NRSP Annual Report 2008 09
NRSP Annual Report 2008 09
NRSP Annual Report 2008 09
Progress Report
2008-2009
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.
The focus on the poorest and vulnerable communities led As always, the success of the Programme continues to
to establishing a new unit within NRSP namely the Social depend upon the time and resources provided by our
and Human Protection Unit. This unit is mandated to Community Activists especially the Women Community
design and implement targeted pro poor projects and Resource Persons (CRPs) who have worked tirelessly to
products. Currently the unit is implementing the expand the breadth and depth of development and poverty
Government of Punjab funded child protection project alleviation in their communities.
which addresses the problems of the most vulnerable
communities such as the families of rehabilitated street We are thankful to our BoD, in particular the Chairman Mr.
children. The Naya Qadam Project (Artificial Limbs Shoaib Sultan Khan, who continues to guide us and leads
Workshop) initiated to help the amputees of the earthquake the development process from front. Finally, the
affected areas is now providing services in the entire unprecedented efforts and commitment of all NRSP
programme area of NRSP through its camp in Sihala and a employees, men and women, who work in remote rural
fully fledged mobile workshop, which is unprecedented. areas in difficult conditions is acknowledged. It is they along
with community members, our activists, who carry the
During this year, a landmark achievement has been the vision of NRSP forward.
acceptance of the NRSP's proposed Union Council based
Poverty Reduction Programme (UCBPRP) by the provincial Dr. Rashid Bajwa
governments in Sindh and NWFP. In Sindh, the project is Chief Executive Officer
General Manager
Bahawalpur Badin D. G. Khan Mianwali Malakand Rahim Yar Khan AJ & K Rawalpindi Turbat Zone 1
RWP/ IBD
Rwalpindi Cantt
Bahawalnagar Bahawalpur Badin D. G. Khan Khushab Malakand Rahim Yar Khan Rawalakot Attock Turbat Karachi
Bahawalnagar Bahawalpur Badin D. G. Khan Quaidabad Thana Bahadurpur Rawalakot Attock Turbat Gujaranwala
Haroonabad Yazman Golarchi Tounsa Noorpur Thal Dargai Fateh Pur Abbaspur Fateh Jang Tajaban Sargodha
Fort Abbas Hasil Pur Matli Rajan Pur Noushera Swat Jamal Din Wali Hajira Hassan Abdal Dasht Sialkot
Minchinabad Ahmed Pur East Tando Bhago Rajan Pur Jauharabad Kabal Rajan Pur Kalan Bagh Jand Gwadar Jhang
Chishtian Khairpur Tamewali Hyderabad Jampur Sargodha Khawaza Khela Shehbazpur Bagh Pindi Gheb Pasni
Dahranwala Khanpur/Muzafargarh Hyderabad Rojhan Shahpur Mardan Abadpur Fwd. Kahuta Rawalpindi / ICT Lasbela Zone 2
Sahiwal Khanpur Hyderabad (U) Muhammad Pur Sahiwal Chargulli Bhundi Dheerkot Kotli Satian Gwadar
Murree Uthal
Faisalabad West
Sahiwal Liaqatpur Tando Mohd. Khan D. G. Khan Urban Kot Momin Mardan (Katlang) Rahimabad Muzaffarabad
Chichawatni Khan Bela Silanwali Hattian Rukan Pur Muzaffarabad Rawalpindi Panjgoor Faisalabad East
Mirpurkhas Faisalabad South
Pakpattan Lodhran Mianwali Takht Bai Chak 173/P Patika ICT Chitkan
Mirpkhas Mianwali Mardan Khas Hatian Bala Gojar Khan Gramkan Lahore West
Pakpattan Lodhran Kot Samaba
Digri Piplan Ath Maqam/Neelum Jhelum Gwargo
Arifwala 12 MPR Swabi Sadiqabad Lahore East
Kot Ghulam Mohd Kala Bagh Kotli Jhelum Kelkore
Toba Tek Sing Dunyapur Swabi Ahmed Pur Lamma Multan South
Kamalia Kahror Pakka Thatta Isa Khail Nawan Kalay Kot Sabzal Kotli Dina Tasp Multan North
Toba Tek Singh Vehari Thatta Bhakkar Lahor Sehensa Sohawa Awaran
Gojra Vehari Sujawal Bhakkar Charsadda Pallandri Chakwal Awaran
Matiari Burewala Mirpur Sakro Kaloor Kot Charsadda Nakyal Chakwal Geshkor
Matiari Garha More Chauhar Jamali Mankera Hero Shah Khuiratta Choa Saiden Shah Jahoo
Hala Khanewal Jati Dullewala Shab Qadar Talagang
Jhang Pind Dadan Khan
NRSP's Organizational Structure
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.
Gilgit
Chitral
Ghizer NORTHERN
AREAS Skardu
Astore
Diamer
Swat
Shangla Neelum
Malakand
Mardan
Charsadda Muzaffarabad
Pershawar Swabi
Bagh
JAMMU
Nowshera
Islamabad
Poonch
Sudhnuti
& KASHMIR
Disputed Territory
NWFP Attock
Rawalpindi
Kotli
Mirpur
Chakwal Bhimber
Jhelum
FATA Mianwali
Khushab Sialkot
Sargodha Gujranwala
Dera
Ismail khan Nankana
Zhob* Bhakkar Jhang Lahore
Faisalabad
PUNJAB
Toba Tek Singh
Muzaffargarh Sahiwal
Quetta Khanewal Pakpattan
Dera ghazi khan
Multan Vehari
Bahawalnagar
Lodhran
Rajanpur
Chagai
Bahawalpur
Rahimyar khan
B A LO C H I S TA N
Sukkur
Khuzdar
Panjgur SINDH
Dadu
Awaran
Nawab shah
Turbat
Lasbela Sanghar
Matiari
Jamshoro
Gwadar Tando allayar
Mirpur khas
Hyderabad
Umarkot
Karachi Tando m. Khan
Tharparkar
Thatta Badin
lp ur Liaquatpur Liaquatpur -
a wa Lodhran
Lodhran
Lodhran 1
h 12-MPR -
Ba Dunyapur Dunyapur -
Kahror Pakka Kahror Pakka -
Sawabi Sawabi 4
Sawabi Sawabi (City Branch)
-
Nawan Kali
Lahor Lahor 2
Mardan Mardan Khas (Women)
Mardan Khas/Chargulli 13
Mardan
nd
la ka Mardan (Katlang) 11
Ma
Mardan (City Branch)
Takht Bhai / Hattian
Takht Bhai 13
Takht Bhai (City Branch)
Swat* Matta Khawaza Khela 3
Mingora (City Branch)
Swat 6
Kabal
Peshawar Peshawar Peshawar (City Branch) 4
Nowshera Nowshera Nowshera (City Branch) 2
Poonch Rawalakot Rawalakot 9
Hajira Hajira -
Abbaspur Abbaspur -
Sudhnuti Pallandari Pallandari -
Kotli Kotli Kotli 3
Nakyal Nakyal 1
Sehnsa Sehnsa 1
ad
rab
Khuiratta Khuiratta 1
K
AJ z af fa Bagh Bagh Bagh 13
Mu
Forward Kahuta Forward Kahuta 4
Dheerkot Dheerkot -
Muzaffarabad Hatian Bala Hatian 1
Muzaffarabad Muzaffarabad 3
Patika Patika -
Neelam Athmuqam Athmuqam/Neelam -
Sharda -
Kech Turbat
Turbat -
Tump
Dasht Dasht -
Buleda Tajaban -
Gawadar Gawadar
Gwadar -
Jiwani
Pasni Pasni -
UPAP
No. of
Province Zone District Tehsil District Office Settlement
Offices
Sindh Karachi Karachi 16
Islamabad 3
Rawalpindi/ Islamabad
13
Rawalpindi
1 Rawalpindi Cantt 16
ne
Zo Gujranwala
Sialkot
Gujranwala
Sialkot
11
10
Sargodha Sargodha 10
Jhang Jhang 10
b
u nja Nankana 2
P Faisalabad
Faisalabad East 14
Faisalabad West 16
Faisalabad South 14
2 Lahore East 16
ne Lahore
Zo
Lahore West 10
Khanewal 4
Multan North 12
Multan
12
Multan South
Muzafargarh 4
Sub Total 2 13 14 193
* Closed Temporarily
Progress Overview 01
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
development. The SOs are fully aware Khan once said that an SO is a
that unless they organize women and teacher, a guide and a philosopher.
bring them in mainstream The SOs are now trying to raise their
development, they would not achieve own level to meet this
their goal of reducing poverty and expectation of Dr Akhter Hameed
improving the quality of life of Khan;
people. The Women Activists being
given attention are playing a catalyst g) Harnessing Peoples' Potential: As
role to organize the women; mentioned above, the SOs are no
more service providers. They are now
d) Fostering organizations of the trained to help people look around
people: The Community themselves and find opportunities.
Organizations (COs) being formed Since the start of this phase of
are truly the organizations of the transforming the credit COs to
people. The community activists take fostering community institutions, the
a lead role in spreading the social number of persons being trained in
mobilization message. As they cannot the COs has increased significantly.
make any promise for providing This has happened because the SOs
credit or any other support, the have started encouraging the CO
message is clear that if the managers to lead the development
community wants to do anything, process and for this purpose increase
they must get organized and they their skills;
must own the organizations they
form; h) Self Help and Linkages: The COs are
being sensitized to understand that
e) Federating the COs into VOs and they are the first resource for
LSOs: The specialization of themselves and then the government
functions is also helping in improving departments. These two sources are
the quality of social mobilization and the most sustainable sources if
adding value to it. Now the COs are properly tapped. This message was
federating into Village Organizations not so easy for the SOs to spread
(VOs) and the VOs into Local previously, as they had to market their
Support Organizations (LSOs) at product (i.e. credit) than encouraging
Union Council level because the the COs to look into their own
Activists are now leading the social potential and link up with other
mobilization process and their thrust agencies.
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
Social Mobilization 03
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,
vaccination of animals, installation of
Executive Body and Office Bearers of the
latrines, internal lending through their
VOs and LSOs in a transparent manner.
own savings programme.
The Internal Audit of NRSP and MER
The sensitization sessions have motivated
conducted joint monitoring visits and
the VOs/LSOs to include empowering
field studies to get a feed back on the
women and poor as their core objectives.
internal management of
The Gender and Development (GAD)
COs/VOs/LSOs. The GAD and Social
unit of NRSP also conducted surveys and
Mobilization units carried out
sensitization sessions on how to increase
sensitization sessions with the Activists,
the role of women in social mobilization.
SOs and other staff to introduce tools
Many COs/VOs/LSOs, which had
and methods for inculcating a culture of
previously appointed men office bearers
transparency, accountability and equitable
are now appointing women office bearer,
allocation of resources. The
thus empowering them in decision-
COs/VOs/LSOs are now required to
making. The VOs and LSOs now very
make presentations around these
proudly report how many of their office
concepts rather than just briefing on their
bearers belong to the Poorest categories.
quantitative achievements.
It is hoped that this institutional behavior
will have very long-term impact on
Along with these approaches, NRSP also
bringing a change in the leadership
introduced the Community Investment
paradigm at the grassroots.
Fund mechanism where the selected
COs/VOs/LSOs were given a grant to
Transparency, use it as a revolving fund for running an
internal lending programme. This proved
Accountability and to be a real test for the COs/VOs/LSOs
Equitable distribution to prove that they are truly transparent
and accountable institutions and the
of resources resources they are provided are equitably
used.
As the number of COs/VOs/LSOs
increases, there become more chances for
elite capture. The fact that the community Fund Management
institutions are "institutions of the and CIF
people", emphasize on transparency and
how this can be ensured by the Financial capital plays an important role
community itself. The Community in poverty reduction. Managing finance
Management Skills Training (CMST) and enables the community to learn financial
Activists Conferences play a very effective management, accounting and general
role in sensitizing the community on the managerial skills. NRSP encouraged the
importance of transparency in terms of COs/VOs/LSOs to utilise their savings
formation of COs that include the poor, for internal lending purposes. Many COs,
giving authority to Activists, doing VOs and LSOs were imparted training to
transactions in a fair and equitable mange internal lending. Through the
16,000
Forging linkages 14,000
12,000 11,256
activists/CRPs about the importance of 2000 2001 2001 2003 2004 2005 2006 2007 2008 2009
Male Female
Social Mobilization 05
represent 9,640 COs and cover 194,515
households. In addition to specific
activities, most LSOs are working on a
common agenda to:
0
for COs. In the year 2008-09, CRPs
established 5,923 COs which included LSOs VDOs
58% women COs. This is unprecedented
in the history of NRSP and undoubtedly
has laid the foundation of a very vibrant Figure 4: Region's Share in LSO Formation (June 30, 2009)
social capital at the local level. The
community is now at the driving seat to
take the vehicle of development and reap Tturbat, 23%
Purpose Specific Figure 5: Region Wise Share of COs Formed by CRPs in 2008-09
35%
28%
The work of RSPs in social mobilization 30%
3%
the importance of social mobilization: 5%
2%
0%
Social Mobilization 07
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
taken to ensure food security and
detailed progress of the period under
productivity enhancement, the food
review.
shortage will have adverse effects on the
already vulnerable economy of the
country. Social Mobilization for
Community Based Disaster
Social Mobilization is the main pillar of
the project design. NRSP and other RSPs Risk Management (CBDRM)
are engaged to mobilize resource poor
farmers, organize them into Farmers NRSP has conceptualized CBDRM as a
Associations (FAs), cluster FAs into protective shield to narrow down the
Village Organizations (VOs), facilitate collateral damages as a result of disasters,
VOs for registration as Cooperative be it a natural catastrophe or a human-
Societies and build the capacity of FAs induced phenomenon. It aims at inducing
and VOs to function as representative immunity among the vulnerable and poor
organizations of the poor farmers with a communities against disasters by
focus on productivity enhancement, preparing them to respond quickly and
pooling of resources and market linkages effectively in such situations.
development.
NRSP, in partnership with German based
The award of this project to RSPs, and organization Diakonie and a Netherlands
even before that placing social based Oxfam Novib, has mobilized the
mobilization at the core of a public sector communities of Muzaffarabad, AJK, in
project, is again an indication of the the highest at-risk areas and organized
successful demonstration of the approach them into Disaster Management
and philosophy of RSPs whereby socially Committees (DMCs). These DMCs are
and economically marginalized actually cluster organizations at Revenue
communities are developed as a vibrant Village level with the representation of
stakeholder in development initiatives constituent COs. NRSP built capacities
rather than being treated as mere of the COs and DMCs in CBDRM and
beneficiaries. has provided them with certain
emergency response equipment for rescue
The project was commenced on July 01, operations. The DMCs have three major
2008 and shall complete by June 30, 2012. functions and accordingly three sub-
NRSP is implementing the project in 7 committees are working in a DMC. These
(out of a total of 26) districts. These sub-committees have been provided
include Mirpur Khas, Sanghar & Nawab relevant training work systematically.
Shah in Sindh; Lasbella in Balochistan; These sub-committees and their functions
Rahim Yar Khan in Punjab; and Kotli & include:
Poonch (Rawalakot) in AJK. For project
implementation, NRSP established eight 1. Emergency response and
district Social Mobilization Units (SMUs) search/rescue during and after
with the exception of Rahim Yar Khan disasters. The committee responsible
where two SMUs are established. NRSP is has been trained in the use of
working in 262 villages already identified emergency equipment to rescue the
Social Mobilization 09
Mainstreaming Gender and Development
• Policy Review of the Programme and
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
NRSP recognises that women focused and operational procedures to
projects alone cannot bring any significant improve targeting of the vulnerable
change in terms of women and women;
empowerment. Rather, the change can • Representing the Programme at
occur only if all policies, procedures and policy level dialogues;
systems are sensitive to the needs of • Facilitating the impact assessment of
women and disadvantaged communities Programme and Projects to gauge the
along with the needs of men. NRSP's benefits in terms of social and
Gender programme aims at empowering economical betterment of women;
women and recognising their equal role in • Capacity building in the form of
the development of the society. This identification and grooming of
Gender Mainstreaming Policy has the women professionals as future
following features: leaders and managers; and
• Capacity building in the form of
a) Removing inequalities in all sectors identifying and men gender trainers
of development to ensure women's from NRSP for having NRSP's own
equal access to all development gender experts for future training
benefits and services – creating programmes.
equal opportunities for women and
disadvantaged communities, Policy Input
building their capacities to access
services; in Programme Activities
b) Ensuring effective women
participation by involving women in Policy Review
decision making processes;
c) Enhancing effective and meaningful The GAD Unit organized a programme
participation of women in their own level meeting in which all tiers of NRSP
institutions i.e. COs, VOs and LSOs; management team participated, reviewed
d) Advocating and lobbying to safeguard the Gender Mainstreaming Policy and
and protect women's rights, made recommendations to put the policy
especially the protection and welfare in action. With the technical input of
of women headed households; and Oxfam Novib, NRSP's GAD unit
e) Creating an environment in which conducted a Gender Audit of NRSP and
both men and women work in a participatory gender review with the
harmony for the welfare of the entire technical assistance of Aga Khan
society. University. These two reviews helped
identify the areas that required
Snapshot of 2008-09 improvement. The findings of this
analysis are documented and available in a
report “NRSP Gender Mainstreaming in
The following activities were undertaken
Practice”.
during the year:
60% 56%
Figure 8: Disbursement trends (as of June 09 & during 2008-09) Figure 9: Yearly disbursement growth (2004-05 - 2008-09)
56% 58%
60%
80% 66%
50%
60%
42%
40% 33%
30% 32% 40%
30% 10%
20%
20% 14% 0%
10%
2004-05 2005-06 2006-07 2007-08 2008-09
10% -20%
0% 0%
0% -40% -41%
Figure 10: Growth of the policy holders of NRSP Micro Health Insurance Table 2: Yearly and cumulative progress of NRSP Health Insurance Programme
1,800,000
Activities During 2008-09 As of June 30, 2009
1,579,671
1,600,000
No. of persons insured 267,191 946,064
1,400,000 Total number of insurance cases (including 565,322 1,579,671
repeat clients and spouse)
1,200,000 Men 370,427 1,156,269
962,331
Women 194,895 423,402
1,000,000
Premium collected (Rs.) 47,378,020 185,660,360
800,000 Claims received by NRSP 3,467 6,577
600,000 Claims sent to Adamjee 1,862 4,810
473,147
Claims in process at Adamjee - 1,255
400,000
Claims rejected by Adamjee 33 512
175,201
200,000 Claims approved by Adamjee and reimbursed 2,500 4,810
- Amount reimbursed to policy holders 25,205,634 49,370,832
Dec. 06 Dec. 07 Dec. 08 June. 09
10%
services to the members of the
5%
Community Organizations. Once
0% launched, the Bank will be a major stake
Dec. 06 (Premium Rs.250) Dec. 07 (Premium Rs.200)
(Premium Rs.100: member (Premium Rs.100: Member
+ Spouse) + Spouse)
holder amongst all MF Banks in Pakistan.
900.0
full details of UPAP's disbursement since its
772.8
inception.
700.0
500.0 422.2
300.0
281.0 Productivity
162.7
60.1 93.7
100.0 26.1 26.1
As UPAP managed to retain its clients despite
(100.0)
a 12% decline in the amount disbursed during
Micro Insurance
1501 -2000, 22.2%
• Management Development
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
nature of livelihood component, this
strengthening human resources at
is being separately managed in order
every level within the organization.
to achieve huge project targets
MDP's Women Leadership
efficiently.
Programme is an effort in this
direction, with the aim to augment
and capacitate RSPs senior and mid Training Programmes
level women managers. Women and Courses
Leadership Programme (WLP) is
affiliated with Iqra University. MDP The training portfolio of NRSP-IRM is
also offers Professional Career broadly divided into two-subdivisions i.e.
Counseling. Community Training Programme (CTP)
and Staff Training Programme (STP).
• Academics: Setting standards for Under CTP, NRSP-IRM currently offers
excellence and discovering new over 300 different tailor-made training
horizons has led IRM to expand its courses to respond to a diverse need of
scale of intervention by entering into the communities in almost every aspect
the fields of Academics. In 2003 of rural life. The 'training menu' of
NRSP-IRM spread out from skill NRSP-IRM has never been static. Being a
enhancement to Academics. IRM learning and flexible organization, NRSP-
began with Executive Diploma in IRM ensures that new and innovative
English Language Proficiency, which training courses are offered either by
was designed for professionals for designing new portfolio or by adding
enhancement of interpersonal value to the existing courses. However all
communication skills and for training courses are aligned with the
furtherance of their professional market and community needs. NRSP-
prospects. This section looks after IRM has designed special training courses
the FATA-CBP (Federally for persons with disabilities to
Administered Tribal Area - Capacity mainstream them into normal life. While
Building Project), Post Graduate maintaining a vibrant and dynamic
Diplomas (in collaboration with training portfolio, for both staff and
IQRA University) and MS leading to community, NRSP-IRM ensures to
Ph.D in Rural Development (in maintain a balance between training on
collaboration with IIUI). RSPs' standard social mobilisaton
approach and new technical skills and
• Union Council Based Poverty capacities.
Reduction Project: This section is
responsible for imparting managerial,
vocational and technical skills under Snapshot of 2008-09
the UCBPRP. The unit is currently
responsible for imparting training for NRSP-IRM's Community Training
participants from Sindh province but Programme (CTP) grew significantly by
is expected to extend its outreach 42% in year 2008-09 and 124,186
from the expected funding. Though community members (54,757 men and
the training being imparted is in the 69,429 women) were trained in 92
Figure 14: Gender ratio of CTP participants (2008-2009) Figure 15: Components of CTP offered in 2008-09
CMTP, 12,891
NRMTP, 1,769
SSTP, 10,439
44%
Others, 50,177
VTP, 6,487
56%
Refreshers, 238
Activist
Relief & Workshops, 31,963
Rehabilitation, 8,490
Men Women Exposure Visits, 1,732
100,000
participate in the development endeavors
for sustainable change. 80,000 87,210
60,000 48,788
50,000
The Community Management 40,000 36,283
22,617
governance at local level. The ultimate 20,000 13,584
19,823 19,681 27,666
30,498
56%
poor communities, understand the 60%
dynamics of existing issues and hunt 50%
44%
37%
resources to undertake various economic 40%
33%
8,450
trainings for Persons with Disabilities 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 Figure 21: Gender ratio of VTP participants (2008-09)
7,000
6,487
3,863
4,000 Men,
3,326 40%
3,081 3,182
3,003
3,000 2,781 2,744
2,754
2,505
2,373
2,738 2,624
2,000 2,372 2,427
1,585
1,516 1,479
Women, 60%
-
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09
Management Development
Programme focuses on the enhanced
efficiency and capacity of the mid-level
managers for office and resource
management, administrative controls and
polishing the interpersonal skills;
The impact of
NRSP-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
Issues and challenges
outreach in marginalized rural
communities of Pakistan including AJK • Enhanced collaboration with other
and FATA due to its broadened scope of RSPs
a vibrant training portfolio and current • International recognition as a Center
projects. The effectiveness of NRSP- of Excellence
IRM's Professional Staff Courses is • Institutional capacity building with
apparent from increasing enrolment and regards to the orientation and
organizational promotion. NRSP-IRM attachment of staff in field
has seen people transforming from • Setting up vocational centers in all the
destitute into self-sustained and four provinces
productive citizens through Social • Carrying forward and preserving
Mobilization and Employable Vocational RSPs learning in rural development
Skills. The Vocational programme has for coming generations.
been highly successful and is now • Expanding scope of work to all the
recognized as a strategy to provide RSPs and non RSPs.
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.
PPAF-CECP Health
Facilities Reconstruction
Project in AJK
During 2008-09, NRSP supervised the
construction of a Basic Health Unit (BHU) in
Rangla district Bagh of AJK and a Rural a) Community mobilization around the
Health Centre (RHC) in Ali Sojal, district facilities so that the conflicts, if any, are
Poonch. These facilities were constructed resolved and the community participates
under a tri-partite arrangement comprising a in the post-construction operations and
building contractor firm, a designing and ensures maintenance of the facility;
supervision consultant and NRSP as an b) Facilitation in the site clearance and
executing agency on the site. PPAF provided removal of debris etc.;
overall guidance and technical support. c) Facilitation and technical support in the
identification and selection of contractor
The funds were provided by the Committee (for construction) and 3rd party
for Encouragement of Corporate consultant (for top supervision);
Philanthropy (CECP) USA through PPAF. d) Coordinating with the consultant and
The cost of BHU Rangla was Rs.57.6 million contractor for technical supervision and
and RHC Ali Sojal, Rs.110.5 million. After the construction;
construction, NRSP will equip the facilities e) Supervision of the physical work and
with the required medical equipment and run coordination with contractor, consultant
it for two years. The facilities will be and PPAF; and
eventually transferred to the Health f) Coordination with Department of
Department. Health AJK, ERRA, consultants and
contractors for operationalization of the
This “Build, Operate and Transfer (BOT)” facilities.
project is a new learning experience for NRSP.
This project has added to the institutional Social and
capacity of NRSP to take up larger projects in
public-private partnerships. The quality of the Technical Audits
NRSP inputs was greatly admired at highest
level by the President and Prime Minister of of CPIs during 2008-09
AJK. It is estimated that about 7,500
households of surrounding 8 Union Councils The CPIs are implemented through
will benefit from these facilities. The PITD community participation by the regional and
section took the lead and major tasks field teams of NRSP. The PITD Head Office
performed were: staff conduct periodic visits of selected
Figure 23: Number of completed schemes by type (as of June, 2009) Figure 24: Comparison of Men, Women & Mixed COs accessing CPIs (07-08 vs. 08-09)
DWSS 80%
77%
2,468
13% 80%
Others
6,174
70%
31%
60%
50%
40%
30%
11% 12%
9% 10%
20%
Sewerage & Drainage
Agriculture 10%
1,208
6% 8,935
Communication 45%
934 2007-08 2008-09
5% Men COs Women COs Mixed COs
Future Plans
• Various impact assessments have
witnessed immense social and economic
schemes, some of which are ongoing or impacts of the CPIs that NRSP has
recently completed while some as old as ten fostered through the poor communities.
year. The purposes of this site verification and By virtue of its scale, NRSP has acquired
review of records with the COs are to: greater capacity to implement a much
larger portfolio of CPIs. In the next year,
a) assess the current status of the schemes NRSP will implement a very large
in terms of their existing, maintenance portfolio of CPIs under the Sindh
and working conditions; Coastal Community Development
b) assess the quality of services being Project (SCCDP) through ADB and
rendered by the CPIs vis-à-vis their GoSindh funding. NRSP also expects to
objectives; scale up CPIs through PPAF III funding
c) assess the systems in place for Operation and Union Council based Poverty
and Maintenance by the COs; Reduction Programme.
d) learn the level and accuracy of CPIs • An independent CPI impact study is
record keeping at CO level; and being negotiated with RSPN to review
e) capture gaps in any of the aforesaid the programme strategy and planning so
aspects and suggest corrective actions. as to maximize the outreach and benefits
of CPIs for rural poor.
During 2008-09 too, PITD section conducted • PITD section uses a sophisticated MIS to
12 such audits of the completed CPIs in AJK, track the progress of CPIs. It is hoped
Bahawalpur, Badin, Turbat, Dera Ghazi that this MIS will be instrumental to
Khan, Mianwali and Rahim Yar Khan regions suggest changes in the Standard
where 83 CPIs of different types and of Operating Procedures (SOPs) based on
different post-completion duration were analytical reports;
examined. The significant findings of audits • The PITD section is taking a lead role to
were: test Innovative technologies,
interventions and approaches through
• 96% of the completed CPIs were fully the UCBPRP and SCCDP in Sindh.
functional and serving the purpose for
which they were implemented. Of these
5% CPIs needed minor repair (Figure
25);
Figure 25: Functionality status of CPIs audited in 2008-09 Figure 26: Physical condition of audited CPIs during 2008-09
4%
5% Poor, 1%
Satisfactory, 8%
Excellent, 50%
Good, 41%
91%
Community Empowerment
through the Provision of Quality
Formal Education
Table 7: Achievements under RISE Project, as of June, 2009
Project Deliverables/Activities During As of PPAF had initially provided financial
2008-09 June 2009
assistance for setting up community
SMCs reactivated/organized 596 1,600
schools in remotest areas of district
SMC members trained 7,337 10,552
Bhakkar, Khushab, Bahawalpur and
Teachers trained (Primary) 1,680 2,071
capacity building support to government
Teachers trained (Elementary) 894 967
schools in Rahim Yar Khan. In Rahim
No. of clusters formed for
220 269 Yar Khan PPAF, NRSP and Jamal Din
teachers training follow up
Teacher training cluster meetings conducted 131 335 Wali Sugar Mills work as partners to
Class room observation of teachers 86 456 improve the physical and learning
SIP prepared by SMCs - 1,486 environment in the selected government
Grants released to schools (1st installment) - 235 schools. Main aim of the PPAF support
Grants implementation completed - 15 in this schools is to ensure quality
PRIDE Project
Table 9: LLIN distribution under GFATM Round 7 Malaria Table 10: LLIN distributed as of June, 2009
RSP District No. of outlets LLIN Distributed GFATM Round 2 NRSP through
District
Malaria Revolving Fund
NRSP Kech 20 4,792 Turbat 17,989 3,700
Socio-economic Development
of Destitute & Neglected
Children's Families Project
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
Figure 27: Progress under SDDNCF Project (as of June, 2009) Figure 28: SDDNCF Project beneficiaries - Targets vs Achievements (as of June, 2009)
5,841
1800 1613
6,000
1600
5,000 4,462
1400
1094
3,659
4,000 1200
3,156
2,669 1000 800
729
3,000
800 535
2,000 600
256
400
1,000
200
- 0
Intervention Families Selected Families Traced Families CPWB Microcredit Vocational Training IGGs
Completed 2009 for Project Registered with Registrations
Interventions NRSP Targets Acheievements
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.
being used in the programme area. The NRSP own Poonch, Kotli, Bagh, Mardan, 799,753
PPAF developed an MIS for the Social Awaran, Panjgur, Bahawalnagar,
Bahawalpur, Bhakkar,
Mobilization Project. MER section Attock, Khanewal, Khushab,
facilitated the PPAF in its design. Mianwali, Multan,
Rahim Yar Khan, Rajanpur,
Rawalpindi, Matiari,
Baseline studies Tando Muhammad Khan,
Nawabshah and Thatta
During the reporting year 106 Situation BISP Mirpurkhas and Mianwali 378,175
Analyses were conducted in 106 Union UCBPRP (GoSindh) Kashmore and Shikarpur 257,988
Councils across Pakistan. The MER
Total 29 1,435,916
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 Microfinance for Decent Work - Baseline Survey
in collaboration with ILO to collect data
on specific aspects of decent work The sample included 200 microfinance clients from District
2
deficits amongst the microfinance clients Hyderabad and Rawalpindi. The survey report was finalized in
of NRSP in Hyderabad and Rawalpindi. 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
Evaluation in urban areas of Hyderabad. Under this action research,
NRSP plans to address child labour issue indirectly through the
During the year, MER conducted 2 provision of micro-insurance (health & death) to additional
evaluations directly and designed 3 members of a client's household. It is expected that extending
evaluation studies which were conducted the coverage to additional uninsured household members will
by the national consultants in close help these families to absorb income shocks. NRSP's proposal
collaboration of the MER. The MER has been accepted and the action research will start from August
section also facilitated the consultants 2009. As a result of this research NRSP hopes to see an
appointed by the Rural Support increase in insured household member, a decrease in the number
Programmes Network (RSPN) who of at-risk children (withdrawn from school to begin work
evaluated NRSP and other RSPs' prematurely), as well a general trend towards decreasing poverty
performance in relation to the overall levels in the sample.
objectives of the RSP movement.
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
Change in Practices
improve exponentially disaster response
• The project had improved the in the event of natural disasters. The
practices of the respondents to project has also enabled NRSP to
undertake measures to make their mainstream the concept of CBDRM into
homes, community, school premises its core programme.
and offices safe from the
disasters.
• The number of respondents who had Future plans
never practiced any protective
measure had decreased by 30% at the The MER's research on poverty census
end of the project. has greatly contributed in the national
• The respondents were practicing level policies for targeting the poor. MER
building safer structures, educating section will conduct more research with
family members, and ensuring that the extremely poor people to design
they have emergency response products and packages that suit them and
equipment with them. help them maintain their self respect and
• Disaster Management committees confidence without isolating them from
(DMCs) were proactive in the mainstream development.
disseminating information about the
importance and means of The IT department of NRSP is
safeguarding the housing developing integrated software to track
structures and many trained DMC micro credit, general finance and
members were reported to have accounts, deposits, Human Resource ,
helped in emergency rescue fixed assets and other administrative
operations in the events of wild fire, procedures. While NRSP has already
landslides and roadside developed sound tracking systems for
accidents. social mobilization and other components
• The practice of remaining in contact of the programme. Based on the
with the departments that deal with information available through the
disaster response had increased and automated system, MER section plans to
59% respondents were regularly in design a system whereby social
contact with such departments performance of each component is
compared with 6% before the start reported regularly just like the quantitative
of project. and financial performance.
• 66% respondents had made efforts
and received information on disaster
management from NRSP, Diakonie
and other relevant departments
compared with 18% before project.
Improving Transparency 53
54
Table 15: Income and Expenditure Account (Pak Rupees 000) for the year ended 30 June 2009
MRD BWP HYD MWI RWP RYK DGK UPAP Aggregate NRSP NRSP
CATEGORIES 2009 2009 2009 2009 2009 2009 2009 2 009 Adjustment 2009 2009 2008
FINANCIAL REVENUE
Income from micro credit activities 91,114,670 701,012,819 58,780,895 139,377,497 107,983,921 58,106,350 80,807,656 290,678 ,616 - 1,527,862,424 1,259,877,220
Other Income 262 22,079,413 18,911 1,227,357 752,330 8,639,746 (11,790,305) 20,927,714
Income from Bank Balances 702,130 38,958,513 1,397,270 1,584,929 2,016,030 2,188,762 1,048,735 4,014,642 39,208,746 91,119,757 116,734,022
Total 91,817,062 762,050,745 60,197,076 142,189,783 109,999,951 61,047,442 81,856,391 303,333,004 27,418,441 1,639,909,895 1,376,611,242
FINANCIAL EXPENDITURE
Head office financial charges 78,904,166 395,853,294 31,773,096 66,769,101 20,393,807 14,341,550 28,095,557 70,046,299 (706,176,870) -
Provision against doubtful debates 224,751,966 37,171,484 490,163 1,870,837 3,010,303 3,672,260 4,607,447 4,879,453 280,453,913 (12,749,775)
Total 303,656,132 433,024,778 32,263,259 68,639,938 23,404,110 18,013,810 32,703,004 87,961,258 (63,642,609) 936,023,680 474,433,980
Financial Margin (211,839,070) 329,025,967 27,933,817 73,549,845 86,595,841 43,033,632 49,153,387 215,371,746 91,061,050 703,886,215 902,177,262
Administrative and other expenses (81,200,398) (202,247,843) (44,332,468) (36,323,194) (73,615,697) (24,394,486) (35,117,441) (173,930,089) 10,891,691 (660,269,925) (666,995,673)
Net (deficit) surplus for the year (293,039,468) 126,778,124 (16,398,651) 37,226,651 12,980,144 18,639,146 14,035,946 41,441,657 101,952,741 43,616,290 235,181,589
Operational Self Sufficiency % 23.86% 118.68% 78.67% 135.50% 113.00% 143.95% 120.70% 110.99% 102.73% 120.38%
Financial Self Sufficiency % 23.86% 106.09% 78.67% 135.50% 113.00% 143.95% 120.70% 92.10% 90.06% 105.00%
Return on Equity (ROE) (1,651.06%) 35.62% (40.95%) 38.50% 4.13% 13.16% 15.40% 16.02% 5.22% 35.82%
Ret urn on Assets (ROA) (46.20%) 3.72% (6.99%) 7.10% 2.82% 6.26% 3.80% 4.54% 0.60% 3.82%
Profit Margin (319.16%) 17.13% (27.24%) 26.20% 11.80% 30.53% 17.15% 14.26% 2.69% 17.08%
Yield on gross loan portfolio 10.43% 23.18% 25.92% 26.70% 25.10% 26.27% 25.46% 34.06% 27.95% 29.00%
Current ratio 0.83% 1.15% 1.22% 1.20% 2.70% 2.70% 1.48% 5.20% 2.76% 2.86%
Funding Expense Ratio 12.17% 13.16% 14.16% 13.20% 4.65% 6.17% 9.59% 10.31% 11.32% 10.27%
PAR Ratio (Over 90 days) 5.00% 2.17% 0.74% 0.50% 0.60% 1.59% 1.47% 0.00% 5.33% 1.11%
Risk Coverage Ratio 100% 75.51% 100% 100% 100% 100% 100% 100% 182.35% 225.00%
Loan officer productivity 196 159 187 226 350 166 341 112 206 197
Personnel productivity 118 178 125 149 199 130 187 96 162 141
Average disbursement loan size 13,929 15,466 11,589 12,678 14,224 15,345 15,685 12,830 14,408 14,090
Average outstanding loan size 9,828 17,433 9,954 8,155 8,032 19,196 16,900 6,866 11,504 12,900
Operating Expenses Ratio 12.5% 7.96% 19.72% 7.20% 16.78% 18.52 11.98% 19.79% 11.87% 13.94%
Cost per borrower 3,145 1,204 2,078 608 1,596 2,342 1,749 1,616 3,306 2,689
Partnership and Linkages
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 implementation of Social Mobilisation
"intermediary" brings the COs, project. The examples of some ongoing
government and private service providers partnerships and linkages include the
in contact with each other. NRSP COs' linkage with NADRA for issuance
organises CO Presidents/Managers of CNICs, with Social Welfare
conferences and LSOs workshops in department by the women COs for
which all the parties are invited. setting up training centers, and with Agri
business solution for accessing funds for
During the year, 722 workshops were agriculture enterprises. These linkages will
organized. NRSP also participated in the have a long-term impact on the
LSO conventions organized by the Rural sustainability and effectiveness of NRSP
Support Programmes Network (RSPN) in programme as well as the quality of
which high-level government officials services being delivered by NADRA and
participated and had the opportunity to other agencies.
discuss issues with the community
representatives. In addition to the general NRSP values the long-term partnership
type of workshops, NRSP also organized with the Pakistan Poverty Alleviation
a number of health camps with the Fund (PPAF), which provides funding
collaboration of District Health Officers; support for a large number of NRSP's
and field days on agriculture in programme districts in all its sectors i.e.
collaboration with the Agriculture Micro Credit, Community Physical
Department in which thousands of Infrastructure, Health, Education,
farmers participated. Disability, Relief and Reconstruction and
now for Social Mobilisaiton. The
The Vocational Training Progarmme partnership with PPAF is not just a
(VTP) presently being managed by matter of funding relationship; both
NRSP-IRM is an excellent example of NRSP and PPAF complement the work
productive linkages between NRSP and of each other through close interaction
the government training institutes at and frequent dialogues.
Federal and Provincial level. NRSP could
not have imparted skills to thousands of The on going partnership with Jamal Din
youth had it not forged these linkages. Wali (JDW) Sugar Mill in Rahim Yar
NRSP is thankful to the government Khan is an excellent example of Civil
training institutes which have adjusted Society – Private Sector Partnershp. This
their programs and operating systems to is a win-win case for both the farmers and
meet the requirements of poor youth the JDW Sugar Mill where the farmers are
who are imparted skills training through able to increase their incomes while the
IRM at these institutes. JDW Sugar Mill is able to get the required
materials for producing sugar. The
During the review year, some new Project has improved the economic
linkages emerged because of the condition of thousands of farming
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.
families in 15 Union Councils of District Above all, the Government of Pakistan
Rahim Yar Khan. The Project has has provided the initial capital to NRSP,
expanded from the initial focus on which continues to be a good resource
agriculture to include a range of livestock- for leveraging more funds.
focused activities and most importantly
the support for education sector in the The Government of Sindh has worked
project area. closely with NRSP for the
implementation of various projects on
Since 1997, Habib Bank Limited (HBL) the issue of bonded labour and child
has extended a credit line to NRSP, which labour. During the year, the Sindh
has contributed significantly to fund the Government contracted the
micro credit portfolio. HBL has also implementation of “Sindh Coastal
facilitated the COs in opening bank Community Development Project” in the
accounts and has waived the condition for coastal areas of District Badin and
a minimum balance on those accounts. Thatta.
HBL has also made it possible to exempt
the COs from the deduction of zakat, if NRSP is also working closely with the
they so choose. NRSP also greatly Education Department of the
acknowledges the on-going relationship Government of Balochistan for the
with Habib Bank Limited and The First implementation of Balochistan Education
Women Bank. The First Women Bank has Fund project to expand the educational
also provided a credit line, and provides infrastructure in remotest areas of south
services to women CO members and Balochistan. Similarly, the School Water
UPAP clients. Environment and Sanitation project
(funded by UNICEF) is also being
implemented in close collaboration with
Networking the Education Department in District
Lasbella.
NRSP as the largest member of the Rural
Support Programmes Network (RSPN) During the review year, NRSP worked as
worked on various projects and activities a partner with the Government of the
during the year. NRSP also provided Punjab in the implementation of the
technical assistance and capacity building Sustainable Livelihoods in Barani Areas
support to the smaller RSPs through Project and the Punjab Education Sector
RSPN. Reforms Programme (PESRP).
As a member of the Pakistan During the relief operation for the IDPs
Microfinance Network (PMN), NRSP of Swat and Buner, NRSP worked closely
provided a variety of information to with the Government of NWFP to
PMN to facilitate them in highlighting the provide relief goods to the IDPs in
performance of microfinance sector. Mardan and Swabi.
NRSP also worked as member of the The Government of AJK has always been
International Union for Conservation of more forthcoming in terms of working
Nature (IUCN) during the year and with the communities. Consequenlty,
Community Organizations
Province Hub Office District
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
B
NJA Vehari 2,567 163 - - 2,730
PU 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 Ghazi Dera Ghazi Khan 2,021 1,433 60 35 3,549
Khan 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
FP Swabi 612 37 - - 649
NW 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
K
AJ 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
DH Tando Allah Yar 355 63 41 - 459
SIN 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
AN Gwadar 156 215 11 - 382
HIST
Panjgoor 207 223 59 - 489
L OC
BA 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
* Sugarcane Productivity Enhancement Project Area
Statistical Abstract as of June, 2009 61
Table 3. Annual (2008-09) and Cumulative CO Membership
Savings between
As of June 30, 2009
Province Hub Office District July 08-June 09
Men Women Total Men Women Total
As of As of As of As of As of As of As of As of As of
June June June June June June June June June
2001 2002 2003 2004 2005 2006 2007 2008 2009
Total No. of Credit Cases 4,996 10,804 19,866 35,986 63,493 102,156 159,442 270,597 380,155
Total Amount Due (Rs. M) 36.29 75.8 147.94 267.38 482.49 813.16 1,588.83 2,940.22 4,806.74
Total Amount Recovered 30.06 75.56 147.73 267.17 482.28 812.95 1,588.83 2,940.22 4,806.74
Recovery Rate (%) 99 99.69 99.69 99.92 99.96 99.97 100 100 99.97
No. of Groups Formed 1,030 2,315 3,964 6,893 10,744 15,933 24,064 44,027 53,977
No. of Credit Cases 4,996 10,804 19,866 35,986 63,493 102,156 159,442 270,597 188,152
Total Credit Disbursed (Rs. M) 52.14 112.43 205.87 368.57 649.54 1,071.76 1,844.61 3,459.18 4,877.32
Total Principal Recovered 36.06 75.56 147.73 267.17 482.28 812.95 1,398.96 2,541.78 4,131.52
Total Service Charges Recovered 4.36 0.01 14.49 33 61.82 105.91 189.75 398.20 674.70
Total Excess Recovered 0.01 0.02 0.04 0.05 0.07 0.09 0.12 0.25 0.53
Principal Balance (Rs. M) 16.08 36.87 58.14 101.4 167.26 258.81 445.64 917.41 745.47
Current Cases 2,465 5,703 8,952 15,733 23,921 36,020 53,388 104,622 108,268
Closed Cases 2,531 5,101 10,914 20,253 39,572 66,136 106,054 165,975 271,823
Cumulative Recovery Rate (%) 99 99.69 99.86 99.62 100 100 100 100 99.97
On time Recovery Rate (%) 99 99.71 99.97 100 100 100 100 100 99.92
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
Table 10. Physical Infrastructure Schemes during 2008-09 by Direct Input (PPAF & other)
Total House Disbursement Donor Community Total
Schemes Holds to CO (Rs) Contribution Contribution Cost(Rs)
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
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)
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
Table 13. Region-Wise CPI Implementation as of June, 2009 (By Direct Input)
Rahim Yar Khan Rahim Yar Khan 159 486 1,749 2,235
Mardan 119 36 3,090 3,126
Malakand 104 10 2,427 2,437
Swat 105 156 2,293 2,449
Mardan Swabi 102 - 2,559 2,559
Rawalpindi Attock 71 22 1,842 1,864
Bahawalpur Bahawalpur 105 546 1,825 2,371
Turbat (Kech) Turbat (Kech) 102 275 1, 858 2,133
Hyderabad 20 25 490 515
Hyderabad Mirpurkhas 40 482 321 803
Activity Achievement
Rahim Yar Khan 41 3,165 1,887 5,052 73 46 119 345 138 483
Table 22. OPD Services offered at NRSP-PPAF Community Health Centers as of June, 2009
Project Districts
Activities/Outputs Total
Lasbella Sanghar Nawabshah Mirpur Khas RY Khan Kotli Poonch
Men 29 20 15 20 9 11 - 104
Formation of VOs 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
No. of events 9 6 5 3 10 6 5 44
No. of participating FAs 115 48 52 37 123 72 71 518
CMST Men 222 100 97 68 238 151 122 998
Participants Women - - - - - - 17 17
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