CASE STUDIES OF THE INSTITUTIONS INVOLVED IN RURAL ECONOMIC DEVELOPMENT

BANGLADESH KRISHI BANK (BKB)

Background
Bangladesh Krishi Bank was established under BKB Order`1973 with the objective of strengthening rural economy by extending credit support to agricultural and agro-based sectors. In consideration of the importance of Micro-Credit and with the objective of generating employment as well as encouraging social development BKB has undertaken several Micro-Credit programs of its own and also in collaboration with local and foreign agencies. The programs have been designed to cover all segments of poor population whether skilled or unskilled such as small and marginal farmers, landless labourers, destitute women, disabled, unemployed youth and rural artisans etc. About 1417047 beneficiaries have been provided with Tk. 14469.90 million since its inception (upto 30 September,2008). Considering the needs of the target groups since late seventy`s BKB has been implementing a series of Micro-Credit programs out of which 10 programs have recently been completed and 31 programs are in operation at present.

Purpose to operate MC programs

These diversified micro-credit programs are being implemented by BKB to achieve the following objectives:
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To create employment opportunities through income generating activities.

y y y y y y y y y

To empower the rural women to establish their own rights. To improve the living standard of the rural people. To alleviate poverty of the poor people. To make easy access to institutional credit facilities and resources. To mobilize rural savings. To make optimum utilization of rural resources. To engage inactive human resources of the rural areas productive/economic activities. To engage rural people in development process of the country. To eliminate exploitation done by the money lenders.

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LENDING MODEL / PROCEDURE

As specialized bank for agriculture and rural development BKB provides credit support to the rural poor through its diversified micro credit programs. Per capita loan size : 5000-50000. Besides in case of family MCP, loan size is Maximum TK.40000/- per family. Loan size also depends on the nature of loan and varies from purpose to purpose. Interest Rate of MC is 100%.--- Weekly savings TK. 20/25 Repayment system follows Weekly/fortnightly/monthly installment. Repayment period and mode of repayment is fixed depending on the MC program more specifically : the nature of activities and generation of income. In family based MCP, repayment system is fortnightly / monthly / half yearly installment. Mode of repayment depends on nature and purpose of credit. In default management of government RFIs, legal actions are follwed and in this case ,especially documents like demand Promissory note provided by the clients/borrowers used to take action.

Characteristics of Target Group/ Beneficiaries/ Clients

For getting access in the MCP of the bank, selection criteria of the target group members are as follows : 1) Landless and marginal farmers get short term under this program. Persons/peasants having not more than1.50 cores of cultivatable land and annual income of highest TK25000-are eligible for getting credit under this program. 2) After formation of groups and obtaining training the group members get credit without any collateral security. 3) Borrowers they have to hypothecate the goods and assets created by the loan. In lieu of collateral they have to take responsibility as guarantor for the recovery of loan within the group.

Profile of Target Group/ Beneficiaries

AGE: Those who already have Net annual income of TAKA 10000 to TAKa 50000. Experience: Skilled and experienced in operating micro-enterprise Education : minimum primary school. Education Background: Who are not Loan defaulters in any other financial institution Security: No collateral security for loan up to taka 75000,collateral security required for loan above 75000. Loan ownership: Target groups who own 16.5-250 decimals of cultivable land or sharecroppers. Loan size of micro credit: Minimum taka10,000 &Maximum taka 75,ooo. Lending rate :8% for farming2004, and 10% for non-farm agricultural activities. Repayments: In case of agriculture loan, repayment of loan installments starts after harvesting and marketing of crops. However in MC loan, repayment starts after one week of loan disbursements.

Products of BKB
Poverty alleviation program of BKB includes only micro-credit. Savings services include in some MCPs but not regularly. However, other social services like education, skill training,awareness, building activities etc. are not included in this program.

Establishment of Breeding Farm of Black Bengal Goat Program:

This program has been taken to ensure supply of kids of Black Bengal Goats in order to support the national program of poverty alleviation through goat rearing. Under this program a farm comprising 50 she goats is considered as a small farm and a farm comprising 51-200 she goats is considered as a big farm. The loan is medium term. Credit limit is Tk. 30,000/- for a small farm consisting of 10 she goats ( with a he- goat). This credit limit is calculated for making up goat-shed, purchasing of she-goats & he-goat and initial feed cost. This limit is proportionated for a small farm having upto 50 number of shegoats. For a medium farm credit limit is to be calculated deducting the cost of goat shed. This cost is borne by the entrepreneur. About 304 beneficiaries have been provided with Tk 14.60 million since its inception (upto 30 September

Community Based Resource Management Project:

This project started in 2003-04 fiscal year. It is a joint venture project of BKB, IFAD and Dept. of LGED of GOB. The project is to be implemented in all of the 10 upa-zillas of Sunamgonj (a district) at 3 phases within 11 years. The project has five components such as: (1) Infra -structure Development, (ii) Development of Fisheries, (iii) Crop and livestock Development, (iv) Grass Roots Institutional Development and (v) Small Credit Bangladesh Krishi Bank deals with ``small credit`` component of the project. LGED organizes the target people into 30 member groups. Bank Provides short and medium term loan. Maximum loan limit is Tk. 14,000/- to each member as short term and Tk. 27,000/- to each member as Medium term. The loan under this project is collateral free. Rate of interest is 15%. 1508 credit organization (each credit organization consists of maximum 30 beneficiaries) have been provided with Tk 190.35 million since its inception (upto 30 September 2008). Poverty Alleviation through Production and Improvement of Sheep: This is a government directed program which has been launched in the last part of the fiscal year 2004-05. Primarily this is to be implemented throughout the selected 22 upazillas under selected 11 districts of BKB`s jurisdiction. Directorate of livestock provides with extensive services while BKB provides credit from its own fund. Under this program credit amount upto taka 50,000/is collateral free. Interest rate is 8%. This loan is to be repaid within four years in 6 equal installments including one year grace period. About 360 beneficiaries have been provided with Tk 3.80 million since its inception (upto 30 September 2008)

PROSHIKA
It has been more than two decades since PROSHIKA, now one of the largest NGOs in Bangladesh, took its first step. Although the PROSHIKA development process started in a few villages of Dhaka and Camilla districts in 1975, the organization formally emerged in October, 1976. The name 'PROSHIKA' is an acronym of three Bangla words, which stand for training, education, and action.PROSHIKA has successfully completed one more year of its extended period of Phase VI. A constant analysis of the magnitude of poverty and its trends, the strategies effective for its reduction and eventual elimination, and their meticulous implementation has brought PROSHIKA where it is today. The central ethos, however, all the while remained the same---human development and empowerment of the poor who gradually stand tall to achieve freedom from poverty by themselves. Empowerment means that the poor are united and organized, become aware of the real causes of their impoverishment, develop leadership among themselves, mobilize their material resources, increase income and employment, develop capacities to cope with natural disasters, become functionally literate, take better care of their health, become engaged in environmental protection and regeneration, get elected in local government bodies and community institutions, and have better access to public and common property

PROSHIKA has conducted an elaborate strategic planning exercise for its phase-VII. The strategic document for PROSHIKA phase-VII programming envisages, among other things, the establishment of an international set-up having its HQ or registered office in a first world country either in North America or in Europe. It is hoped that creating an international set-up, namely PROSHIKA International would give PROSHIKA an opportunity to mobilize two kinds of international support: firstly, exploring the possibility of a new source of financial support from the expatriate Bangladeshis who are willing to take part in various philanthropic activities and secondly, creating an international support base for PROSHIKA's work including the replication of some of its development approaches and innovations in other countries. Thus the objectives of PROSHIKA International is as follows:

1. Involving Non-residential Bangladeshis (NRBs) in the development process of Bangladesh It is well-known that a sizable Bangladeshi population lives abroad. Its presence is quite visible in the United Kingdom, United States, Canada, Australia, New Zealand and a few other European countries, and the size of the non-residential Bangladeshi (NRB) population is constantly growing. Many of the people belonging to the NRB community have been awarded the citizenship right and many more are awaiting such status. All of them still maintain a good relationship with their country of origin, Bangladesh. A section of them pay regular visits to Bangladesh and make sincere efforts to take part in the process of development of their native country, especially of the locality they or their ancestors come from. Those who cannot make frequent visits due to time and other constraints also express their strong desire to participate in such processes. Despite all their interest and sincerity, a large segment of the NRB population face constraints in their efforts to participate in or continue the development process once they started due to the non-availability of a credible organization and structures with proven records of skill, expertise and credentials for channelising resources. In this regard, the proposed PROSHIKA International can play a vital role in collecting financial resources from non-residential Bangladeshis, managing such resources and utilizing them in selected activities/projects in a very planned way maintaining internationally acceptable standards of accounts-keeping and accountability. Time and again a need for such an institutional arrangement was expressed by the NRB community and PROSHIKA intends to fulfil this need through its international set-up -- PROSHIKA International. PROSHIKA seeks to mobilize resources for implementing activities in the following two important areas: (i) ensuring quality education by upgrading selected secondary schools (preferably girls' high schools), and (ii) ensuring access to higher education (higher secondary and undergraduate levels) by the poor but meritorious children through offering them scholarships. (i) Programme for Upgrading Secondary Schools The rate of literacy in Bangladesh has increased to 65 percent. The enrolment of both girl and boy children has almost reached parity and the enrolment achievement is over 80 percent. The retainment rate is

also showing a clear positive trend. As a result, the rate of drop-out has also been showing a consistent decline over the last decade. Some positive initiatives by successive governments in the area of primary education in the form of offering stipends to girl students has contributed positively to enrolling and retaining girl students in greater numbers. However, the quality of education remains a major concern as ninety plus percent investment in primary education goes to staff salary and infrastructure development and hardly any money is left for improving the quality of education and teachers' training. The picture of secondary education is much worse than primary education. As before, secondary education continues to perform very poorly. Whereas primary education is being taken care of by the government as well as NGOs, secondary education (except very few government schools) has remained to be a private community responsibility for decades. Here, both physical infrastructure and management are very fragile and the quality of education appears to be extremely poor. Most schools suffer from a lack of minimum physical facilities, qualified teachers and appropriate learning tools. Thus, these community-run secondary schools, especially in the rural areas, have been performing very badly in the public examination. According to newspaper reports, there are more than 500 secondary schools from where no student could pass the last secondary school certificate (S.S.C) examination. The aim of PROSHIKA's programme for upgrading secondary schools is to provide assistance to selected rural non secondary schools to create more room to accommodate the increasing number of students and to improve the standard of education. Specific activities under this programme will be: a. Assistance to construct additional classrooms to create more capacity in the selected schools to accommodate more primary and PROSHIKA NFP school graduates, specially children of the poorer families. b. Assistance to renovate the existing classrooms to improve the atmosphere in the schools and make learning effective and attractive for the learners. c. Assistance for the improvement of the existing science laboratory (by repairing and renovating the laboratory room/building and supplying necessary equipments) or for the construction of room and supply of

necessary equipments for setting up the science laboratory, where there is no laboratory, for the better teaching of science subjects. d. Assistance for the procurement of computers for giving students basic knowledge about the amazing world of computers with a view to making education at this level job-oriented and encouraging them to have further computer education/training in later life and use the skill in the development of the country. e. Providing teachers with training for developing their skill in teaching English, mathematics, social studies and computer f. Assistance for the construction of an adequate number of hygienic toilets in the school for students. g. Assistance for the sinking of deep tube-wells and making other provisions for safe drinking water for the students and teachers. h. Assistance for the improvement of the school library and procurement of books and almirah/shelves i. Assistance for arranging facilities for the students by way of constructing common rooms (separately for male and female students) for indoor games and supplying materials for playing indoor games like carom, table tennis, ludu, chess, etc. Schools for providing assistance under this component will be selected through an intensive scrutiny, on the basis of actual necessity and after ascertaining that the community will be agreeable to cost sharing. Assistance will also be provided to the selected schools on the basis of actual needs. Preference will be given to girls' schools and schools with co-education. Activities in each school under this component will be implemented under the constant supervision of a local project implementation committee consisting of the head of the institution, one representative of the school managing committee (to be nominated by the chairperson of the committee), one representative of teachers (to be nominated by the head of the institution), one representative of guardians (to be nominated by PROSHIKA) and one representative of PROSHIKA. The project would will be managed by 5 officials (2 officers & staff members) of PROSHIKA who will ensure the quality of work done. PROSHIKA's internal audit department will ensure proper accounts-keeping. An early audited financial report of the fund management will be made available.

(ii) Scholarship for the poor meritorious students Every year a sizable number of very potential students who do very well in the public examinations such as secondary school certificate or higher secondary certificate fail to pursue higher studies due to the inability of their families to meet the expenses needed in the college or university. PROSHIKA for the last few years has been trying to address this issue and has been offering scholarships to very needy students coming from the poor families from its staff special Solidarity Fund. This fund was created in 1998 with the contribution (10% of their annual festival allowance) of the PROSHIKA staff and has been working very well. More than 500 students so far have benefited from this scholarship fund. PROSHIKA intends to expand this scholarship programme with financial assistance from the expatriate Bangladeshis. To facilitate this process, PROSHIKA will invite applications from the needy students and prepare a list of deserving candidates. Well-developed selection criteria will be followed to scrutinize the applications. A detailed profile of each selected student will be available with PROSHIKA International which will appeal for financial support from expatriates for the common scholarship fund and/or for individual sponsorship. PROSHIKA will take the full responsibility of implementing, supervising and monitoring this programme and documenting the progress of each individual student in due intervals. An yearly financial report of fund management will also be made available. 2. Legal and Information Assistance to Bangladeshi Migrant Labourers Some 6.2 million Bangladeshis are now working in different countries around the world. Of this, 3.5 million left the country through official channels and the rest left through private channels. In the five years from 1999 to 2003, the expatriate Bangladeshis US $ 11,858.03 million equivalent to Taka 65,642.30 crores. The workers remitted US $ 3.866 billion in 2004 - 2005, a 14.5 percent growth over the previous year. The most popular destination of workers is Saudi Arabia where more than two million workers have migrated. Saudi Arabia is followed by UAE with about 5,18818 migrants and Kuwait with 4,13077 migrants. More than 2,50,000 Bangladeshi workers migrated to Malaysia over the last three decades. Other countries where Bangladeshi workers normally migrate are Qatar, Bahrain, Oman, Iran, Libya, Jordan, Brunei and Singapore.

Migrant workers have made an important contribution to the economies of the countries of migration and through this to remittances to their home countries. They too have generally benefited from the opportunity of working overseas. However, their positive contributions are offset by two problems. One is the rising incidence of migration illegally, with all the risk of exploitation that this involves. The other is that even for the legal migrants the wage and conditions of work are increasingly deteriorating almost everywhere. There are frequent reports published in the daily newspapers of deportation of Bangladeshi illegal migrant workers from the host countries and their resulting vulnerability. But many face even harsher treatments. Even those who have gone legally and got jobs face various forms of human and labour rights violation including receiving constraint threats of loosing employment or police persecution. Many migrant workers end up in detention camps without excess to any legal assistance. Some 5,000 Bangladeshi workers are currently behind the bars for various alleged offences mostly in the above host countries. The official action to address the plight of the migrant labourers is far from satisfactory. Under these circumstances, PROSHIKA International would extend the legal and information service assistance to Bangladeshi migrant workers mainly working in the Middle East and East Asian countries. Main activities for PI in this area will include : (i) Collecting information about Bangladeshi migrant workers who are denied human and legal rights through media screening and various portals and web site visits. (ii) Collecting information regarding who are in jail without having access to any legal help. (iii) Building networks, alliances with host country human rights and labour rights organizations as well as with the local ILO office and extend legal assistance to victims through them. (iv) Collecting migrant labour related information and make that available to the potential Bangladeshi migrant workers. (v) Working closely with the Ministry of Expatriate Welfare and Overseas Employment of Bangladesh and sensitize the Ministry to take necessary measures through the consulate of Bangladesh in the host countries. (vi) Sensitizing the Ministry to take stern legal actions against the cheating man-power export agencies.

(vii) Creating a full-fledged website on migrant labours issues. 3. Assisting in Replicating the PROSHIKA Model of Development in Other Third World Countries PROSHIKA over the last three decades has been able through its relentless effort to bring about meaningful changes in the lives of millions of poor men and women in Bangladesh. The impact of PROSHIKA's holistic and comprehensive development approaches and well-designed development strategies has been highly applauded by the development practitioners, researchers, civil society organizations from home and abroad including its international donor partners. Over the last years, more than 200 Bangladeshi small and medium sized NGOs and CBOs have been provided with PROSHIKA financial and technical assistance and most of them are currently following PROSHIKA approaches to poverty eradication and holistic development. Besides, every year a good number of NGOs, CBOs and CSOs from other third world countries who visit PROSHIKA and are offered with orientation on PROSHIKA programmes along with direct field exposure also try to introduce PROSHIKA models creatively in their own situations. As PROSHIKA is endowed with a large team of well-experienced development scholars, researchers and practitioners and is poised to assist like-minded NGOs, CBOs and CSOs to conceive, design and implement various poverty reduction programmes as well as programmes on popular organization and mobilization, micro-credit, NFPE, popular theatre, human resource development, advocacy training, gender and development, environmental protection and common resources management, media and communication management etc. Assistance to NGOs of other third world countries can be offered by PROSHIKA as consultants appointed by the donor/donors. PROSHIKA through its international set-up plans to offer this service to the interested NGOs, CBOs and CSOs of the third world, mainly those in Asia and Africa and the Latin America.

4. Mobilization of Financial Resources from international sources for extending credit to PROSHIKA group members for implementing Income Generating Activities For successful poverty reduction one of the prime needs is to assist the poor women and men to generate more income and create employment opportunities. This is done through providing financial service of credit and savings, management and skill development training, hands-on

extension service and marketing support. So far, Taka 10 billion has been provided as credit and technical assistance by PROSHIKA creating 1.6 million employment, self-employment opportunities and has more than doubled their income. Besides, since 1995 PROSHIKA launched a new programme namely SEED (Small Economic Enterprise Development). From its beginning in 1995, SEED has been analyzing the dynamics of the micro and small enterprise sector of Bangladesh through action research. The aim is to develop a mechanism for graduated groups of PROSHIKA as well as enhance the capacities of existing small entrepreneurs, and create more employment opportunities for the poor. The programme has so far extended 35 million Taka loans along formal training, business counseling and marketing extension supports. PROSHIKA mobilizes financial resources, usually from 3 (three) main resources i-e (i) grant from its donor partners (ii) borrowing from domestic financial institutions including PKSF (Palli Karma Shahayak Foundation) and (iii) collecting savings from its group members. In recent years, it has been observed that donors themselves are no more interested in directly financing any credit programme and thus possibility of getting resources from donors for this purpose is practically nil. On the other hand, due to various constraints the availability of resources from domestic financial institution is also limited. Whereas, the demand for credit is on the rise. Under this circumstances, PROSHIKA for quite some time was exploring the possibility of borrowing from international financial institutions and or from Expatriate Bangladeshis. It is worthnoting that, several international agencies/institutions and a good number of Expatriate Bangladeshis have expressed their willingness to participate in PROSHIKAs' endeavour to poverty eradication by lending to PROSHIKA for conducting its credit programme. But PROSHIKA could not access to those resources due to some legal constraints. It is expected that, PROSHIKA International will be able to borrow money from above sources and which in turn will accelerate the process of PROSHIKA's current effort of poverty eradication. The resources generated through PI, will be paid back in due time with interest. PROSHIKA maintains the international standard of audit and accounts principles and practices. Renowned international audit firms conduct PROSHIKA annual audit. Besides, the lending institutions and individuals will also have scope to look into the matters if they wish so. 5. Establishing elementary Bangla School and Cultural Centre Like all other third-world immigrant communities in North America the

Bangladeshi community in under various socio-economic ethnic and cultural premiers and has constantly to find ways to cope with an identity crisis in an environment which is becoming more and more distressful of Asian immigrants particularly Muslims. Also, there is a widening generation gap between the older and younger segments of the Bangladeshi population. As a result, the Bangladeshi community as a whole is now becoming more inclined to preserve and promote their cultural identity, language and literature. There is a growing tendency among parents to let their children expose themselves in a greater degree to Bengali language and culture and grow up with an emotional bond with Bangladesh. The resurgence of the love for Bengali language and culture can be felt from the fervour with which various special accessions such as Independence Day, Victory Day, Ekushey February (International Language Day), Poila Baishakh etc are observed by the Bangladeshi community in North America. In response to this growing educational and cultural need PROSHIKA International may come forward to establish a Bengali school in an area predominantly inhabited by Bengali-speaking people in USA / Canada. The school will mainly undertake to teach Bengali language at the elementary level. Besides, a cultural centre may also be founded in order to provide cultural education. The school may have such faculties as music, dance, recitation fine arts etc so as to nurture the talents skills of Bangladeshi children in this area.

PROSHIKA has successfully completed the fifth year (July 2003-June 2004) of its Phase VI FYP. Faced with unimaginable difficulties due to the blockage of fund and other harassment by the government, PROSHIKA carried on its organizational programme activities with courage, fortitude and determinations. And the activity, however, had to be conducted from its own resources although the targets of the programmes had to be revised taking into consideration the cash flow situation.

Area Expansion PROSHIKA activities have been expanded to 10,654 new villages, 1,162 slums, 597 unions and 129 wards of 85 upazilas against the targets of 6,817 villages, 1,518 slums, 390 unions and 134 wards of 47 upazilas

during 1999-2004 period. Among these, expansion to 136 new villages, 31 slums, 21 unions, and 2 wards of 5 upazilas took place during the reporting year. Human Development Training (HDT) Programme Human development training has always been a key PROSHIKA programme as it helps the group members develop analytical skills and positive attitudes towards social change. It allows them to acquire management and operational skills as well to best utilize their potentials as human beings. During the last five years 1,044,842 HDT courses were offered to 16,440,985 group members against the targets of 1,011,055 and 20,525,250 respectively. A total of 16,221 HDT courses for 225,175 group members including 168,636 women were held during the reporting period. Besides, 816 workshops were organized at the GTC and village level during the period with 15,415 participants. Moreover, 51 courses were offered to 1,147 staff members of PROSHIKA, of which, 261 were women. Urban Poor Development Programme (UPDP) The slum dwellers of metropolitan cities are deprived of all basic needs of life and face constant threats of eviction. To reduce the vulnerability of these people and restore their basic human rights, PROSHIKA introduced its Urban Poor Development Programme. A total of 13,478 primary groups including 10,867 women's groups were formed in the urban areas against the targets of 12,000 during the last five years. For the reporting year, 1,163 primary groups were formed of which 864 are women's groups. The urban groups implemented 15,263 EIG projects. Among these, 84 per cent projects were implemented by the women group members. The amount of loan disbursed against those projects was Tk. 1,117 million. A total of 267 NFP schools with 8,010 boys and girls were being run in the urban areas during the reporting period. Besides, 5,049 sanitary latrines were installed and 309 household filters were distributed during the period.

Social Forestry Programme (SFP) Under the Social Forestry Programme 90.12 million trees have been planted, so far, and 8,669 acres of sal forest were protected. More than 15 million trees were planted and 2,364 acres of sal forest were protected only during the last five years. SFP protects and regenerates the environment, and plays an important role in the socio-economic development of the rural poor increasing their substantial income. PROSHIKA provides credit, technical support and training to its group members which significantly help them implement and manage social forestry projects. A total of 32,085 group members including 11,957 women's groups were involved in this programme and planted 1,145,953 seedlings during the period. Besides, 205 RLF projects amounting to Tk. 4,868,500 were disbursed to the group members for nursery development, and 841,480 seedlings were produced as well. Moreover, 33,025 trees were harvested generating Tk. 10,308,759 income. The proceeds were distributed among the concerned parties group members, PROSHIKA, land-owning agencies and the Forest Department according to the agreement. Apart from this, a total of 4,041,500 seedlings were planted in 78 kms and 3,954 acres of land under strip plantation of collaborative project. The group members also protected 667 acres of sal forest with coppice during this year. Research and Demonstration Project (RDP) RDP, located at PROSHIKA's Human Resource Development Centre (HRDC) at Koitta, Manikganj, conducts experiments on any new technology and production mechanism, and also offers the group members 'hands-on learning' opportunities before they undertake a project. The ongoing components of RDP are: Ecological Agriculture Project, Livestock Farm, Acquaculture Demonstration Farm, Prawn Hatchery, Serriculture Development Plant Tissue Culture.

Human Resource Department (HRD) HRD, besides recruiting a competent, dedicated, and gender-balanced workforce, provides PROSHIKA with various multi- functional services related to staff management and development.

During 2003-2004 period, a total of 353 staff, including 151 women, were recruited as project staff and to replace the dropouts. Staff position at the end of June 2004 stood at 7,143. HRD updated and improved its Personnel Management System to make it more efficient and userfriendly during the period

TOTAL MANAGEMENT SUPPRT SERVICES

TMSS is the largest national level Non-Govt. Women Development Organization that works for improving the socio-economic condition of the poor, specially the poor women folk by way of income& employment generation, poverty alleviation and the economic emancipation. However, the growth of the present day TMSS is not a phenomenon of smooth and linear expansion, rather its journey over the years cost tough and tedious exercises in making it demand driven, exploiting local resources and mobilizing the meager contribution of a few destitute women who had no institutional know how and organizational conception. In fact, this meager contribution constituted the initial source of the capital of TMSS. Now at present TMSS has been undertaking and executing multi-sectoral programs and projects addressing the current global and national issues like poverty alleviation, women empowerment, gender equity, human resource development, technology transfer, reduction in natural disaster, improvement of health services etc. Within the framework of the Program & Projects stated above TMSS has been commencing about 20 types of Microfinance services, Agriculture, Social Development Services, Human Rights & Gender, Fisheries & Livestock, Health & health related activities, Education, Farming & OffFarming Activities, Disaster Management, Employment Creation Program/Projects, Environment & Forestry Programs covering 63 district and supporting 28,40,774 families of which 10,60,854 families under development services and 17,79,920 families of Microfinance services. TMSS, over the decades, has diversified its programs and sought to attain sustainability. The organization has established different institutions like health services, technical institutions, School, College, Madrasha, Orphanage center and many other activities for achieving social development goal. The programs of TMSS have particular focus on women and trafficking, nutrition, fortification, reaching out/dropout children, eradication of hazardous child labor, improvement of

adolescents, technology demonstration, renewable energy, clean fuel etc. Since its beginning, agriculture and environment came into forefront of TMSS intervention. Agro Forestry, Crop Diversification, Plantation, Seed Promotion and a host of activities being implemented by TMSS contributing directly towards higher productivity, food security and enhance utilization of local resources. The organization has set-up a hospital and is running 65 health centers in order to provide health service to poor peoples. Now it has been working with food-unsecured people (Monga Affected) of Northern part of the country. Along with the poor initiatives TMSS also started commercially operated its own social enterprises as pro poor enterprise which are stated linked its development programs and from the crucial value chain linkage to increase productivity of assets and labor and reduce the risk of the enterprise of the poor.TMSS is governed by Executive Committee (EC)/ Governing Body and guided by a set of operational guidelines and proclaimed policies. Strength of management lies in participatory, democratic, interactive approach towards carrying out its regular functional activities. Notably, in 1988, TMSS was awarded with Presidential Award for Successful Organizer on Development and Begum Rokeya Padak-2007 was given to Executive Director of the organization. TMSS believes that an important component of sustainable development is ensuring gender equity and providing the means of economic empowerment. It has been working relentlessly to promote the social rights and economic well being of women.

Prime objective of TMSS is to develop the socioeconomic status & condition of the poor women/ultra poor women & their family members through implementation of grassroots decision and utilizing local human & material resources. WHICH ARE:1. Organization building with the targeted beneficiaries 2. 3. Raising awareness and human resource development Eradicating illiteracy through education & training

4. 5. 6. 7. 8. 9.

Providing Skill development and employment generation Supporting beneficiaries for local fund development Channeling credit facilities to poor women. Providing technical and financial support for income generating activities Eliminating gender disparity Improving health status of children & women

10. Facilitating the process of identification & enhancement of utilization of local resources 11. Ensuring sustainable process for integrated development of agriculture, forestry, livestock, environment, and sanitation. 12. Increasing GO, NGO Co-ordination and cooperation 13. Accelerating disaster management & rehabilitation 14. Conducting social / action Research 15. Capacity building of local partner 16. Promoting participatory planning for beneficiaries 17. Ensuring good governance.

TMSS is governed by its registered constitutions, formed out policies, rules & regulations by joint stock companies and related registration authorities & decisions of AGM. Apart from this Governing Body (elected in each and every three years by the direct voting of General Body members and regular subscribing members) ensure the proper governance of TMSS. TMSS Governing body (GB) consists of 15 members who are elected by the members of the General Body of TMSS for a term of three years. Governing Body is

responsible for appointing the Executive Director, selecting the CA Farm, formulating organizational policies, providing need based consultancies/guidelines etc. maintaining a control system in the organization. Following are the board members.

Results 1. The Daily meeting had brought lot of clarity in terms of plan for the day and previous day issues and its countermeasures. It also high lights the issues which need to be taken . 2. Blame game reduced and cross functional teams emerged with focus on Targets and solving problem solving as a team 3. Quality o Started inspection of visual defects o QA started monitoring Performance Indicators namely  Quality and Quantity data  Failure Analysis  Audit of Work Instruction  Variance against drawings  Customer Complaint Data analysis o Drawing deviations are reported to Engineering . Initially nos. of deviations increased which were addresses and corrected . o The specification standards had been redefined . o Concession Authorities clarified i.e. Engineering to give concession only on Electrical Parameters and QA for all Visual and Dimensional o Comparison between two identical UPS by different people improved the understanding and highlighted the grey area to improve upon and differences reduced from 15 to 4 o Understanding check and discussion brought more clarity in deciding Good or Bad , the result shown 60 % improvement. o Workers become more responsible by using IMIC sheet o FTR had improved by 15 % 4. Work-in-progress inventory o WIP worth about 4.0 lakh taken out from one area i.e. Magnetic o Shop Inventory came down to one day requirement only 5. Study of NVA lead to redefine the process to eliminate NVA in magnetic area 6. Progress Indicators for Business o ITR improved from 2.3 in July 08 to 4.11 in Nov 08 o Variable Cost Ratio improved from 12.55 Jul 08 to 2.68 in Oct 08

o Commissioning FTR from 25 % in Aug to 50 % in Oct 08 o On Time Delivery from 0 in Jul 08 to 70 % in Oct 08 7. Overall Housekeeping of the plant improved . Overall score improved by 26 % 8. Wooden packing out sourced thus all wooden material removed from plat leading to saving in wooden material inventory cost

EVALUATION

INTERNAL EVALUATION :
List of Internal Evaluation Report 1. Study Circle Project Evaluation 2. TMSS Health Sector 3. TMSS Microcredit- A case study

External Evaluation
1. Rating Report by Credit Rating Information Services of Limited (CRISL) 2. Micro Assesment by UNICEF

MICROFINANCE :
1. 2. 3. 4. 5. Rural and Urban Microcredit; Small and Medium Enterprise Development (SME); Microfinance & Technical Support; Microcredit for ultra poor; Micro Enterprise Loan; capital accumulation of group members

6. Supporting (Savings); 7.

Agri-Business Development Loan;

8. Sector specific Microfinance (Agriculture, Livestock, Poultry etc) 9. Seasonal loan;

10. Loan for Enterprise Advancement & Development;

AGRICULTURE :
1. Crop diversification; 2. Quality seed promotion production and distribution; 3. Technology Transfer;

EDUCATION :
1. Formal Program;    Education: Technical Education

Medical Education Program; Agriculture Education Program; Engineering Education Program;

2. Non-formal Education; 3. Life-skill;

TRAINING :
1. Human resource development; 2. Staff development; 3. Need oriented and trade based training; 4. Skill development training; 5. Vocational training; 6. Training of trainers; 7. Training support to other organizations;

BUSINESS/PROMOTION VENTURE:
1. 2. 3. Enterprise Development; Social Business; Marketing & Networking;

SOCIAL DEVELOPMENT :
1. 2. Institute Building at grassroots; Campaign and awareness campaign;

3. Mobilization and Campaign on important issues/agendas; 4. Support to the disable people, orphans, destitute women, poor patients; 5. 6. Shelter home for homeless, traffic victims; Water & Sanitation;

7. Institution building for primary, secondary and tertiary health service;

HUMAN RIGHTS & GENDER :

1. 2. 3. 4. 5. 6. Advocacy & Lobbying; Surveillance of human rights situation; Local conflict resolution; Legal aid to women victims; Lobbying, advocacy for good governance; Alternative dispute & settlement;

MISSION :
TMSS provides its best efforts in bringing the poor womenfolks life/living conditions at a dignified level in the family and society through their capacity building, adaptability, responsiveness, optimum use of their own/available resource, participation in development activities, good governance, fulfillment of their legitimate rights and management of their sustainability.

VISION :
Happy & prosperous women and their families in the society.

AWARD :
Begum Roakeya Padak, 2007 to the Executive Director Prof. Dr. Hosne-Ara Begum by Ministry of Women & Child Affairs. Presented by Hon'bl Adviser of Bangladesh, Dr. Fakhruddin Ahmed Award from JUBAK Self Employment Fair 2006 "Best Microenterprize Award- 2005" by Palli Karma Shayak Foundation, Bangladsh. The Weekly Dhaka Post Award 2005 as Best NGO Global Entreprenureship Award - Bangladesh 2005 as Best Micro Finance Institute (MFI) by UNCDF and Citigroup Gold Award for Best Fisheries 2004 by Ministry of Fisheries & Livestock Zia respectful Felicitation Award-2004 by Zia Social Cultural Forum, Dhaka. Arthakantha Businessman Award 2004 by Arthakantha,Dhaka. MIDAS Fair 2004 Success Award on IGA Production by MIDAS Financing Limited, Dhaka. National Livestock Exhibition Bogra Award (1st Prize)' 2003 by Department of Livestock.

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Fisheries Award 2002 on Fishculture by Department of Fisheries. Arthakantha Businessman Award 2001 by Arthakantha,Dhaka. Literacy Award 2001 by District & Thana Administration. Vocational Service Award 2000-2001 by President Rotary Club of Dhaka, Buriganga. M.A. Haque Gold Medal Award 2000 by M.A. Haque Foundation, Dhaka. Begum Rokeya Gold Medal Award 2000 by Nari Bikas Sangstha (NBS), Bogra Prime Minister's National Afforestation Award, 1998. President Award, 1996, 1998 Human Rights Award, 1996 by National Human Rights Journalism Sangstha. Prime Minister's National Population Award, 1993 & 1997. "Daridra Mata" Upadhi by Khagrachari Adibasi Shangha. Paul Her's Fellow 1994. Ashoka Fellow on the Upliftment of Women's by self decision/criticism 1992 Award of Crowned with Merit on Social Work by Bogra Cultural Forum, Dhaka. Award on Agriculture purpose 1986 by the Agriculture Department of GOB. PETRRA Award on Innovators in Rice research Suitable for resource poor farmers of Bangladesh by IRRI,BRRI & DFID,Bangladesh

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