainers 16 6 22 272 110 382
Training of Trainer (Subject Specific) 160 66 226 1,158 377 1,535
Women Leadership Programme - 36 36 - 73 73
Write Shop 66 22 88 182 53 235
Total 1,854 633 2,487 20,887 9,885 30,772
32
NRSP's 15th Annual Progress Report 2008-0966
Statistical Abstract as of June, 2009 67
During 2008 -2009 As of June 2009
Men Women Total Men Women Total
Table 8. NRSP – IRM Community Training Programme Participants
Community Management Training Program
Activist Capacity Enhancement Workshop - - - 99 7 106
CAAP - - - 318 48 366
Credit Book Keeping 21 19 40 3,966 1,219 5,185
CMST Basic 3,486 5,062 8,548 35,444 18,441 53,885
CMST Advanced - - - 42 1 43
CMST for non-literate CO members - - - 13 43 56
Financial Management 373 433 806 4,733 2,293 7,026
General Training 742 241 983 1,174 637 1,811
Leadership & Management Skills Training 67 18 85 657 125 782
Nazim & Councilors - - - 67 75 142
Skills for Rural Marketing 35 5 40 71 117 188
Social Mobilization Training 107 328 435 374 668 1,042
Life Skills Passport to Success 85 111 196 149 111 260
1,710 48 1,758 1,710 48 1,758
Sub Total 6,626 6,265 12,891 48,817 23,833 72,650
Natural Resources Management Training Program
Bee Keeping - - - 656 32 688
Agriculture Training 15 40 55 1,013 47 1,060
Bee Keeping Advance - - - 84 - 84
Commercial Poultry - - - 202 125 327
Cotton Protection - - - 1,424 12 1,436
Crop Production - - - 946 16 962
Date Post Harvest Processing - - - 196 19 215
Fuel Efficient Stove Making - - - 715 3,826 4,541
Fish Farming - - - 48 - 48
Food Processing Advanced - - - - 41 41
Food & Nutrition - - - 11 44 55
Integrated Pest Management Manual Development - - - 79 13 92
Livestock Management 57 1,207 1,264 2,806 6,198 9,004
Livestock Management Advanced - - - 112 35 147
Livestock Specialist - - - 3,004 24 3,028
Livestock Specialist Advanced 104 5 109 800 5 805
Nursery Raising - - - 222 42 264
Off Season Vegetable Production - - - 82 94 176
Orchard Development - - - 21 - 21
Pest Scouting - - - 359 6 365
Plant Protection and Production - - - 256 - 256
Poultry Specialist 69 188 257 993 2,480 3,473
Rice Cultivation - - - 152 - 152
Rodent Con trol - - - 23 11 34
Sloppy Land Agriculture Technology - - - 48 31 79
Tobacco Production - - - 27 - 27
Use of Fertilizer - - - 26 - 26
Vegetable Production 18 51 69 1,798 1,720 3,518
Water Management - - - 86 12 98
Wheat Production - - - 374 - 374
W ild Boar Management - - - 552 - 552
Agronomic Practices - - - 77 - 77
Sugarcane Growing Technology - - - 155 - 155
Livestock Epidemic Prevention - - - - 87 87
Organic Farming - - - 14 - 14
Integrated Pest Management - - - 28 - 28
General Training 15 - 15 103 19 122
Maize Production - - - 16 - 16
Sub Total 278 1,491 1,769 17,508 14,939 32,447
Social Sector Training Program
Epidemic Prevention - - - 34 1 35
First Aid Training - - - 136 82 218
Family Planning Orientation - - - 70 117 187
Flood Rescue - - - 12 - 12
Health & Sanitation - - - 319 97 416
Traditional Birth Attendant Training - 155 155 - 1,726 1,726
Teachers Training 179 32 211 1,354 1,590 2,944
Village Education Committee 8,155 1,918 10,073 18,349 5,299 23,648
School Health Services - - - 10 27 37
Lady Health Workers Training (DFID) - - - 373 936 1,309
School Management Skill Training (PESRP) Step 1(2 Days) - - - 1,291 893 2,184
School Management Skill Training (PESRP) Step 2 (2 Days) - - - 154 109 263
School Management Skill Training (PESRP) (4 Days) - - - 3,001 2,212 5,213
Refreshers School Management Committee (SMC) - - - 1,729 1,428 3,157
Sub Total 8,334 2,105 10,439 26,832 14,517 41,349
During 2008 02009 As of June 2009
Men Women Total Men Women Total
Physical Infrastructure & Technology Development
Pipe Fitting & Water Purification - - - 3,079 322 3,401
Community Infrastructure Training - - - 728 4 732
CPI Workshop 32 - 32 1,055 39 1,094
CAAP for I ntegrated Projects 42 - 42 337 18 355
Other Training (O&M for CPIs) 348 90 438 9,789 451 10,240
Sub Total 422 90 512 14,988 834 15,822
Enterprise Development Training Program
Candy Floss Machine Training - - - 3 - 3
Use of Olive Seed as Micro Enterprises - - - 4 - 4
Business Management Skill Training - - - 367 404 771
Rope Making - - - 3 - 3
Enterprise Development Training 15 3 18 1,066 844 1,910
Sub Total 15 3 18 1,443 1,248 2,691
Vocational Training
A/c & Ref. 199 - 199 1,226 - 1,226
Auto Electrician 39 - 39 619 - 619
Auto Mechanic 57 - 57 1,109 - 1,109
Beautician - 204 204 12 479 491
Call igraphy - - - 23 6 29
Carpentry - - - 225 - 225
Carpet Making - - - 7 4 11
Civil Surveyor 168 - 168 591 - 591
Computer (Basic) 320 47 367 2,005 306 2,311
Dress Designing - - - 1 - 1
Driving 47 - 47 264 - 264
Dry Cleaning - - - 1 - 1
Electrician 249 - 249 2,417 - 2,417
Electronic (Dish Antenna, Radio) - - - 24 - 24
Embroidery 7 464 471 60 1,920 1,980
Fabric Printing 15 97 112 51 1,700 1,751
Football Apprentice - - - 28 276 304
Glass Painting - - - - 31 31
Greeting Card - - - - 7 7
Hand Pump Maintenance - - - 15 - 15
Jam Making 4 121 125 30 976 1,006
Knitting - - - 5 66 71
Machinist - - - 147 - 147
Motor Cycle Repair 160 - 160 275 - 275
Macramé Making 3 55 58 3 73 76
Paper Making - - - 26 15 41
Peter Engine Repair - - - 805 - 805
Plumb ing 136 - 136 1,806 - 1,806
Radio Repair - - - 5 - 5
Steel Fixer - - - 6 - 6
Shurbat Making - - - 48 938 986
Teacher Training Vocational - - - - 21 21
Tubewell Maintenance - - - 11 - 11
TV/VCR Repair - - - 283 - 283
Tie & Dye 17 2,122 2,139 341 8,655 8,996
Welding 115 - 115 1,036 - 1,036
Vaseline Making - 213 213 2 2,324 2,326
Tailoring (Advanced) 5 3 8 103 119 222
Tailoring (Basic) 246 338 584 1,533 3,750 5,283
Masonry Training - - - 143 - 143
Book Binding - - - 27 449 476
House Hold Appli ances 18 - 18 286 283 569
Shop Keeping - - - 113 11 124
Industrial Electronics - - - 4 - 4
Mechanical Draftsman - - - 3 - 3
Civil Draftsman - - - 7 - 7
CNC Operator - - - 4 - 4
Excavator Operators Course - - - 262 - 262
Mobile Set (Cell Phone) Rep air 571 - 571 2,127 - 2,127
Air Line Basic Course - - - 12 1 13
Basket Making (Voc 0 B) - - - - 38 38
Shovel / Bulldozer Operator - - - 138 51 189
CNG Kit Repairing - - - 47 - 47
Motor Winding 27 - 27 179 - 179
Papier0mâché - - - 2 87 89
Computer ( Advanced) 171 1 172 365 1 366
Wheel Loader Operator Training - - - 16 - 16
Handlooms Training - - - 242 150 392
General Training (Voc0B) 40 198 238 373 594 967
Mobile Set (Cell Phone) Repairing(Adv) - - - 1 - 1
UPS Repair 10 - 10 17 - 17
Patch Work - - - - 80 80
Sub Total 2,624 3,863 6,487 19,511 23,411 42,922
NRSP's 15th Annual Progress Report 2008-0968
Statistical Abstract as of June, 2009 69
During 2008 -2009 As of June 2009
Men Women Total Men Women Total
Occupational Training
Candle Making 11 335 346 631 4,294 4,925
Surf & Soap Making 26 14,463 14,489 1,114 31,685 32,799
Tailoring (Professional) 81 2,168 2,249 331 11,069 11,400
Tailoring (Advanced) - - - - 327 327
Sub Total 118 16,966 17,084 2,076 47,375 49,451
Seminars
Seminar - - - 159 173 332
Sub Total - - - 159 173 332
Refreshers
CMST - 42 42 674 535 1,209
CMST for non0literate CO members - - - 2 3 5
Bee Keeping - - - 145 20 165
Family Planning Orient ation - - - - 97 97
Livestock Management - - - 316 39 355
Livestock Specialist - - - 1,355 650 2,005
LMST - - - 21 4 25
NRM Training - - - 4,761 1,348 6,109
Pest Scouting - - - 26 - 26
Plant Production & Protection - - - 13 - 13
Poultry Specialist - - - 42 36 78
Social Sector Training - - - 15 112 127
TBA Training - - - - 184 184
Teacher Training - - - 123 201 324
General Training 136 60 196 136 101 237
Village Education Committee - - - 144 82 226
Sub Total 136 102 238 7,773 3,412 11,185
Activist Workshops
Sub Total 15,099 16,864 31,963 90,255 37,396 127,651
Subject Specialist Workshop
SSW 216 240 456 32,334 11,156 43,490
NRM 10,351 5,882 16,233 49,022 18,724 67,746
SSS 5,940 9,934 15,874 9,236 19,580 28,816
Sub Total 16,507 16,056 32,563 90,592 49,460 140,052
Appropriate Technology
Appropriate Technology - - - 160 - 160
Total - - - 160 - 160
Exposure Visit
Exposure Visit 215 1,517 1,732 1,476 1,862 3,338
Sub Total 215 1,517 1,732 1,476 1,862 3,338
Capacity Building Support to LGO 2001
CCB0M - - - 18,590 2,116 20,706
PCM - - - 813 40 853
Sub Total - - - 19,403 2,156 21,559
World Bank 0 JSDF Project
Mas ter Skill Builder World Bank0JSDF/RSPN 23 573 596 1,663 2,409 4,072
Master Skill Labour World Bank0JSDF/RSPN 225 19 244 3,647 19 3,666
Sub Total 248 592 840 5,310 2,428 7,738
PPAF – Relief and Rehabilitation Project
Mason - - - 2,724 - 2,724
Carpenter - - - 1,423 - 1,423
Steel Fixer - - - 600 - 600
Block Maker - - - 84 - 84
Orientation for House Owners - - - 26,713 - 26,713
Craftsman (Carpenters) in Timber Frame Const ruction 3,099 2,826 5,925 3,976 3,472 7,448
Disaster Management Committee 601 189 790 997 435 1,432
Training of Volunteers 435 500 935 954 1,062 2,016
Sub Total 4,135 3,515 7,650 37,471 4,969 42,440
Grand Total 54,757 69,429 124,186 383,774 228,013 611,787
NRSP's 15th Annual Progress Report 2008-0970
Table 9. Physical Infrastructure Schemes, as of June, 2009 by Direct Input (PPAF & others)
SCHEMES INITIATED ( By Type)
Drinking Water Supply 103 6,039 22,964,648 22,153,597 3,269,442 25,423,039
Agriculture 172 4,941 50,372,728 35,779,684 10,597,375 46,377,059
Communication 35 4,671 10,391,300 9,489,142 2,080,607 11,569,749
Sewerage and Drainage 45 5,379 66,439,425 25,634,809 2,841,171 28,475,980
Others 30 1,469 16,312,425 15,811,952 746,169 16,558,121
TOTAL 385 22,499 166,480,526 108,869,184 19,534,764 128,403,948
SCHEMES COMPLETED (By Type)
Drinking Water Supply 134 6,462 25,975,724 27,045,063 4,103,310 31,148,373
Agriculture 252 11,229 55,066,192 55,851,411 13,813,839 69,665,250
Communication 63 4,949 17,381,808 17,709,300 2,175,002 19,884,302
Sewerage and Drainage 74 11,867 131,435,184 131,488,856 7,186,576 138,675,432
Others 36 1,321 11,639,425 11,860,400 366,141 12,226,541
TOTAL 559 35,828 241,498,333 243,955,030 27,644,868 271,599,898
SCHEMES INITIATED ( By Type)
Drinking Water Supply 2,645 121,151 364,636,879 398,093,966 100,813,765 498,907,731
Agriculture 9,114 112,733 921,935,576 964,691,345 484,531,546 1,449,222,891
Communication 1,061 118,262 276,812,964 301,675,606 74,442,606 376,118,212
Se werage and Drainage 1,223 203,930 572,923,729 585,422,699 131,035,195 716,457,894
Others 6,221 290,675 667,524,078 708,182,473 151,409,300 859,591,773
TOTAL 20,264 846,751 2,803,833,226 2,958,066,089 942,232,412 3,900,298,500
SCHEMES COMPLETED (By Type)
Drinking Water Supply 2,468 113,726 340,333,513 346,770,281 97,675,113 444,445,394
Agriculture 8,935 106,396 908,964,211 935,526,426 478,258,148 1,413,784,574
Communication 934 110,645 256,420,738 258,527,368 68,863,916 327,391,284
Sewerage and Drainage 1,208 200,361 561,327,722 563,681,932 129,713,837 693,395,769
Others 6,174 283,204 654,310,291 684,688,235 147,431,730 832,119,965
TOTAL 19,719 814,332 2,721,356,475 2,789,194,242 921,942,744 3,711,136,985
Total House Disbursement Donor Community Total Schemes Holds to CO (Rs) Contribution Contribution Cost(Rs)
Table 10. Physical Infrastructure Schemes during 2008-09 by Direct Input (PPAF & other)
Table 11. Physical Infrastructure Schemes as of June, 2009 by Direct Input, Linkages & Credit
Total House Disbursement Donor Community Total Schemes Holds to CO (Rs) Contribution Contribution Cost(Rs)
Total House Disbursement Donor Community Total Schemes Holds to CO (Rs) Contribution Contribution Cost(Rs)
SCHEMES INITIATED ( By Type)
Drinking Water Supply 2,043 94,402 312,233,324 319,058,744 88,107,001 407,165,745
Agriculture 2,991 95,123 798,771,140 813,361,562 325,831,899 1,139,193,461
Communication 883 108,681 252,979,418 256,121,299 66,265,859 322,387,158
Sewerage and Drainage 992 202,410 568,464,708 580,962,978 129,969,090 710,932,068
Others
239
53,175
70,595,237
72,075,780
16,148,108
88,223,888
TOTAL 7,148 553,791 2,003,043,827 2,041,580,363 626,321,957 2,667,902,319
SCHEMES COMPLETED (By Type)
Drinking Water Supply 1,983 92,051 307,645,286 310,069,923 86,242,173 396,312,096
Agriculture 2,930 92,528 794,229,923 804,281,395 321,846,841 1,126,128,236
Communication 874 106,171 249,988,499 251,537,635 65,222,517 316,760,152
Sewerage and Drainage 977 198,841 556,868,701 559,222,211 128,647,732 687,869,943
Others 226 52,406 65,555,687 65,852,196 15,663,673 81,515,869
TOTAL 6,990 541,997 1,974,288,096 1,990,963,360 617,622,936 2,608,586,295
Statistical Abstract as of June, 2009 71
Table 12. Physical Infrastructure Schemes during by Direct Input, Linkages & Credit2008-09
SCHEMES INITIATED ( By Type)
Drinking Water Supply 209 8,534 26,262,313 29,390,860 4,406,522 33,797,382
Agriculture 319 8,641 58,143,630 54,668,088 12,945,565 67,613,653
Communication 152 9,768 27,767,641 48,001,151 6,591,643 54,592,794
Sewerage and Drainage 45 5,379 66,439,425 25,634,809 2,841,171 28,475,980
Others 2,221 55,836 97,252,263 101,996,460 1,682,429 103,678,889
TOTAL 2,946 88,158 275,865,272 259,691,368 28,467,330 288,158,698
SCHEMES COMPLETED (By Type)
Drinking Water Supply 134 6,462 25,975,724 27,045,063 4,103,310 31,148,373
Agriculture 286 11,263 55,066,192 55,851,411 14,364,839 70,216,250
Communication 63 4,949 17,381,808 17,709,300 2,175,002 19,884,302
Sewerage and Drainage 74 11,867 131,435,184 131,488,856 7,186,576 138,675,432
Others 2,216 54,901 88,096,859 87,891,122 586,141 88,477,263
TOTAL 2,773 89,442 317,955,767 319,985,752 28,415,868 348,401,620
Bahawalpur
2,018
210,442
602,759,564
609,863,073
187,411,288
797,274,361
1,981
Rawalpindi
1,078
66,444
249,704,526
257,314,573
91,633,501
348,948,074
1,018
Hyderabad 863 47,811 213,259,615 215,795,108 34,369,143 250,164,251 855
Mardan 1,012 46,661 255,049,629 261,633,525 65,392,671 327,026,196 977
Mianwali 613 43,889 72,951,085 74,764,572 22,448,832 97,213,404 600
Turbat 413 89,594 181,648,201 184,489,939 46,227,406 230,717,344 411
D.G.Khan 782 31,251 294,399,057 296,995,079 121,477,272 418,472,351 780
Muzaffarabad 291 8,419 99,008,936 102,240,875 41,135,821 143,376,696 291
Rahim Yar Khan 78 9,280 34,263,214 38,483,619 16,226,023 54,709,642 77
Total 7,148 553,791 2,003,043,827 2,041,580,363 626,321,957 2,667,902,319 6,990
Regions No. of
Schemes
Households Disbursement
Approved
Cost
CO
Contribution Total Cost
Schemes
Completed
Table 13. Region-Wise CPI Implementation as of June, 2009 (By Direct Input)
Total House Disbursement Donor Community Total Schemes Holds to CO (Rs) Contribution Contribution Cost(Rs)
NRSP's 15th Annual Progress Report 2008-0972
Table 14. Cumulative Achievements of ENRM Sector as of June, 2009
Activities
Quantity Households benefited
During
2008-09
As of June
2009
During
2008-09
As of June
2009
Improved seed arranged (Kg) 60,081 3,137,487 3,709 124,833
Fertilizer bags purchased and distributed 20,544 812,915 743 62,266
Pesticides purchased and distributed (Kg) - 563,911 - 19,155
Poultry ‘units’ (5 hens and 1 rooster) purchased and distributed 366 271,623 62 22,205
Forest saplings purchased and distributed - 936,312 - 35,950
Fruit saplings purchased and distributed 21,918 438,149 1,271 32,669
Orchards established 50 1,682 50 953
Saplings raised - 8,842,909 - 8,905
Nurseries established - 279 - 4,787
Guidance/ demonstration plots established 32 5,198 125 75,384
Animals vaccinated 152,637 5,251,852 5,925 545,811
Poultry chicks vaccinated 16,859 1,699,234 588 268,121
Villages receiving soil testing - 955 - 1,065
Units of agri - machinery supplied - 352 - 1,791
Agriculture workshop/field days held 266 3,888 9,979 87,144
Livestock works hops/field days held 957 3,933 5,594 41,217
Poultry workshop/field days held 16 584 415 6,209
Breed improvement bulls purchased - 673 - 691
Forestry workshop/field days held - 23,723 - 2,165
Urea Mineral Molasses Blocks purchased and distributed - 69,892 - 6,134
Bucket kit/ Abairee kits purchased and distributed - 2,000 - 1,902
Mini Dams established - 366 - 972
Dug wells - 1,867 - 2,806
Drip irrigation systems installed 26 55 22 55
Ponds - 534 - 1,575
Large animals de - wormed 38,552 254,766 6,612 22,188
Small animals de - wormed 46,487 135,219 3,623 14,296
Artificial Insemination containers purchased and distributed - 687 - 405
Biogas plants installed 133 160 133 160
Energy Efficient Stoves purchased and distributed 308 955 188 955
Effective Micr o - organism Fermentors purchased and distributed - 2 - 2
IPM Pest Control Card distributed - 357 - 157
SALT Model activities - 28 - 28
Solar Geyser 160 160 160 160
Solar LED light units installed 150 479 183 401
Statistical Abstract as of June, 2009 73
Social Mobilization Total Target Total Achievement % Achievement
Initial SBAP needs collected from Community
SBAP with Cost Estimates Prepared
SBAP Submitted to DG
Funds Released in # of Schools
1,250
1,250
1,650
1,641
1,641
1,641
1,250
1,250
1,650
1,641
1,641
1,641
Amount of Funds released
SBAP Work Initiated
SBAP Work Completed
Initial SBAP needs collected from Community
SBAP with Cost Estimates Prepared
SBAP Submitted to DG
Funds Released in # of Schools
1,641
1,641
1,650
1,618
1,618
1,618
1,641
1,618
1,640
1,608
1,595
1,528
Amount of Funds released
SBAP Work Initiated
SBAP Work Completed
1,618
1,618
1,400
1,000
48,884
6,600
3,300
7,267
3,130
Teachers trained In Teaching Skills 4,811 4,707
100%
100%
100%
100%
100%
100%
100%
98%
99%
99%
99%
94%
91%
71%
110%
94%
98%
* One School Was merged in another School
Total Schools
Girls Primary schools
Boys Primary Schools
Masjid Maktib Schools
SC Members trained
SC Members trained (SC Refresher)
School Council Reorganized
School Council Notified
he I
Pas I
Phse
-Ia
Trainings
288,749,569
233,144,082
Regular SC meetings held
Girls Elementary Schools
Boys Elementary Schools
1,649*
770
816
34
24
5
Table 15. PESRP Phase I Achievements, as of June, 2009
Table 16. Adult Literacy Movement Programme as of June, 2009
RegionNo. of Graduates
Men Women Total
Rahim Yar Khan Rahim Yar Khan 159
Mardan 119
Malakand 104
Swat 105
Swabi 102
Rawalpindi Attock 71
Bahawalpur Bahawalpur 105
Turbat (Kech) Turbat (Kech) 102
Hyderabad 20
Mirpurkhas 40
Dera Ghazi Khan Rajan Pur 50
977
486
36
10
156
-
22
546
275
25
482
-
2,038
1,749
3,090
2,427
2,293
2,559
1,842
1,825
1, 858
490
321
1,261
19,715
2,235
3,126
2,437
2,449
2,559
1,864
2,371
2,133
515
803
1,261
21,753
Mardan
Hyderabad
Total
DistrictNo. of Groups in Functional
Literacy Programmes
NRSP's 15th Annual Progress Report 2008-0974
Table 17. Detail of Activities under Balochistan Education Support Project – June 30, 2009
Activity Achievement
Need identification for Community Schools 72
Baseline survey conducted in the village 64
Villages identified as feasible for Community Schools 62
Parent Education Committees formed 62
Membership in Parent Education Committees 434
Men 291
Women 129
Parent Education Committees registered 62
Bank accounts opened for Parent Education Committees 62
Meetings held with Parent Education Committees 62
Follow up/support/monitoring visits to schools besides meetings 101
Schools which received funds from BEF for classroom/school setup 58
Schools which utilized the funds for classroom/school setup 58
Schools which received funds from BEF for operations 54
Schools which utilized funds from BEF for operations 52
Teachers identified 62
Men 48
Women 14
Agreements done with teachers 62
Men 48
Women 14
Students enrolled in schools 2,150
Boys 1,120
Girls 1,030
Parent Education Committee's members trained by TIP (No. of schools) 62
Men PEC members 242
Women PEC members 70
Teachers trained 31
Men 27
Women 4
Activities
Cumulative
Achievements
Members/ Participants Total
Targets
%
Achievement Men Women Total
Social assessment/Village Profiling 141 100%
VHF formed 129 980 1,729 2,709 74%
VHAP review & update 137 1,071 1,563 2,634 125%
Health Management Committee established 26 280 166 446 100%
HMC notif ied by Health Department 25 271 155 426 96%
VHF office bearer workshop 5 55 43 98 83%
Grant proposal writing training 9Training) 3 33 22 55 43%
Solicitation of grant proposal from HMCs 7 523 987 1,510 47%
Grant implementation management training 1 9 5 14 25%
UC Health Forum Workshops (Events) 4 650 785 1,435 29%
Health awareness workshops (optional) 8 161 253 414 31%
Puppet shows 11 552 796 1,348
141
141
110
26
26
6
7
15
4
14
26
17 65%
Table 18. PRIDE Project Activities as of June 30, 2009
Statistical Abstract as of June, 2009 75
Region Districts
No. of
Established
Schools
Active Schools No. of students
currently
enrolled
No. of Teachers
Currently
employed
Currently
Supported
by NRSP
CurrentlySupported by Donors
CommunitySelf Help
Basis
Total
Boys Girls Men Women
DG Khan
Rawalpindi
Bahawalpur
Hyderabad
Turbat
Muzaffarabad
Mianwali
DG Khan
Rajanp ur
ICT/Rawalpindi
Attock
Chakwal
Bahawalpur
Lodhran
Badin
Thatta
MP Khas
Jamshoro
Hyderabad
Kech
Gwadar
Awaran
Panjgoor
Poonch
Kotli
Sudhnuti
Muzaffarabad
Bagh
Khushab
Bh akkar
71
20
50
18
29
13
21
41
1
28
5
7
56
12
20
8
27
4
13
10
10
11
4
22
6
-
-
-
-
1
-
-
-
-
-
-
-
-
-
10
-
5
10
10
-
-
-
9
-
-
-
10
9
-
-
-
3
7
17
12
20
8
-
-
-
-
-
2
2
-
-
9
4
13
1
-
-
-
-
-
-
-
-
-
-
10
4
-
-
_
4
-
22
15
9
4
13
11
10
-
-
-
3
7
17
12
20
8
20
4
5
10
10
6
2
533
314
674
236
669
1,067
398
-
-
-
240
446
340
153
432
195
595
90
145
579
448
337
90
380
250
807
245
533
931
355
-
-
-
155
186
362
148
390
130
624
79
148
524
403
390
153
16
7
10
4
12
26
8
-
-
-
2
6
13
8
18
8
15
-
5
7
12
11
-
11
8
65
21
65
43
9
-
-
-
1
1
4
-
2
5
52
5
4
62
51
25
10
Grand Total 479 64 99 45 208 7,981 7,193 188
444
Table 19. Community Schools established by NRSP, as of June, 2009
Table 20. Achievements under PPAF supported Community & GovernmentSchools initiative - as of June, 2009
DistrictVEC Members
No. of SchoolsEnrollment Teachers
Boys Girls Total Male Female Total Men Women Total
Bhakkar
2
90
153
229
-
10
10
16
14
30
Khushab 2 99 113 212 - 11 11 18 14 32
Bahawalpur 10 955 841 1796 25 36 61 51 50 101
Rahim Yar Khan
41
3,165 1,887 5,052
73
46
119
345
138
483
Total 55 4,309 2,994 7,289 98 103 201 430 216 646
NRSP's 15th Annual Progress Report 2008-0976
Table 22. OPD Services offered at NRSP-PPAF Community Health Centers as of June, 2009
CategoryCHC Jand(Attock)
CHC Bhattian(Rawalpindi) Total
Number of male general patients [above 18] 2,001 6,316
Number of female general patients (excluding antenatal and
postnatal cases) [above 18] 2,919 19,083
Number of male children [0-18 years] 668 3,252
Number of female children [0-18 years] 455 2,528
Number of infants (<1 years) 135 1,168
Number of antenatal cases 970 3,791
Number of post natal cases 44 200
Total OPD 7,192 36,338
Total Income 465,219
4,315
16,164
2,584
2,073
1,033
2,821
156
29,146
2,031,162 2,496,381
Table 23. CMAM Project - Summary of Achievements as of June, 2009
Category No. of persons
Total persons screened
Total pregnant and lactating women screened
Pregnant women
Lactating women
Total children screened
Boys
Girls
No. of malnourished pregnant and lactating women identified and treated
Pregnant women
Lactating women
No. of moderately malnourished children ( <5) identified and treated
Boys
Girls
No. of severely malnourished children ( <5) identified and treated
Boys
Girls
35,378
6,484
2,941
3,543
28,894
14,502
14,392
2,216
1,165
1,051
4,962
2,314
2,648
1,735
982
783
Table 21. District wise progress of the FALAH Project as of June, 2009
Events Participants Events Participants Men Women Both
Thatta 2,748
Turbat 2,150
Gawadar 1,716
D.G. KHan 478
Total
5
5
3
8
21
143
151
101
27
422
132
123
118
27
400
2,664
1,441
1,379
318
5,802
132
139
111
27
409 7,092
132
123
118
20
393
132
141
108
20
401
264
264
226
40
794
Dialogues
conducted with Men
Dialogues conducted
with Women
Total community facilitators (CF) identifiedDistricts
No. ofUCs
intervened
No. of Locations Covered
Statistical Abstract as of June, 2009 77
Table 24. Progress update under Social Mobilization Component of CMP-II Project – June, 2009
FAs formed
Activities/Outputs Project Districts
Total Lasbella
Sanghar
Nawabshah
Mirpur Khas
RY Khan
Kotli
Poonch
Men 122 86 117 98 213 92 76 804
Women 2 - - 2 - 2 2 8
Mixed - 1 - - 77 2 19 99
Total 124 87 117 100 290 96 97 911
FA membership
Men 2,112 1,281 1,781 1,372 4,285 1,535 1,226 14,092
Women 35 4 9 52 149 45 186 480
Total
2,147 1,285 1,790 1,424 4,434 1,580 1,912 14,572
Formation of VOs
Men 29 20 15 20 9 11 - 104
Women - - - - - - - -
Mixed
-
-
-
-
16
4
15
35
Total 29 20 15 20 25 15 15 139
VO membership
Men 2,087 600 447 902 1,546 1,116 1,232 7,930
Women
35 -
3
31
60
28
120
277
Total
2,122
600
450
933
1,606
1,144
1,352
8,207
Documents sent for Registration 12 15 15 20 20 12 6 100
VOs registered - 8 15 15 20 7 5 70
No. of events 9 6 5 3 10 6 5 44
No. of participating FAs 115 48 52 37 123 72 71 518
CMST
Participants
Men 222 100 97 68 238 151 122 998
Women - - - - - - 17 17
Total
222
100
97
68
238
151
139
1,015
Membership Fee 107,350 64,250 90,500 73,950 221,700 82,650 97,250
737,650
Share Money 210,000 485,225 706,900 835,000 1,131,320 345,500 469,000 4,182,945
Total 317,350 549,475 797,400 908,950 1,353,020 428,150 566,250 4,920,595
1. Formation of Farmer Associations (FAs)
2. Formation & Registration of Village Organizations (VOs)
3. Community Management Skills Training (CMST) for Farmer Associations
4. Savings Accumulated (Rs.)
NRSP's 15th Annual Progress Report 2008-0978
Table 25. Summary of cumulative and annual achievements under SLBAP
SLBAP activities
Over all
Targets
(2005 - 2011)
Target for
2008 - 09
Achievement
during 2008 - 09
Cumulative
Achi evement
as June 09
Situation Analysis Completed
No. of villages with complete profiles 1,024 - - 1,042
No. of villages with complete poverty ranking 1,024 - - 1,042
No. UCs with complete UC profiles 106 - - 106
Social Mobilization
N umber of Program Introductions 1,024 351 1,500 7,810
Number of COs Formed(Total) 2,438 350 1,130 4,943
Number of Men’s COs Formed 1,417 170 302 2,507
Number of Women’s COs Formed 721 102 607 1,654
Number of Mixed COs Formed 300 78 221 782
No. of Micro Investment Plans completed 2,438 387 716 3,041
CO’s membership 48,760 7,000 17,714 82,058
Men 28,340 3,400 4,719 41,420
Women 20,420 3,600 12,995 40,638
Savings (Rs. M) 58,512,000 420,000 1,570,273 8,260,748
Men 34,008,000 204,000 572,514 4,524,904
Women 24,504,000 216,000 997,759 3,735,844
COs' Capacity Building
No. of Community Management Skill training events - - 53 290
Activists trained for CMST 4,876 700 1,290 6,593
Fund Management & Account Keeping events - - 33 240
Activists tra ined in Fund Management & Account Keeping 2,438 350 671 3,766
Activist Workshops - - 214 635
Activist workshop participants 22,578 2,882 8,282 27,174
Micro Credit Disbursement
Number of Loans sanctioned 24,062 - 3,358 62,945
Micro Credit Disbursed (Rs million) 240.62 - 22.57 778.02
Loans for Agri.input (Rs million) - - - 83.56
Loan for Enterprise Development (Rs million) - - 9.45 273.15
Loan for Livestock Development(Rs million) - - 13.13 421.31
Small Scale Infrastructure Schemes
Small Scale Infrastructure Schemes imp lemented 1,166 390 388 721
No. of projects approved 1,166 390 388 721
No. of Small Scale Infrastructure Schemes completed 1,166 390 369 702