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ANNUAL REPORT

2013

VISIONThe rural poor and marginalized achieve

meaningful political, social and economic

empowerment, quality of life, justice and

a sustainable environment through their

individual and collective efforts.

MISSIONRDRS works with the rural poor and their

organizations in order to establish and claim

their rights as citizens; to build their capacity

and confidence to advance their empowerment,

and resilience to withstand adversity; and

to promote good governance among local

institutions and improved access by the

marginalised to opportunities, resources and

services necessary to fulfil decent lives.

CORE VALUES• Compassion,loyaltyandcommitmentfor,

by and with the poor

• Equalityandparticipation

• Integrity,dedication,andprofessionalism

• Responsibility,accountabilityand

transparency

ANNUAL REPORT 2013RDRS Bangladesh

TEXT

RDRS staff

EDITING

Marion L Garry

COVER PHOTO

SH Suza

PHOTOs

RDRS Staff

PRODuCTION suPERVIsION

Sabrina Sharmin

DEsIGN & PRINTING

Mahbub/Drik

Drik, Bangladesh ([email protected])

Dhaka, April 2014

CONTENTS

07 Foreword08 Bangla Summary11 Bangladesh 201312 AcknowledgementofRDRSInterventions16 CivilEmpowerment Social Organization

Women’s Rights

AdibashiEmpowerment

Vulnerable Group Development

CommunityPolicing

Strengthening Democratic Local Government

26 Quality of Life CommunityHealth

EducationandTraining

36 NaturalResourcesandEnvironment Agriculture

FoodforProgressforBangladesh

Food Security and Soil Fertility in Hilly Areas

Food Security for Ultra-poor Women

ParticipatoryMarketingSystem

AdaptationandMitigationforClimateChange

CommunityClimateChange

CharsLivelihoods

EnvironmentandDisasterPreparedness

Singra Sal Forest

48 EconomicEmpowerment Microfinance

Enterprise

56 MediaandCommunications58 Advocacy and Networking60 NorthBengalInstitute62 EventsandVisitors65 Auditor’s Report and Financial Statement 89 RDRS Senior Staff90 PartnersandProjects 92 Acronyms

Committed to

CHANGE through

EMPOWERING the

RURAL POOR

6 ANNUAL REPORT 2013

ANNUAL REPORT 2013 7

Bangladeshis were shocked by the collapse of the Rana

PlazagarmentfactoryinApril,reinforcingthesector’s

image of exploiting workers and being indifferent

to their welfare. The deaths of over a thousand workers

as well as over two thousands injured put Bangladesh

on television screens across the world. Widespread calls

ensued for justice and immediate improvements. On the

grounds of “serious shortcomings” in safety and labor

standards, the US suspended Bangladesh’s trade preference

status,drivingdownexportsandGDP.

Within RDRS, new projects were introduced to meet present

needs; to strengthen the rural poor in the fight for their civic

rights; and, to prepare for the impact of climate change by

increasingcommunityresilienceandfoodsecurity.Perhaps

responding to the global economic crisis and a perception

Bangladesh is advancing, several core funders altered their

funding strategies and targets which makes our continued

programming uncertain. As Bangladesh continues its social

and economic transformation against the deteriorating

backdrop of climate change, the enlightened facilitating

and empowering role of RDRS especially for disadvantaged,

marginalized and vulnerable groups is required more than

ever. In response, RDRS has been striving to be more

effective with limited resources, and to expand networks,

donors and partners, extending its work to new regions

and launching new programs.

In recognitionof ourwork and achievements,RDRSwas

honored to receive a number of awards in 2013. These

includedtheACTAllianceClimateChangeAward2013for

BestPractice inDisasterManagementandMitigatingthe

EffectsofClimateChangethroughthe“Alleviating Poverty

through Disaster Risk Reduction” project. We also received

aCertificateofExcellence fromthe influentialManusher

Jonno Foundation for “Outstanding Organizations for

Compliance and Financial Management” and the Micro

Entrepreneurship Award from CITI Foundation as “Best

Microfinance Institution”.

RDRS would like to express its sincere thanks for the co-

operation of donors, partners and Government in their

generous support to our work to address and overcome

deep-rooted challenges to empowering the millions of rural

poor in our working area. We also rely on our longstanding

and committed partnership with the organizations of the

disadvantaged, especially Union Federations, and the

individual program participants to continue to make a

positive difference on the ground, and in people’s lives.

Dr salima RahmanExecutiveDirector

Dhaka, April 2014

FOREwORd

2013 was a year of political chaos, strikes, blockades and mob violence across Bangladesh. despite

international support, our political parties could not agree on the General Election process for January

2014 and disruption by supporters of all groupings created sustained deadlock. The war crimes trials of

Jaamat-e-Islami’s leaders and others involved in the 1971 war of Independence were meant to bring

closure to a dark episode, but only fomented more violence as Jamaat supporters took to the streets to

protest death sentences passed.


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BANGLAdESH 2013

2013 was a turbulence year for Bangladesh.

In April, the tragedy of ‘Rana Plaza’

(a corporate building) collapse, where

over a thousand people died and thousands more severely

injured, shocked the country and the rest of the world.

Picturesswepttheglobeandvoiceswereraisedaboutthe

labor rights and working environment for garments workers.

As a result, there were protests by the labor movement

and demands by international companies to improve the

workingenvironment.ItalsoexpeditedtheUSAsuspending

of the Generalized Systemof Preferences (GSP). Together

withadownwardsrevisionofourGDP,thisleftthecountry

economically weaker at the end of the year.

In politics, widespread and violent protests occurred

throughout the year as the Government began the national

electionprocesswithoutanimpartialCaretakerGovernment

in place, as agreed, and led to boycott by the main

opposition party. Around the same time, several important

verdicts handed down by the courts, in particular the death

sentences passed on 8 men accused of war crimes 1971,

created further turmoil in the country.

On the positive side, child mortality rates were found to have

fallen by 72% over the last two decades while Bangladesh

was given the South-South Award for its achievements in

poverty reduction and improved food security. For the first

time, a woman was elected Speaker in Parliament while

KeshabRoy,fromNilphamari,wasgiventhe“YouthCourage

Award” by the UN for his relentless struggle to resist child

marriages and school drop-outs in his home district. Finally,

a Guinness Record was made when 27,117 people created

the world’s largest ‘human national flag’ at the National

ParadeGroundonVictoryDay.

On the technological side, the target of the generation

of 10,000MW was achieved by the power sector, raising

hopes for better connections in remote and poor areas. The

genome sequencing of white jute by Dr Maqsudul Alam and

his colleagues, was welcome news as it will allow improved

varieties to be created to cope with future climate changes.

Likewise, the imminent release of zinc-enriched rice by

DrAlamagirHossain’steamatBRRI,willhelpinthefight

against diarrhea, pneumonia and stunting among children.

Fact File on Bangladesh

Area 147,570 sq km

Population 163,654,860

PopulationGrowthRate 1.59%

Fertility Rate 2.5%

Birth Rate 22.7/000

Death Rate 5.7/000

Maternal Mortality Rate 1.9/000

InfantMortalityRate 35/000

LifeExpectancy 70.36years

Literacy Rate 57.7%

GDP 5.7


ACkNOwLEdGEMENTS OFRDRS inteRventionS

1992PrimeMinister’sNationalAwardforTreePlantation

1995Helen Keller Recognition for Best

PerformancethroughouttheYear

1995PrimeMinister’sNationalAwardforTreePlantation

2000Expo-2000 HANOVER, Germany Award 2000 for

IntegratedHomesteadFarming

1997Best Rural Homestead Demonstration Award

1997 by Rural Development Academy, Bogra

2001Worldaware Business Awards 2001


2006CITI Group Foundation Award 2006 for the Best

ProgramforUltra-poor

2012Good Practice Award 2012 from UNFPA and

GoB for Stop Violence Against Women

2012Certificate of Excellence Award 2012 (awarded in

2013) on Outstanding Organization for Compliance

and Financial Management, from Manusher Jonno

Foundation

2006European Microfinance Runner-up Award 2006 for

theBestProgramforUltrapoor

20128thCitiMicro-entrepreneurshipAward2012

(Awarded in 2013) as the Best Microfinance

Institution

2013ACT Climate Award 2013 for good practice in

AlleviatingPovertythroughDisasterRiskReduction

in Northwest Bangladesh


To ensure our development interventions are sustainable and

effective in empowering the rural poor, we have established

community-based organizations, Union Federations, across the

working area. Through these, we assist individuals and communities to

develop an awareness of social issues; to understand how political and

economic systems work for or against them; and, to acquire the skills

and confidence needed to be active agents of change in their villages

and other arenas of civic society. Federations provide leadership and

strength in the fight for the rights of the poor and marginalized to

secure a decent way of life for all. This social organization challenges

discrimination and exploitation in all its forms, in particular against the

landless, women, char dwellers, tribal peoples and other marginalized

communities and individuals. RDRS supports its clients in their efforts

to build sustainable livelihoods, access social services and to be heard

and represented at local, regional and national levels.

CIVIL EMPOwERMENT

Social oRganization

ANNUAL REPORT 2013 17CiviL EmPOwERmENT

At present there are 375 Union Federations with 319,800

members who each represents a family of 5 on average,

giving us a client base of over 1.5 million people. As almost

70% of the membership are female, we ensure women have

the confidence and solidarity needed to challenge negative

gender-based practices in the home or by employers, schools,

government officials and even within the Federation.

We also have 11,100 Adibasi members, from the many

indigenous communities across our working area, making

the Federations one of the most inclusive organizations in

the country.

To ensure Federations are well managed, we provide

leadership courses in such areas as financial management,

record-keeping, project proposal composition, monitoring,

holding and taking part in elections, etc. The leaders, who

are voted for in free and fair elections, find these skills

useful when involved with outside bodies, such as local

government, NGOs, landlords, private enterprises, civil

society, etc. All members are aware of their rights and

responsibilities within the Groups and Federations and also

as citizens, workers, consumers, parents, etc.

This mass mobilization has changed the way the poor think

of themselves, resulting in 111 Federation Chairs being

women, a figure that would have been laughed at 20 years

ago. At the last local elections, 563 Federation members

(222women)wereelectedtotheUnionCouncils(Parishad),

overturning generations of disenfranchisement. Aware they

are challenging the local elite, our members also take part in

committees in their schools, markets, religious bodies, etc.

Once assured of their political and civil rights at the local

level, it can only be a matter of time until they have their

ownMemberofParliament.

Particulars Number

Total Federations 375

Govt. registered Federations 221

Women headed Federations 115

Federation groups 14,444 (Female:10,235

Male:4,209)

Federation members 319, 809 (Female:223,

866 Male:95,945)

Federations Women Forums 364

Federations Youth Forums 362

Federations Farmers Forums 87

Federation grain stores 87

Federations social service centres 235

Federation information centres 50

Federations library 255

Federation members representing inLocal govt. and other social structures 5,521

Federation at a glance (up to 2013)

18 ANNUAL REPORT 2013 CiviL EmPOwERmENT

Federations are a significant movement at the grassroots

and through them the poor are able to hold Government

and NGOs accountable. For example, now involved in the

assessment of people for such schemes as food-for-work

they ensure the right people receive the benefits and reduce

corruption and nepotism. They also mediate on issues such

as land disputes and stalking.

FEDERATiON YOUTh FORUmThe Youth Forum is for young people (11-22) whose

parents are members of the Federation. They are among the

most energetic and productive segment of the country’s

population and the future of their communities - local,

national and regional - will depend on them. For that

reason, we are providing a platform for turning this often

disorganized and unproductive group into a progressive,

productive force. The 364 Youth Forums focus on creating

social awareness and encouraging young people to become

involved in the development process to make a positive

difference to their lives. This year, to encourage youngsters

to look for work, we provided a range of training (tailoring;

computers; electronics; vehicle repair; micro-credit) to 52

unemployed teenagers.

STRENgThENiNg COmmUNiTY-BASED ORgANizATiON FOR PRO-POOR DEmOCRATiC gOvERNANCE (SCOPE)

The aim of this new project is to strengthen the links between Federations and local authorities, creating regular interaction to improve participation by the grassroots and encourage greater accountability by the councils’ officials and representatives. Itwill challengethe root causes of poverty and lead to changes in unprogressive systems. Finally, mass awareness-raising events will widen the discussion and lead to sustainable positive action against poverty.


Alema Begum is one of millions of poor women

in Bangladesh who want the best for their

children but discover sometimes that is not

enough.Illiteratewhenshemarried,shevowedherchildrenwouldgoto,anddowellat

school. To fulfill that dream, Alema and her husband, a day laborer, scrimped and saved

out of their tiny wages to put aside money for their children’s education. Rather than

keeping the money at home, in danger of being stolen or spent, Alema put it into a local

savings group, Shapla Bhumihin Samity. Over the years, the money accumulated and when

herdaughterpassedherSecondarySchoolCertificatewithflyingcolorsandwasaccepted

into Higher Secondary in 2013, Alema knew the time had come to put the money to good

use.Intendingtobuyauniform,booksandotheressentialsforherdaughter,shewent

to the Samity to withdraw her savings. To her horror, the officials there said she had

never saved with them and refused to give her any money. Alema didn’t know what to

dososhewenttoarespectedneighbor,HasinaBegum,ChairwomanofPairabondhUnion

Federation. Shocked by Alema’s tale of woe, Hasina went to her Federation’s committee

where it was decided representatives would approach the Samity on Alema’s behalf. When

the Samity still refused to acknowledge Alema’s savings, the Federation threatened to

take the Samity to court. Defeated, the Samity paid up and gave Alema all the money

due to her. Now her daughter is in school, Alema’s dream has come true. And because the

Federation invited her to become a member, she is now on the road to making more money

through an income-generating activity of her choice, this time for the next generation.

BANkiNg ON hERDAUghTER’S FUTURE

Alema Begum (left) with her family


Women’S RightS

while the position of women in Bangladesh is slowly

improving, the poorest women are still discriminated

against in the home and village, by politicians and

professionals, by employers and customers, in schools and

colleges. RDRS is committed to positive action to improve

the lot of the individual and the community, within RDRS

and among its members. We endeavor to promote and protect

women’s rights and to reduce the gaps between women and

men. For us, gender discrimination is an issue which impacts

on everything we do and gender-equity a goal to be reached

at every stage.

wOmEN’S RighTS UNiTAs an organization, RDRS promotes a gender-friendly

working environment, so awareness-raising on gender issues

is mandatory for all staff, and their spouses where possible.

A zero-tolerance regime is in place with regard to sexual

harassment. We insist that women-friendly attitudes and

goals are conspicuous throughout our work. The Women’s

Rights Unit was established to implement our gender policies

across the organization and programs.

STAFF wOmEN’S FORUmSThese are open to all female staff and have been advocates

for many of the positive changes made. We have gender

audits of all projects and events to ensure women are equally

involved in decision-making and resource distribution. We

also support Women’s Forums in our Federations, to ensure

the same standards are being met at the grassroots.

Among the affirmative actions we have implemented for

our women staff and members, are: separate latrines where


possible; smoke-free campuses; 6-months’ maternity leave;

childcare allowances; and, a harassment-free environment.

At present, only 24% of our staff are women, but we

are increasing this through such actions as prioritizing

women’strainingopportunities,athomeandabroad.Inthe

Federations, there are reserved seats for women in elections

and on committees and they are encouraged to volunteer for

decision-making bodies.

LEgAL SUPPORT FOR POOR wOmEN ANDPROFESSiONAL FORUmWithin our working area women, members or not, can ask

for support from RDRS in legal cases. Our Women’s Rights

Unit supports vulnerable women and girls as they sue

for maintenance, divorce, dowry payments and physical

or mental violence through the system. More women are

now aware that there is a legal aid fund available and in

2013, out of 161 women and girls supported by RDRS, 32

victims received legalaid. In thecourts, thewomenwere

represented by lawyers, sensitive to the issues and working

for low wages. They are members of the growing number of

ProfessionalForumsestablishedandsupportedbyRDRSto

assist in the fight against the restrictions placed on women

in Bangladesh today.

REhABiLiTATiON CENTREThismuch-neededCentre,openedin2009,isabouthelpingwomen and girls who suffer social exclusion, early marriages, domestic violence, acid attacks, rape, sexual exploitation, and cross-bordertrafficking.AttheCentre,dependingontheir

CiviL EmPOwERmENT

Outreach 2009-2013DistrictCovered 18Staff and Spouse Received Gender Training 2,199Federation Leaders and Spouse Orientedon Gender, Mediation and law 6,043Women Leaders Received Training onLeadership Development 3,328YouthMobilizationThroughSchool/CollageStudents Orientation 120,729MassMobilizationThroughPeoplesTheatre,RuralCinemaandPublicHearing 411,188Advocacy Workshop/Network with DifferentStakeholdersonDifferentIssues 19,210WomenElectedtoFederation 2,317WomenLeadersElectedtoLocalGovt. 219MedicalAssistanceProvided 395LegalSupportProvidedtoVulnerableWomen 388CaseSolved 227Victims Supported by Govt. Legal Aid Fund 100EffectiveMediationjointlybyFederationandUnionParishad 7,362RescuedfromSafeCustody 67HillaMarriageProtected 36EarlyMarriageProtected 325Women and girls rehabilitated thoughRDRS rehabilitation centre 317

significant achievements during 2009-2013


needs, women receive counseling and mental health care, medical treatment, access to legal support as well rights-based education, literacy and numeracy, and skills’ training. In 2013, 40women received skills’ training andwere abletoreturnhome;2girlswerereferredtotheRangpurCrisisCentre; 43womenandgirlswere received from the courtsor police; we were able to return 33 of them to their legal guardians but 8 transferred to sheltered accommodation run byotheragencies;and,2orphangirlsremainattheCentre.

POSiTivE RESULTSAs well as supporting women through court, the Women’s

Rights Unit and Professional Forums protected 76 girls

from under-age marriage, 3 from hilla marriage while 6

dowry-free marriages were arranged through Federations.

Inaddition,53womentooktheirdisputesregardingdowry,

maintenance, polygamy, affairs and physical and/or mental

crueltytotheMediationCommittees,formedbyFederations

in partnership with Union Parishads. To facilitatematters,

we have developed links with the relevant District and Union

departments, police and hospitals; we are part of the Legal

AidandPrisonChildren’sCommittees;and,wehaveagood

workingrelationshipwiththeRangpurone-stopCrisisCentre.

iNCREASiNg ACCESS TO JUSTiCE ThROUgh RESTORATivE JUSTiCEWe began this project in October, 2103 in 8 unions of

Rangpur District. It focuses on the needs of the victim,

offender and wider community, instead of satisfying abstract

legal principles or punishing the offender. Victims take an

active role in the process, while offenders are encouraged

to take responsibility for their actions, to apologize, return

stolenitemsandundertakecommunityservice.Inaddition,

it provides an opportunity for the offender to avoid future

misdemeanors. Dialogue between victim and offender

ensures the higher levels of victim satisfaction and offender

accountability.

Hafiza was doing well at school and had reached

Class 7 when her father stopped her education.

Suddenly, she found herself married off to a

stranger, Md Nowshad, from Pirgacha, Rangpur, far from her family home in Sundorganj,

Gaibandha. Hafiza went to Nowshad’s home where she tried to be a good wife. But what

Hafiza didn’t know was that her father, Hanif Uddin, had promised a dowry of 25,000Tk to

Nowshadifthemarriagewentahead.ItwasonlywhenNowshadstartednaggingHafizathat

she learnt only 5,000Tk of the dowry had been paid. When he discovered Hanifuddin was too

poor to pay the outstanding 20,000Tk Nowshad began beating his wife. That was when Hafiza

discovered she was pregnant. She gave birth to a son, and she thought her husband would be

pleased. But no, money was more important and he beat his wife even more. Distraught, Hafiza

went back to her father, begging him to pay the dowry, but he failed and Hafiza returned to

her marital home empty-handed. The beatings started again, and then Hafiza discovered her

husband had been married before and had divorced that wife for the same reason. Afraid for

her son, Hafiza returned to her childhood home with her son. Hanifuddin wasn’t pleased,

but he took his daughter and grandson back, complaining they were a drain on his limited

means. Helpless, Hafiza looked for ways to earn money but no-one wanted to employ a single

mother. Eventually she approached the local Tarapur Federation and the Committee there

managedtofindroomforHafizaattheRDRSRehabilitationCentreforwomenlikeher.Hafiza

was overjoyed to find she could stay there, with her son, and be trained to be self-sufficient.

Eagerly,shethrewherself intothecoursesonoffer–tailoring,block-printing,literacyand

numeracy and social awareness-raising. The last made Hafiza realize that her husband and

father,notherself,weretoblameforherstate.WhenshelefttheCentre,shereturnedtoher

father’shousewithasewingmachineandsoonfoundherselfindemand.Infact,shewasso

successful she was able to open up a stall at the local market and now lives contentedly on the

4,000Tk she earns monthly with her happy little boy.

FROm ChiLD BRiDE TO RESPECTED BUSiNESS wOmAN


within our working area a number of indigenous

peoples, such as Santal, Orao and Mahali live in

extreme poverty. Long ignored, exploited and

dispossessed by mainstream society, from 2009-13 we ran

the Adibashi Empowerment Project, providing them with

essential social and economic skills. Despite being landless

and vulnerable, these Adibashi communities made good use

of the support we provided.

ChiLDREN AND YOUNg PEOPLE Pre-school: Because of geographic and social isolation,

Adibashi children rarely went to school in the past but in

the last 5 years, we established 176 pre-schools attended by

almost 4,000 pupils of whom 97% were able to move directly

to mainstream Primary Schools. Parental support for this

educational provision was overwhelmingly positive.

Non-Formal Primary Education (NFPE) School: Among

school-going Adibashi children, we worked towards lowering

theveryhighdrop-outratesbyopening113NFPEschools.

These took in 2,300 children of which 97% then transferred

successfully to mainstream schools where their drop-out

rates fell to under 5%.

Government Primary School Support: We provided training

to ensure teachers and committees in 24 mainstream schools

would accept indigenous children. By 2103, drop-out rates

had fallen from 25% to 5% and the percentage of Adibasi

childrencompletingPrimarySchoolroseto95%.

Courses for Adolescents (Shonglap): These one-year

courses provided life-preparing skills for almost 5,000

adolescents on health, violence against women and other

social issues. Also trained in income-generating activities,

the young people accessed loans when they graduated to

the Youth Forum or Kishoribagan. After 5 years, we found

around 70% of adolescents were involved in the family

decision-making process and 13% controlled their own

incomes of at least 1,200Tk.

aDibaShi empoWeRment


People’s Organizations: Between 2008-13, 8 indigenous

organizations - Adibashi Samaj Unnayan Shongathon were

established to promote and protect their rights. In 2013,

62% were self-managed; 80% had campaigned on social

issues;62%POshadundertakenadvocacyworkatthelocal

level; and, 75% tapped resources from both Government and

non-Government agencies.

Economic DevelopmentAs for other sections of the rural poor, we provided resources

to enable our Adibashi clients to become self-sufficient.

Income-generatingskillsweredeveloped,collectiveworking

was encouraged, and micro-credit suited to their needs was

taken up and used effectively. To date, 1,880 Group Members

have received loans for land-redemption (paying off the

money lenders), house-building, and income-generating

activities, particularly in home gardening and handicrafts.

In2013,almost20mTkhadbeenborrowed,asmallsumfor

changing lives so dramatically.

Minoti Hembrom, 14, the daughter of a farm

labourer,isamemberoftheChandipurShonglap

Group, Dinajpur, set up for young people from the Adibashi community. When she was

only eight, her poverty-struck parents took her out of school to help with household

chores and in the fields at harvest time. Minoti had liked school and the company of

her friends and always wanted to return and finish her education. But it was only when

she came into contact with RDRS that she was given that opportunity in January 2013.

Minotitellsherstory:“IspentabouttenmonthsattheShonglapCenter,andduring

thattimeIchangedalot,andsohavemyfamily.Nowweallknowaboutthingslike

wearing sandals to use the latrine, only drinking water from the tubewell, going to the

doctor when we’re sick, and keeping the house neat and clean”, she laughed. “Things

aredifferentnow,inmyfamily,andmyparentslistentowhatIhavetosay.I’vealso

becomeinvolvedinthevillageaffairs,joininginsocialcampaigns.Evengoingwithmy

friends to theUnionParishadtodiscussdifferentmatters forourGroup.”Although

she’s worked for years in the fields, Minoti has learnt much more through Shonglap and

has established a small vegetable plot at the family homestead. “We eat better,” she

says, “and what we can’t eat, my dad sells at the market”. Minoti is also learning about

sewing, and her hope is “to buy a sewing machine and become a good tailor and earn

lots of money.”

gOiNg BACk TO SChOOL


StRengthening DemocRatic local goveRnance

The goal of this project is to improve the quality and

degree of transparency and participatory public

administration in local government. Working in Natore

andPabnadistricts,RajshahiDivision,theexperienceand

information garnered are intended to add to the debate on

legal and policy reform at the national level to promote

andexpanddecentralization.Inparticular,theprojectwill

consider the role and authority of local government; the

capacity of local government associations; the range and

quality of service delivery and resource mobilization of local

government units; and, how to ensure accountability and

transparency of local government in finance and decision-

making. So far, this project has built links with the agencies,

provided relevant training and supported review meetings

for local government departments.

community policing

working with poor and ultra-poor mainly dispossessed

citizens, issues of law-and-order often arise. After

all, in what are sparsely governed areas, there would

be little point to our efforts if women, tribal communities,

tenant farmers or Federation leaders, for example, were still

to live in fear. To improve public safety and strengthen

governance in the north-west, therefore, we supported the

NationalInitiativeandResponsetoAdvancePublicOrderfor

DevelopmentProject.Theintentionwastocreateastronger,

more responsive community-based police network places

in Kurigram and Rangpur through boosting community

policing, raising public awareness, building relationships

and supporting legal reforms. To that end, we ran training

courses on social issues, particularly on the rights of women,

for police personnel and facilitated links with the public and

local government.

vulneRable gRoup Development

The Vulnerable GroupDevelopment (VGD) Program is a

program of the Bangladesh Government. The program

aims to assist exclusively ultra poor households. RDRS

Bangladesh has been implementing this project in Fulbari

upazial of Kurigram district. A total of 2,749 ultra-poor

women are direct participants of the project. Under the VGD

program, participants are receiving monthly food ration and

development support services including life skills and income

generating skills training, savings and access to credit. The VGD cardholders receive 30kg rice, or wheat per month.

In 2013, total 99.93 MT foodstuffs has been distributed

among the cardholders. During the year, life skill training

has been provided to 216 batches at Union level; over 6,000

women have received training on risk management, personal

hygiene, mother and child health, food and nutrition; and

Tk 1,173,076 has been deposited by the vulnerable women

in VGD account as their savings.


To ensure all potential clients can access our services, we offer

curative health care to specific groups in parts of our working

area and preventive health services to our membership. However,

changing donor priorities is putting this service under threat and we

face problems in attracting qualified staff to rural areas. To improve

health care provision by the Government work closely with other

service providers in local and national projects.

REPRODUCTivE hEALThWe provide a service through ante-natal clinics, maternity centre and

a network of trained Rural Birth Attendants. Our maternal mortality

rate is 0.63/000, compared to the national figure of 1.94/000. We are

involved in various projects and studies in this field to ensure young

children have the best possible start in life.

QUALITyOF LIFE

community health

ANNUAL REPORT 2013 27QUALiTY OF LiFE

hiv AND AiDSOur aim is to prevent spread of these diseases by raising

awareness of the dangers among staff, students, Federations,

rickshaw-pullers and pregnant women. A Drop-in Centre

in the transport hub of Saidpur supports sex workers,

encouraging them to use condoms and offering training in

other income-generating activities.

TUBERCULOSiS AND LEPROSYAt our clinics and rehabilitation centers, we have met the

smear positive TB target of 71/00,000 while our cure rate

of 90% is higher than the target of 85%. Country-wide,

leprosy is disappearing and, thanks to awareness raising and

community-based rehabilitation system, we have achieved

the leprosy elimination target of <1/10,000; this year 3

patients received support.

EYE CAREThis project in Lalmonirhat and Kurigram areas runs clinics,

camps and a surgical theatre. Almost 23,500 people of all

ages received tests and treatment in 2013, and over 500

operations were carried out.

REhABiLiTATiON FOR viSUALLY-imPAiRED ChiLDRENAtthisCentre,weteachlifeskillsandBrailletohelpyoung

people lead independent lives. We also train teachers with

blind pupils in their classes to ensure that the children

receive the best possible education.

SpeciFic health pRoJectS

RURAL wAShWe are supporting a number of water, sanitation and hygiene projects in schools and communities to improve health by reducing water and sanitation risks. With over 90% of members now using latrines, and most having arsenic-free tubewells, there has been a noticeable drop in diarrheal diseases.

FighTiNg TUBERCULOSiSThroughtheGlobalFundtoFightAIDS,TuberculosisandMalaria we are working to reduce the incidence of TB in Lalmonirhat and Kurigram with a population of 3.5 million. Our goal is to detect 70% of new smear positive

Children of Rehabilitation Center


TB cases and increase the cure rate to 85%. The project

supports TB clubs; trains hospital doctors, village doctors,

DOT providers, and NGO health workers in TB recognition and

response; and, raises awareness and understanding among

ourwomen’sGroups.In2013,justover4,000TBcaseswere

registered, of which 33% were in women. Our smear positive

rate reached 71/00,000, and the all forms case notification

rate was 113/00,000; the cure rate was 90%.

ENhANCiNg RESOURCES AND REDUCiNg RiSkSTo develop community-based human resources and reduce

maternal and child mortality, 18 women members were selected

forCommunity-basedSkilledBirthAttendants’Training.This

six-monthin-housecoursewasorganizedbytheInstituteof

Child andMaternal Health at Dhaka in December 2013. It

covered general maternal and child health; pregnancy and

delivery; post-delivery infant care; clinical midwifery practice

and community midwifery practices. The women had to have

a Secondary School Certificate, aged 20-45 and willing to

work in rural areas. Following training, they will join a Union

HealthCentresupportedbyUnionFederations.

mONiTORiNg AND ADvOCACY FOR SAFE mOThERhOODThis Lalmonirhat-based project finished in September,

2013. Its objective was to improve clinical standards in

maternal health. RDRS Federations, the Union Parishad

HealthCommittees,MinistryofHealthandprivateservice

providers (Trained Birth Attendants, village doctors) were all

involved in training and monitoring while messages about

reproductive health were delivered at schools and other

public arenas. Such has been the success of the project, that

it is now being replicated by other agencies and in other

communities, while we are incorporating the monitoring

tools into our other programs.

imPROviNg mATERNAL AND ChiLD NUTRiTiONIn Bangladesh today, malnutrition amongst mothers and

children is still a major public health issue; we are helping

to change this situation through our ImprovingMaternal

andChild(6months-5years)NutritionPrograminKurigram.

It focuses on themanagement of preventive and curative

health services for inter-generational moderate malnutrition

at 70 fortnightly community-based out-patient clinics.

Children and lactating women identified as malnourished

receive beneficial basic training on how to deal with the

problemandsuppliedwithWFPsuper-cerealfoodrationsto

supplement their diets. Some children require home-based

follow-up, while those who suffer from severe malnutrition

are referred to specialized centers for more intensive care.

Sujat Ali, 45 years old and a day laborer, was extremely

poor and depressed because, no matter how hard he

tried, he couldn’t feed his family. One day his mother gave him a little money so he

could start a small business hawking vegetables around the village. But even that

wasn’t enough and he felt even worse. So when he saw some spots appear on his

handsand feet,he just ignoredthem–until theyturnedulcerous.Hevisitedthe

village doctor, who gave him vitamin tablets but they made no difference and he lost

feeling in his feet. Luckily, he met RDRS field staff and, after listening to his story,

took him to their clinic. There, tests proved he was suffering from leprosy and he was

given medicine. After a year of that, there was still no improvement, so he was sent to

the DBLM in Nilphamari, a reputed hospital for the treatment of leprosy. Sujat stayed

there for a month before being sent back home with a 5,000Tk interest-free loan from

RDRS to restart his business. That was in 1995; in 2001 he was contacted again by

RDRS who wanted to give his name to the Government. He agreed, and as he was ultra-

poor and suffered from deformities, the Government gave him a grant of 12,000Tk for

further rehabilitation. Overjoyed, he began working as a trader in the market and,

with hard work and help from his family, he now runs 6 stalls and 7.5 decimal of

land,helpedbyhischildren.NowheboaststhatheisamodelofaCommunityBased

RehabilitationLeprosyPatient,andtellsotheralwaystobecarefuloftheirfeet.

A mODEL PATiENT

Sujat Ali (left), selling watermelon as per his income generating activities.

30 ANNUAL REPORT 2013 QUALiTY OF LiFE

WateR Sanitation anDpeRSonal hygiene Through three different projects, promotion of water

supply, sanitation and hygiene in hard-to-reach areas

of rural Bangladesh was set up to ensure access to safe

water and latrines and to improve hygiene among the rural

poor.Itisprovingasimplebuteffectivemethodofimproving

health and environmental conditions in homes, schools,

bazaars and hotels. Working in Kishoreganj, Laxmichap and

Dimla in Nilphamari, we target school students, adolescent

girls, our members and the wider community. Across the

project area we reached around 100,000 people; installed or

repaired around 18,000 latrines, including some designed

for the disabled; built up around 2,500 plinths; dug or

renovated 12,000 tubewells and about 50 ringwells; installed

about 30 sanitation blocks in schools; and provided hand-

washing facilities for homesteads. This work was done in

conjunction with training through schools and in mass

campaigns on why and how people should wash their hands

and use latrines. Because adolescent girls are ignorant about

menstruation, we provided training to around 1,000 young

women in how to look after themselves during their periods.

They were then provided with handbooks to use when

passing on this information to friends and family.


RdRS has long provided educational

opportunities to the adults and children

of its working area and has seen

literacy and numeracy levels rise and more children complete

primaryandsecondaryschool. In the lastdecade,wehave

been committed to meeting the Government’s Millennium

DevelopmentGoalofEducationforAllthroughavarietyof

projects providing non-formal education for children and

capacity-building among adults. A number of projects are aimed at increasing primary school enrolment, improving retention rate and academic results byinterventionattheearlieststages.Evidenceshowsthat,through work with parents, teachers and communities, the children from the poorest families can receive better education are more likely to use libraries and other resources, anddobetterinBangla,EnglishandMaths.Intheprojectarea, parents, teachers and community leaders become more involved in school management. With indicators in the north-west improving each year, we have established a similar project with qwaumi madrasha in the Rajshahi area.

PRimARY EDUCATiONPROTEEvA (Promoting Talent through Early education):

PROTEEVA implemented this program to improve primary

school enrollment, completion and academic performance.

Achieving its goals the project has taken Early Childhood

Developmentprogram(ECD)likepre-primaryschool,parenting

and sisimpur with a joy full learning environment and toys

material.TheseprogramhelpedchildrentoprepareforPrimary

school.PROTEEVAalsoimplementedReceptionandWelcoming

(R&W), Reading Buddy and Mentoring (RBM), community After

SchoolCircleandSchoolHealthNutrition(SHN)forimproving

early grades children reading habit, math and language skill.

After a long time advocacy government approved ECD policy

on November 2013 and Lalmonirhat primary education office

scaling up the R&W program to their all primary school. More

than 31,000 children have got the early learning opportunity

and improve their academic performance.

PROTEEvA CSA (Community school Activity): In 2013

RDRSextendedPROTEEVAactivitytohundredqwaumimadrasha

in Rajshahi, Chapai Nawabganj, Natore and Bogra district

under Rajshahi division to improve the same competencies for

madrasha children.

SChOOL FEEDiNg PROgRAmBetter nutrition and food supplements encourage attendance

and concentration and through their promotion we aim to

improve access to and retention at primary schools. Almost

6.3 million from poor and ultra-poor children in 2,759

primary school at Nilphamari, Kurigram and Gaibandha

district benefited from improved nutrition and attendance

rose to 86%. With use of school latrines and tubewells, the

eDucation


incidence of seasonal diseases among this group was greatly

reduced.PartnershipwithGovt.andWFPwe implemented

04 projects in respective district.

ChAR PRimARY EDUCATiONCharareaatKurigramisoneoftheindigenouspartsofrear

education. RDRS is committed to ensure the global pledge

‘Nochildwithouteducation’.10PrimarySchoolsrunswhere

301 disadvantaged children got the gateways into formal

education. We have supported primary education for many

years and in 2013, the community had confirmation of the

hard work undertaken when 100% of char children sitting

the Primary School Certificate passed,with one school in

Sarkerpar with 4 students earning Golden A+ applauded by

their Federation.

gOvERNANCE mONiTORiNg ANDPROmOTiNg LOCAL PARTNERShiP FORQUALiTY EDUCATiON (mANUShER JONNO)Accountability of structures and its functions into local

education system is a rear for ensuring quality primary

education at remote areas. The project is to achieve pro-

poor mainstreaming education by creating demand for

Good Governance, enhancing capacity and creating network

through sensitized all parties including those involved.

ShiShU NiLOYThese primary schools, supported by RDRS staff donations,

work in the remotest areas where children were not able

to access in primary education. RDRS provides support for

continuing07primaryschoolofG-ItoG-V.Inspiredbytheir


female teachers, more girls from here are able to enroll at

high schools after completion.

NON-FORmAL EDUCATiONShikhON-LEARNiNg ALTERNATivES FORvULNERABLE ChiLDRENSHIKHON is working for achieving development targets

and contributing into National Basic Education Structure

inBangladesh. It is re-enforcing to change the education

system in Bangladesh and to improve the access of school-

excluded children into mainstreaming basic education,

school health and nutrition at chars, howrs, coastal areas,

tea-gardens, hilly and disaster prone areas in Sylhet and

Rangpur region.

In2013,over41,000studentswereenrolledin1,270non-

formalPrimarySchoolsinGrade-IandII.

EmPOwERiNg COmmUNiTY AND LOCAL gOvERNmENT FOR ENSURiNg SUSTAiNABLE NFE (NON-FORmAL EDUCATiON) DELivERY mEChANiSm

Lifelong learning is referred for all citizens in the society

but little opportunity for marginal communities to have the

same. So the project has opened the doors to continue the

learning of the targeted illiterate, incomplete or drop out

from cycle of schooling to help them be enabled to maintain


their literacy skills throughout of their life at 6 unions in

Rangpur district.

ADiBAShi EmPOwERmENT PROJECTAdibasiEmpowermentProject(AEP)hasbeenworkingfor

the sustainable development of indigenous community in

the northern districts Rangpur, Panchagarh, Thakurgon

andDinajpur.Pre-primary,NFE,SHONGLAP,QualityPrimary

EducationandPeople’sOrganizationwereorganizedasthe

pillartomeetitsobjectives.In2013,themajorachievement

were; 285 ethnic children graduated by 12 pre-centers; 268

students in 13NFEwere enrolled inGrade-I toGrade-VII;

improvedlife-skillofadolescentsgirlsthrough56SHONGLAP

centers; established 8 people’s organizations to protect the

rights of indigenous community.

NON-FORmAL ADULT EDUCATiONThis Federation-based project provides access to non-formal

adult education, providing literacy and numeracy as well as

social awareness-raising and work skills. Mainly intended for

young people, the project also introduces modern technology

through e-mobile libraries.


tRaining

Adult education remains an essential tool for RDRS and

our clients and in 2013 we ran 323 residential courses

of varying lengths, at our 10 training centers or in the

field. Of these, 243 were in-house sessions for Federation

leaders, women’s forums, tribal leaders, youth groups,

teachers, health workers, actors and musicians, and others.

The courses on offer supported leadership and organization;

advocacy and networking; accounting and record-keeping;

training of trainers; reproductive health for adolescents; risk

management and climate-change coping strategies; and,

staff responsibilities. As always, we provided awareness-

raising courses and on- and off-farm income-generation

skills training for social and economic enhancement of

our members. The 80 remaining courses were run for other

institutions, such as local government, commercial bodies

and NGOs. About 8,200 people attended our training

sessions, of which just over 6,000 were RDRS members and

staff, and 2,200 from outside. The vast majority (5,200) of

participants were women.

QUALiTY OF LiFE


Food security is always at the forefront of concerns in Bangladesh

and the country has achieved greater grain production through

introduction of new technologies and crop varieties. RDRS uses

the “Farmer Field School” (FFS) extension model to spread appropriate

improved farming practices among our farmers who are quick to adopt

profitable and sustainable technology. Being in FFS provides our small

and marginal farmers with access to Government services and support

within their own Groups. The FFS are linked into Federation Forums

for Farmers (FFF), an apex body that manages FFS formation and

development.In2013,400FFS(66%women-led)with9,300farmers

were in 40 FFF across the working area experimenting with various

systems.

SUSTAiNABLE CROPPiNg iNTENSiFiCATiONIn this project, the FFS are testing an intensive four-crop sequence

(aman rice-mustard or potato-mungbean-aus rice) against the

traditional cropping pattern (boro rice-aman rice-potato). The new

technique was devised by our staff and local researchers to improve

NATURAL RESOURCES ANd ENVIRONMENT

agRicultuRe

ANNUAL REPORT 2013 37NATURAL RESOURCES AND ENviRONmENT

crop productivity and provide employment during the lean

season. Demonstration results indicate farmers are using

much less underground water for irrigation, lessening

soil desertification. They also have pulse and oil seeds to

sell, increasing incomes and cutting the national need for

imported foodstuffs. By providing bio-mass for composting,

the new method does away with the need for chemical

fertilizers. Finally, as yields have risen by 20% and returns

by 76%, so the number of laborers employed by farmers

using this system in the monga season has risen from almost

zero to over 100 per ha. This successful and sustainable

method for providing food security and jobs is now being

implemented by others across the working area through the

FFS and FFF.

hOmE gARDENiNgThis is an easy, popular and successful means for farmers to

improve household food security. On the one hand, there is

healthy food on the doorstep for feeding the family; on the

other, the sale of some of the fruits and vegetables brings

in much-needed cash. By tending gardens all-year round,

families are able to overcome seasonal availability and be

more self-sufficient. Since the work is done by women, it has

the added benefit of empowering women through control of

their own incomes and working conditions. These factors

then improve health, lower maternal and child mortality

rates and contribute to the community’s well-being. In

2013, 1,250 new gardens were established.

FiSh-RiCE CULTUREItisestimatedthat30%ofrice-growinglandinBangladesh,

including our working area, is ideal for pisciculture due to

water-retention capacities. With growing demand for fish

alongside declining agricultural acreage, this sustainable

environmentally-friendly method affords good income-

earning opportunities for our farmers, with 200 more

establishing this practice in 2013.

vERmi-COmPOSTCompost developed from the excreta of earthworms on

locally-grown bio-waste is very rich in humus and excellent

forcropsaswellascleanandodorless.In2013,140farmers

established vermi-composting for their own fields and

gardens, selling the remainder to their neighbors, increasing

their incomes.

38 ANNUAL REPORT 2013 NATURAL RESOURCES AND ENviRONmENT


COmmUNiTY RiCE BANkThese are provided for ultra-poor households who suffer

the most during the agricultural lean seasons or after such

disastersasfloodsordrought.Thericebanksmeanthese

families no longer go to money-lenders or sell their labor

in advance. As members of RDRS groups, the members are

encouraged to save a little bit of rice each day to deposit in

a community store for when disaster strikes. There are now

over 300 rice banks supported by 8,000 households.

CONSERvATiON AgRiCULTUREThis project is introducing farming practices such as zero-

tillage, permanent bed planting and strip farming with the

intention of reducing fuel, labor and water use at the same

time as improving the soil conditions. Begun in 2008, the

experimentsusemainlyrice,maizeandpulses.Conducted

by our FFS these have shown benefits from intensive

cropping patterns, new ways of tilling the soil and improved

productivity with site specific nutrient management.


FooD FoR pRogReSS FoR banglaDeSh

Bangladesh has a cropping intensity of 191%, but it still

cannot feed all its people. The only way it can improve

its food security is to introduce new technologies, tools

and crops on even its smallest landholdings, like those owned

or leased by most farmers in our working area. One way of

doing so is by liming the soil to increase the crop value by

5% in a year. By promoting this method among our Farmer

Field Schools more than 20,000 families have doubled their

incomes and greatly improved their living standards.

FooD SecuRity anD Soil FeRtility in hilly aReaS

This project took place in the hills of south-east

Bangladesh. It was set up to improve food security

among small and marginal farmers in an area that has

become environmentally-degraded over time through over-

use of a marginal landscape. Among our interventions to

increase yields and thus improve incomes and nutritional

intake among farming families were the diversification of

crops; changes to cropping patterns; addition of improved

seeds, fertilizers and machinery; and, training to improve

skills and raise awareness. As well following modern

cropping patterns, farmers established 45 tree nurseries with

seedlings and saplings; around 300 homestead gardens were

established; power tillers, tubewells and shallow pumps, rice

threshers, and other agro-technologies were introduced;

and, chemical fertilizers were replaced by environmentally-

suited compost. Those taking part attained higher incomes

and were able to eat more often and more healthily.

NATURAL RESOURCES AND ENviRONmENT

Dulal Mia is a small farmer with a large family

of 7 to feed. He knew the traditional method he

used on his 230 decimal plot was inefficient, but it was only when he joined the Modho

Goalgari Farmers Field School (FFS) in Baliadangi that he found a solution to his problem

– limingtheacidicsoilandsomaking itmoreproductive.Heagreedtodemonstrate

the benefits of liming to his neighbors and dug two patches of potatoes, one in the

traditional way and one with limed soil. From the first, he harvested 400kgs; from the

second, he got 560kgs. For Dulal the benefits were outstanding; since then he has always

limedhissoil,whetherforpotatoesorvegetablessuchasbrinjal.Inthefirstyear,the

crops brought in 78,000Tk profit. Dulal and his family had never had so much money

and decided to lease another 66 decimals, which still left enough to send the children to

school. A keen farmer, Dulal, supported by RDRS, still experiments with different crops

for his FFS and all other neighbors are welcome to ask his advice.

ThE BENEFiTS OF LimiNg


FooD SecuRity FoR ultRa-pooR Women

This project was set up to empower 40,000 ultra-poor

women and their dependents in Gaibandha through

enhanced food security, greater rights-awareness and

income-generation opportunities in their neighborhood

disaster-preparedness ventures. The women organized

themselves into 1,500 Women’s Village groups through

which we provided training, social literacy and awareness-

raising at fortnightly meetings. They were encouraged to

save 5-10Tk out of their pittances and, at the end of 2013,

had accumulated 21mTk while over 2,100 women have since

taken ownership of khas (riverbank government land) to

establish homesteads.

Following training from agriculturalists, all the women were

given livestock (cattle, goats, poultry) to rear or fatten;

the success is seen in the healthy and productive animals

the women still own. Other income came from building

homestead plinths for themselves and their neighbors and

the women have managed to raise their nutritional intakes,

most now being able to afford 3 nutritional meals every day.

Among the women, the use of tubewells and sanitary latrines

is almost universal. With many of the women suffering

some form of disability, the provision of glasses, tricycles,

protective footwear and other prosthetics as well minor

operations on eyes, cleft lips, etc, proved extremely popular.

This was also very productive as it creates confidence,

independence, mobility and security while out working.

Support for community-based organizations in the women’s

villages has been carried out alongside and 60 Federations

have been established, the villagers inspired on visits to

existing Federations. Major hurdles faced when the women

tried to purchase the necessary land were overcome and

theCentersarenowbeingbuilt.Thisyear,300Federation

leaders received training on management, governance,

women’s rights and disabilities to meet the specific needs

of the membership. One experienced at the beginning of the

project was illiteracy, with many women unable to write their

signatures. However, literacy classes have overcome that

barrier and given the women a greater sense of self-worth.

NATURAL RESOURCES AND ENviRONmENT

Aysha Begum always

lived in poverty, as

a child, a wife and a

mother. Disabled, she never earned enough to live on as a

day laborer. Rofiz, her husband is also disabled and often

too weak to work. With their 3 decimal homestead too small

to provide for them, Aysha and Rofiz struggled to survive

and their three children, one son and two daughters, never

went to school. Their misery was compounded when their son

married a girl from another village and left the family home.

When the elder daughter reached an age to wed, the only

husbandtheycouldfindwasanotherpoorman.Itwasnot

long after the marriage that the girl returned home because

the couple had no money at all and needed Aysha and Rofij to

keep them. At this point, in 2010, Aysha was asked to join an

RDRS project providing support to ultra-poor people. With 29

others in the Dawnala Group, Aysha attended the meetings

and, when they reached the stage of setting up an income-

generating activity, opted for goat-rearing. She began with

an “asset package” of 2 goats, a shed and some feed; within

a few months she had 4 kids on her hands. Two were handed

over to the another beneficiary and 2 were sold at the market

for 2,400Tk. With that money, she bought 10 ducks for

2,000Tk, rearing ducklings which she sold for 8,000Tk to buy

4 geese for 2,400Tk. Today, Aysha has 8 goats, 64 geese, 70

pigeons, 16 chickens and 300 ducklings. The total value of

her livestock is about 86,000Tk; her duck eggs alone bring in

1,200Tk a month. Despite their disabilities, Aysha and Rofiz

and their daughters and sons-in-law run a successful business

and manage a very productive homestead garden. Soon, they

hope, they will be able to buy some land and ensure their

grandchildren will have a better start in life.

FROm ExTREmE POvERTY TO A gOOD LiFE

Front left: EUdelegateJoaoAnselmo,TechnicalAdvisorICCOLeonardZijlstraand

HeadofGFSUPWprojectofRDRSNazrulGhanispeakwithprojectparticipants


paRticipatoRy maRketing SyStem

The goal of this partnership project is to empower small

and marginal farmers in the marketplace, and thus

reduce rural poverty and enhance food and nutritional

security among the poor. We use a participatory marketing

system to develop their skills and ensure they receive fair

prices for their produce. Working with 500 milk producers,

25 livestock vets, private companies and Government

officials in Nilphamari, we established an alternative

marketsysteminourRuralSalesandServiceCentre.There,

farmers were able to access veterinary and support services

(private and governmental) buy inputs at reasonable

prices, and get a fair price for their milk, thus improving

their entrepreneurial skills. Through commissions from the

MilkvitaCompany,rentingofspacetovets,andprovidinga

safespaceforfarmers,manyofwhomarewomen,theCentre

earned around 700Tk per day.

aDaptation anD mitigation FoR climate change

To assist our clients deal with climate change, we

have introduced a two-pronged strategy. On the one

hand, mitigation efforts reduce emissions; on the

other, adaptation introduces new techniques and tools.

Despite decades of advance, our poverty-afflicted clients

still consider environmental disaster as normal; for them,

learning new ideas and skills for dealing with climate

changeisnodifferentfromcopingwiththehunger,floods,

droughts, heat and cold that have faced Bangladesh’s rural

poor for generations.

DROUghT-TOLERANT RiCE CULTivATiONAlso common across our working area are problems associated

withdrought.NewvarietiesdevelopedatIRRItodealwith

this,thequick-growingBRRIdhan56andBRRIdhan57,as

proved by our demonstrator farmers, can survive 25-30 days

of drought with yields of 4-4.5 tons/ha.

CULTivATiNg SwEET PUmPkiN ON SANDBARSNear the rivers, where many of the poorest and landless

families live, the land is often infertile but sweet pumpkin

cangrowhere.In2013,120charfarmerssuccessfullyplanted

this crop and, since it is easily stored for long periods, relied

on it during the lean season of monga.

ALTERNATE wETTiNg AND DRYiNgThis irrigation method can reduce water use by 30%, saving

energy and fuel. The technology is simple: a plastic tube

or bottle filled with water is inserted into the soil and only

when the surface dries out and the water table falls below

15cmdoesthewaterflowfromthehose.Thissystemensures

water reaches the plants in need and, on our farmers’ 470

demonstration plots, also increases yields.

FLOOD-TOLERANT RiCE CULTivATiONOne of the visible effects of climate change in our working

area has been the increase in number and intensity of

flashfloods that now submerge rice fields for 1-2weeks.

Traditional rice varieties would last 4-6 days under water;

new ones can live 15 days. This year, 1,100 demonstration

plotswereplantedwiththeflood-tolerantBRRIdhan51and

dhan52 varieties that produced yields of 3.5-4.5 ton/ha.

RENEwABLE ENERgYBangladesh is blessed with an abundance of sun, water and

biomass, ideal for renewable energy production would be

of great benefit to the rural poor, many of whom are still

unconnected to mains supplies. Through the Solar Home

Systems Program, individual homes can install solar panels

on their roofs for running lights, small TVs, radios and even


charge cellular phones, transforming lives. Likewise, panels

installed at marketplaces make evening marketing simpler

andsafer.Easytomaintainandwithnomonthlybills, this

formofenergyisprovingverypopular.In2013,about90char

families made use of this facility, taking our total to 1,300.

hOmESTEAD PLiNTh RAiSiNgFor families living near the rivers, flooding is inevitable,

sometimes 2-3 times a year, sometimes washing away their

homes and belongings. To counter this, we have long encouraged

ground-raising of the homestead to ensure the house, tubewell

and latrine remain above the water-level and to provide a place of

refuge for family and livestock. Sixty plinths were built in 2013.

community climate change

The future existence of Bangladesh and its people hangs

in the balance, depending on how the country deals with

theimpactofclimatechanges.In2009,theGovernment

set out its “Bangladesh Climate Change Strategy and Action

Plan”andopenedamulti-donor “BangladeshClimateChange

ResilienceFund”.This ledtoPalliKarmaSahayakFoundation

(PKSF) providing funds in 2013 to RDRS to implement a

project inChilmariupazilaofKurigramdistricttoreducethe

vulnerability of the poor and disadvantaged populations to the

impact of climate change in 2013. Through it, we are working

to improve community resilience and food security amongst our

membersinflood-proneareas.Througharangeofactivitiesthis

will strengthen community risk reduction factors and improve

people’s adaption capacities. Working with 4,000 households,

we are establishing Climate Change Adaptation Groups and

Tasks Forces, focusing upon food security, social protection,

disaster-management, etc.


chaRS livelihooDS

This project aims to improve the livelihoods of one

million poor residents of the Chars, remote, unstable

and infertile sand bars and islands on the large rivers in

KurigramandRangpur.Eachyear,hundredsoffamiliesmove

because their homes and land have been washed away by

floods;mostpeoplewillmovehouse4-5timesintheirlives.

We focus on creating sustainable infrastructure for physical

protection; strengthening livelihood skills for food security;

and, raising living standards through social changes.

This year, our participation system was altered to become

statistically more useful. Just under 2,300 people enrolled

in 99 new groups that received 16,500Tk loans to rear cattle

for income generation. Our Group Members installed over

6,000 latrines and 1,000 tube-wells to greatly improve

their families’ health and living conditions. During the

agricultural lean season, monga, many were employed at

339Tk per day on ground-raising projects for homesteads

and public buildings, such as schools and clinics that provide

refugeduringfloods;877peoplephysicallyunabletowork

were given cash up to 1,000Tk to ensure they did not go

hungry.ThroughourMilkMarketDevelopmentProject,38

Milk Business Groups with 950 members were successfully

set-up with improved breeds of cattle and better access to

the market.

Abia used to earn a little money by going from door-

to-door in her village of Ujan Zograr Char or by

begging inthemarketplace. Itwasamiserable life

forAbiaandherthreeparentlessgrandsons.In2012,thingschangedforthebetter

whenshe joinedourCLP.Afterher introduction toRDRSand itsaims, shewas

given a choice of what kind of income-generating project she wanted to set up;

an old woman with no land or livestock to her name, she opted for renting land,

leasing 12 decimal for 16,000Tk which her grandsons were able to work. The first

season Abia and the boys cultivated rice they earned 3,000Tk profit; the next

season’s crop produced 1,800Tk; she expects her next harvest to bring in 3,500Tk.

As well as making sure her grandsons work hard, Abia goes regularly to the Group’s

meetings and listens hard on the training courses, which cover everything from

composting to seed preservation. Now she has a small vegetable garden, using

seeds,fertilizer,fencing,saplingsandseedpotsofferedbyRDRS.Everyday,Abiais

able to give her grandsons fresh vegetables at mealtimes, selling what she cannot

use to buy things she cannot grow. Watching her grandsons become healthy and

happy makes Abia a very happy woman.

FROm BEggiNg TO gROwiNg


enviRonment anD DiSaSteR pRepaReDneSS

Natural disasters have always been a fact-of-life in

Bangladesh but increasing human activity in the

form rising population, unplanned urbanization,

environmental degradation and the effects of climate

change (rising sea levels, stronger cyclones) are making a

difficultsituationevenmorechaotic.Inthepast,thelocal

population was unprepared, hard-hit and slow to recover

from catastrophic events; today, they are knowledgeable,

better prepared and have the resources to get back on their

feet quickly. We work with Federations and others to raise

awareness among individuals; to create conditions for risk-

reduction in such areas as food security and ground-raising;

and to develop community-based disaster-preparedness.

DiSASTER-mANAgEmENT COmmiTTEESOurgoalistohaveDisasterManagementCommittees(DMCs)

in all Federations and villages. Volunteers undergo training

and take part in mock drills to ensure they have the skills,

confidence and resources required to defend their homes as

effectively andefficiently aspossible. In2013, 50Village

DMCswereestablished,260volunteersundertooktraining,

and almost 15,000 people attended mass awareness-raising

events across the working area. DMCs are encouraged to

raise funds for use before, during or after catastrophes and

thus mitigate the severity of any event.

PLANS AND PREPAREDNESSThe type and intensity of environmental threats to

our clients vary across the working area depending on

proximity to rivers and the Himalayas and degree of

physical protection (forests, river banks, high ground), etc.

DMCs gain understanding and use resources better when

they develop their own Community RiskAssessments and

disaster-preparedness plans. These are used during mock

drills; for funding purposes; and, to highlight weaknesses

at household and community levels. The plans are also used

to build defenses, such as tree plantations that not only

protect the land but provide much-needed work to the

poorest women in the Federations. In contrast, our radio

stationinChilmarisendsoutdailyearlywarningmessages

char dwellers in Kurigram. About 500,000 people listen in

to these as well as the programmes on other issues, from

women’s rights to vegetable farming.

2013 EmERgENCiESIn response to flooding in Panchagar,we distributed foodpacks (5kg rice; 0.5 molasses; 0.5kg lentils; 0.5l oil; 2 sachets oral rehydration solution) and installed 6 latrines, 3 tubewells and a medical camp. A further 1,000kg aman rice was provided to 200 affected farmers. During the winter cold snap, 7,000 blankets were distributed to the elderly, disabled and homeless. Following the collapse of the Rana Plaza in Savar, and the death and injury of thousands ofgarment workers, RDRS staff contributed one day’s salary to the national Relief and Welfare Fund.


SingRa Sal FoReSt

Only a few patches remain of the forest of Sal trees that

originally covered Bangladesh, and many of these are

under threat from encroaching villages. To minimize

damage,weareimplementingtheproject ‘Restorationand

ConservationofBio-diversityinSingraSalForest’,tobring

together local villagers and the Forestry Department in the

Singra National Park near Dalagram. A Co-management

Councilwassetupinvolvinglocalpeoplefrom9ForestUser

Groups, CommunityPatrolGroup, Federationandeco-club

of school students. Through the Federation and Groups a

revolving loan fund was established for the forest-dependent

communities. Over 250 members have accessed this, created

their own savings and bought land of 12.5 decimal for their

own use. The Federation was able to lease 150 decimal for 3

years in an open bid. Activities established include paddy,

vegetable gardens, cattle and poultry-rearing, tailoring,

shops and rickshaw-pulling. Within a year, the rate of forest

extraction had halved, mainly due to the introduction of

improved stoves; planting of fuel-wood trees around the

village; and involvement of local people in the forest’s

management which has created a sense of pride in their

local wood.

During the day, Mihir Ali was

a day laborer in Dalagram;

at night, he and his friends,

in cahoots with a local timber merchant, cut down trees

illegally. Today, he is still a day laborer, but at night he

goes out to protect the forest.

“I amMihirAli, a local day laborer likemy fatherhere

in Dalagram.When I was young, I used to go into the

Singra Sal Forest regularly with my father and chop down

sal trees to sell to timber trader. Itwasaneasyway to

earn huge amounts of money, especially when there were

no laboring jobs. As I got older, illegal loggingwasmy

mainsourceofincome.WhenRDRScame,Ididn’tbelieve

anything they said, and me and my friends tried to stop

themtalking.ButslowlyIcametounderstandwhatthey

were saying, about how it is our home and our soul we are

destroying.SonowI’mavolunteerwiththepatrolgroup.

I’vealsobeenabletostartfarmingagain,asRDRSgave

me a loan of 50,000Tk and Imade 120,000Tk frommy

first cucumber harvest. Now my children can go to school

without shame.”

FOREST- FELLER TO FOREST-PROTECTOR


ThE PROgRAmNumbers:Attheendof2013,ourMicrofinanceProgram’s164branches(1,730 staff) supported around 289,000 families (2m people) with

financial, technical and social inputs. Among our participants, roughly

60,000 were ultra-poor; 196,400 were farm laborers or landless/

marginal farmers; 30,300 were small farmers; and, 2,600 were from the

Adibasi (tribal) communities.

New Initiatives: 2013 saw extension of our services through the pilot

DevelopingInclusiveInsuranceSectorProject(DIISP)forloans,health

and livestock. Two other policies introduced were Loan Write-off and

Scholarships. We also opened eight new branches for clients in remote

or unserviced corners of our working area (Banglabandha, Voulagonj,

Dashmail, Kakina, Rangpur Sador, Dantvanga, Taratia and Satgaon).

Loans and Loan Insurance: In2013,239,027participantsborrowedjustover4,300mTkforinvestmentinincome-generatingactivities.In

the event of death of the borrower or main earner, the loan insurance

taken out provides for exemption of the loan balance, return of any

ECONOMIC EMPOwERMENT

micRoFinance

ANNUAL REPORT 2013 49ECONOmiC EmPOwERmENT

savings and a cash pay-out of 5,000Tk (5,000Tk for death,

and 3,000Tk for serious illness or disability in ultra-poor

families). The borrowers pay a one-off premium of 0.7% of

the loan with 40Tk as funeral cost while a risk fund operates

forultra-poorfamilies.In2013,825familiesbenefitedunder

this plan; RDRS paid out just under 3mTk and exempted just

over 2mTk of loan balances.

Remittance service: This popular venture is using as a form

which allows easy and quick access to the remittance for the

manyruralpoorfamilieswithrelativesworkingabroad.In

2013, 579 clients took delivery of over 12mTk through this

service.

savings Mobilization: Both RDRS and our clients benefit

from this service which helps poor families to save small

amounts, building up their own assets and creating capital

for our revolving funds program. Savings are compulsory

on a weekly basis, but members can also use the Monthly

Savings Deposit Scheme that gives a higher rate of return.

Training: We offer a wide variety of income-generation

training courses for improving the capacities of individuals

andcommunities.In2013,950clientswentonleadership

courses and over 12,200 members undertook skills

development. During 2013, our training unit was re-

organized and 840 staff given training to improve the range

and quality of service to our clients.

PROJECTSsocial Performance Management Project (sPM): This

3-year project, designed to ensure sustainable development,

was piloted from January 2013 among 3,100 members in

Durakuti and Domar. Alongside loan provision, the focus is

on capacity-building, rights and responsibilities awareness,

technological innovation, income-generating skills, primary

health and other services. The objective of this project is to

create a transparent service-delivery system balancing social

and financial factors.

Program Initiative for Monga Eradication (PRIME): This

is for households using traditional farming practices and

suffering monga, the seasonal hunger afflicting marginal

farmers and farm laborers. Access to our technical, financial

and social support enables them to obtain higher yields

and, through supported access to market, fairer prices, thus

50 ANNUAL REPORT 2013 ECONOmiC EmPOwERmENT

avoidingmonga.In2013,some112,000ultra-poorfamilies

in 53 branches in Kurigram, Lalmonirhat and Nilphamari

benefited from this integrated approach that uses results-

based monitoring to ensure effectiveness.

North-West Crop Diversification project (NCDP): 2013

saw over 31,300 small farmers receive credit (473mTk) in

this project to produce high value crop through effective

dissemination of new ideas and methods.

Adibasi Empowerment: This addresses the problems of

the minority tribal peoples by providing loans for land

redemption alongside training in income-generating

activities. Over 2,500 members attained standards-of-living

nearer to those of their mainstream neighbors, with loans of

around 11mTk and savings of 7.5mTk, in 2013.

Micro-enterprise: In 2013, almost 5,500 experiencedparticipants received over 710mTk in loans to expand

their existing, successful enterprises and so create local

employment for others in their neighborhood.

Land Lease Loan for Char Dwellers:Through‘LearningandInnovationFundtotestNewIdeas(LIFT)’projectthisloan


product enables char dwellers to rent land and improve their

income-generatingactivities.In2013,thisnow-mainstream

project allowed 3,675 farmers to rent 660 acres using loans

of 61mTk.

Migration as a Labor Market Intervention: This project

providing small loans of 1,000Tk to enable seasonal migration

among agricultural laborers and marginal farmers is proving

very effective from the borrower’s perspective. Alongside it,

RDRS is supporting a study by Sydney University, Australia

on how monga affects migration patterns in a research

project entitled “How does competition among microfinance

institutions(MFIs)affectlendersandborrowers?”

Not so long ago, like many of her

landless neighbors in Kashipur,

Thakurgaon, Fatema Begum

struggled with the daily task of

staying alive. To try and provide for his family, Fatema’s

husbandhadcrossedintoIndiatofindwork,buthecame

back empty-handed and disabled after an accident at the

factory which had employed him on low wages. Desperate,

Fatema searched for ways of earning money. She only had

one skill, which was mat-making, but for that she had to

find the capital to buy the materials. For Fatema, the way

out was through the Kadihat Mohila Dal, Bottoli. Joining

that, and listening carefully to the advice the workers

gave her, she was soon able to borrow 5,000Tk which was

enough to buy 4 kheddi (handlooms). At first, she and

her husband did the work themselves but word of the fine

quality of their work soon spread and they were inundated

with orders. To meet growing demand, Fatema asked for,

and received a loan from RDRS, this time much larger.

This allowed them to set up two factories, with 11 kheddi

and 11 workers in each, supervised by Fatema. Today, she

providesdifferentkindsofmats–forthefloor,forspecial

visitors, for prayer. The couple sells them around the

local district earning 24,000Tk per month after they have

repaid their loan installments and their workers. With a

house, almost an acre of land and a factory worth 3mTk,

Fatema and her husband finally have enough to eat and

to enjoy life with her children.

DESPERATiON TURNS iNTO FiNE QUALiTY

ECONOmiC EmPOwERmENT

Year wise Credit Disbursement

Am

ount

in M

illio

n BD

T

Yr-2

004

Yr-2

005

Yr-2

006

Yr-2

007

Yr-2

008

Yr-2

009

Yr-2

010

Yr-2

011

Yr-2

012

Yr-2

013

509.

38

4500

4000

3500

3000

2500

2000

1500

1000

500

0

896.

12

1112

.74

1149

.42

1545

.26

1836

.34

2346

.61

2967

.37

3343

.88 43

15.0

9

Year wise Savings Balance

Yr-2

004

Yr-2

005

Yr-2

006

Yr-2

007

Yr-2

008

Yr-2

009

Yr-2

010

Yr-2

011

Yr-2

012

Yr-2

013

1000.00

800.00

600.00

400.00

200.00

0.00

Year wise Loan Outstanding

Am

ount

in M

illio

n BD

T

-200

4

-200

5

-200

6

-200

7

-200

8

-200

9

-201

0

-201

1

-201

2

-201

3

525.

972

705.

092

733.

025

781.

367

1007

.959

1139

.768

1379

.999

1718

.483

1987

.163

2208

.609

2500

2000

1500

1000

500

0



Year wiseStaff Position

Yr-2

005

Yr-2

006

Yr-2

007

Yr-2

008

Yr-2

009

Yr-2

010

Yr-2

011

Yr-2

012

Yr-2

013

2000

1800

1600

1400

1200

1000

800

Yr-2

004

Yr-2

005

Yr-2

006

Yr-2

007

Yr-2

008

Yr-2

009

Yr-2

010

Yr-2

011

Yr-2

012

Yr-2

013

Year wiseRecovery Rate

100%

99%

98%

97%

96%

95%

94%

93%

92%

91%

90%

93%

11081177

1243

14501508

14601581 1603

1730

95%96%

97% 97% 97%

99% 99% 99% 99%

Own Fund35%

MembersSavings

39%

Borrowings26%

Revolving Loan FundComposition

Yr-2

004

Yr-2

005

Yr-2

006

Yr-2

007

Yr-2

008

Yr-2

009

Yr-2

010

Yr-2

011

Yr-2

012

Yr-2

013

Year wiseOperational Self

Sufficiency

140%

120%

100%

80%

60%

40%

20%

0%

89%101%

108%102%

107% 111%

126% 119%133% 128%

54 ANNUAL REPORT 2013 ECONOmiC EmPOwERmENT

micRoFinance pRogRam

AT A GLANCEOUTREACh wiTh gENDER DimENSiONParticulars Yr-2013 Yr-2012 Yr-2011 Yr-2010

VillageCovered 10,565 10,565 10,565 10,565UnionCovered 472 467 467 467Upazila(SubDistrict)Covered 61 57 57 55DistrictsCovered 12 11 11 11

Total MF Group Members 289,068 303,166 305,188 343,749PercentageofFemaleMFGroupMembers 90% 89% 89% 87%

Total MF Group 17,186 16,729 16,610 18,598PercentageofFemaleMFGroups 87% 87% 87% 85%Total Borrowers 216,249 240,921 240,398 253,692Female Borrower 194,791 213,652 213,954 224,792

Male Borrower 21,458 27,269 26,444 28,900PercentageofFemaleBorrowers 90% 89% 89% 89%BorrowersReceivedCreditthisYear 239,027 199,201 188,468 219,793

Total Branches 164 156 156 155

CREDiT DiSBURSEmENT AND RECOvERY (Amount in million Taka)TotalCreditDisbursement(Cumulative) 22,719.419 18,958.775 15,614.893 12,646.762TotalCreditRealized(P.+S.Charge) 23,237.511 18,839.464 15,638.831 12,715.751TotalOutstanding(Principal) 2,208.609 1,987.163 1,718.483 1,379.925TotalCreditDisbursement(Year) 4,315.088 3,343.882 2,967.371 2,346.653

TotalCreditRecovery(Year) 4,488.047 3,500.528 2,920.156 2,346.653CreditRecoveryPrincipal 3,969.414 3,064.210 2,600.965 2,106.375CreditRecoveryInterest 518.633 436.318 319.191 237.583Rate of Recovery 99% 99% 99% 99%

SAviNgS mOBiLiSATiON (Amount in million Taka) TotalSavings(EndBalance) 924.526 814.641 699.321 577.954

SavingsCollection(Year) 372.324 258.648 260.407 231.334

SOmE imPORTANT RATiO/iNFORmATiON Operational Self Sufficiency 128% 133% 119% 126%YieldonPortfolio 21.10 22.06 20.60 18.98Savings Loan Ratio 42% 41% 41% 42%Average Loan per Borrower (Disbursement Taka) 18,053 18,365 15,736 10,677Average Savings per Borrower (Taka) 4,275 4,090 3,709 2,630Average Loan per Loan Officer (Taka) 2,686,872 2,408,682 2,038,529 1,686,950CostperTakalent 0.09 0.08 0.09 0.07Total MF Staff 1,730 1,603 1,581 1,452

Total MF Female Staff 419 378 196 264


RDRS enteRpRiSe

In2013,RDRSEnterprise (PvtLtd)producedagriculturalinputs (seeds, poultry feed and fish hatchery) and

handicraft products. We sold rice, potatoes, vegetable

seeds, poultry feed and fingerlings to 20,000 farmers, 1,000

breeders and 1,000 fish-farmers, earning over 685,000Tk

profit. These items were distributed to market traders as

well as our Group Members in order to spread modern ideas

and improved seeds as widely as possible. On the handicraft

side, 3,300 women were taught mat-making, weaving and

embroidery in 2013. We were able to buy back 30,000 sq. ft

of matting, 8,500 yds of cloth; 2,300 garments; and 8,000

seed bags from 2,100 women who earned 180Tk per day on

average who put in approximately 8,500 days.


To impart ideas easily and clearly to a semi-literate and technology-

poor society at the same time as communicating with literate and

technology-advanced partners has been a long-standing challenge

for RDRS. In the past, it would take days for information to reach

the furthest corners of our working area and partners abroad; today,

contact on the internet can be immediate. However, though easier to

reach with an improving road system, the vast majority of our clients

still lack money to invest in modern communication.

Working at the grassroots, therefore, we still use such traditional

methods of reaching the rural poor as attending village meetings and

gala days; putting posters in public; holding openair folk-singing,

drama and cinema events. These activities not only break up the

monotony of rural life, allowing people to absorb development issues at

home and among neighbors, they also allow us to listen to our clients

and respond appropriately. We also use national radio, television and

newspaper to spread ideas through documentaries, dramas, adverts and

articles.

MEdIA ANd COMMUNICATIONS

ANNUAL REPORT 2013 57mEDiA AND COmmUNiCATiONS

RADiO ChiLmARiIn2011,westartedacommunityradiostationinChilmari,

Kurigram; it is now a well-known voice for and from the

people of an environmentally-vulnerable, socially-backward

and economically-deprived corner of our working area. It

is sponsored by a variety of local organizations while our

Federations and members, who consider it “their station”,

take great pride in its relevant, quality output. The channel

broadcasts programs dealing with development issues,

notably relaying regular weather and flooding reports

as part of our disaster-preparedness project. We also put

out entertaining music and drama programs enjoyed by

thousands.

Aproject set up in 2013 and supported by theBBC aims

toincreasetheaudienceforEnglish-languageprogramsby

broadcastingaregularBBCprogramonRadioChilmariand

encouragingyoungpeopletojoinEnglishLanguageClubsat

their Federations.

Community people receives different type of development messages including local market price as well as

entertainment through Radio Chilamri


RDRS takes a rights-based approach in our development programs

by providing skills, knowledge, funds and confidence to empower

individuals and communities to change their society for the better.

We actively support a number of campaigns:

• National Budget: To create equal opportunities through access to

Government funds, we organize pre-Budget discussions between our

membersandtheirMPs(MembersofParliament).

• Women’s Rights: In ruralBangladesh,womenare still second-class

citizens and find it hard to find justice in the courts, so we campaign

on violence against women and support those women who find

themselves looking for justice through the courts.

• Agriculture: Through the introduction of intensive cropping patterns,

farmers are now able to produce more, earning more as well as

improving national food security.

• Health: We are campaigning on the issue of food adulteration through

awareness-raising and rallies and to improve attitudes to, and care for

HIV/AIDSsufferers.

• Education: We believe every child should have a good education in

safe surroundings, so our goals range from creating accountability at

the local level to dealing with mobile phone bullying.

• Microfinance: With interest expressed by our borrowers, we are

assisting them to develop links with other institutions and support a

sustainable national MF policy.

• Networking: Through links with other organizations, we are working

on creating decentralized and autonomous local Government structures

toprovidegreateraccessandinfluencebytheruralpoor.

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Established in 2002 as an institute for alternative research and

information on development issues and practice in the north-west

area,theNBIalsopromotestheeducationalideasoflocalpioneer,

BegumRokeya.ItisopentoallRDRSstaff,membersandsupportersas

well visiting scholars and researchers.

DATA ARChiviNg iNiTiATivEThis activity is on-going, putting information on RDRS and the rural

development arena into a digital network. A new server was purchased

in 2013 and should be accessible to all users in early 2014.

STUDENT iNTERNShiPSFour students completed the following, very different studies under the tutorship of NBI: • ParticipationofRDRSwomenbeneficiariesinagriculturalactivities

Rangpur District

• Effectonlivelihoodimprovementforshortdurationricecultivation

by RDRS beneficiaries Sadar Upazila, Thakurgaon District

NORTH BENGAL INSTITUTE

ANNUAL REPORT 2013 61NORTh BENgAL iNSTiTUTE

• River bank erosion and its impact on specific

environmental aspects: An exploratory GIS and RS-

basedstudyChilmariUpazila,KurigramDistrict:

• Violence against women: A case study of Sadar and

Kusha Raniganj Union Pirganj Upazila, Thakurgaon

District

PROgRAm STUDiES AND AUDiT• RuralWASH (Water, sanitation and hygiene) Program

Audit

• Youth Forum Activities of RDRS Bangladesh External

ProgramAudit

• Capacity-building in Target Educational Institutes

Sreemongal, Moulvibazar and Sylhet Districts Baseline

Study

BEgUm ROkEYA FORUmThis year, the Begum Rokeya Forum organized competitions

among student in Rangpur’s secondary schools and cultural

organizations to improve understanding of the issues of

girls’ education. With excellent participation, 63 prizes were

awarded. The Rokeya Award 2013, given to outstanding

advocates of women’s rights, was awarded to Sabera Khatun

(a social worker, women’s leader and educationalist) from

Rangpur and Dr Jahanara Begum from Dinajpur.

62 ANNUAL REPORT 2013 EvENTS AND viSiTORS

EVENTS & VISITORS

Dr. Salima Rahman,

ExecutiveDirectorofRDRS

Bangladesh, receives 8th

Citimicroentrepreneurship

award from Dr. Atiur

Rahman, Governor of

Bangladesh Bank

EsmaCaglar(2nd from left)

FinanceOfficerforHealthCare,

CORDAIDvisitsRDRSDhakaoffice

Mohammad Badiuzzaman,

ChairmanofAnti-Corruption

Commission,speaksinanevent

asChiefGuestinRangpur

ANNUAL REPORT 2013 63EvENTS AND viSiTORS

EVENTS & VISITORS

Dr. Salima Rahman,

ExecutiveDirector

of RDRS Bangladesh,

receives Manusher Jonno

Foundation award -

CertificateofExcellence,

fromSyedManzurElahi,

ChairpersonofManusher

Jonno Foundation

Md. Nurun-Nabi Talukder,

Director General of NGO Affairs

Bureau, speaks in a sharing

meeting at Begum Rokeya

Auditorium, RDRS, Rangpur

RepresentativesfromChurch

of Sweden meet with RDRS

staff at Dhaka office

2013 2012

BDT BDT

Tax deduction at source from third parties 3,545,936 6,264,417

VAT collection from customers 12,666,425 13,641,353

Incometaxdeductionatsourcefromstaffsalary 1,761,746 1,482,527

Total 17,974,107 21,388,297

CONTRIBUTION OFRdRS BANGLAdESHTO GOVERNMENT ExCHEQUER


Independent Auditor’s Report

TheExecutiveDirector

RDRS Bangladesh

House 43, Road 10, Sector 6, Uttara

Dhaka 1230

Bangladesh.

We have audited the accompanying financial statements of the RDRS Bangladesh which comprise the Balance Sheet as of 31 December2013,IncomeandExpenditureStatementandStatementofCashFlowsfortheyearthenendedandasummaryofsignificant accounting policies and other explanatory information.

Management Responsibilities for the Financial statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards as adopted in Bangladesh and for such internal control as managementdetermines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility and scope of AuditOur responsibility is to express an opinion on the financial statements based on our audit. We conducted our audit in accordancewithInternationalStandardsonAuditingasadoptedinBangladesh.Thosestandardsrequirethatwecomplywithethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment including the assessment of the risks of material misstatementof thefinancial statements,whetherdue to fraudor error. Inmaking those riskassessments, theauditorconsiders internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

OpinionInouropinion,thefinancialstatementsreferredtoabovegiveatrueandfairviewofthefinancialpositionofRDRSBangladeshasof31December2013andoftheresultofitsoperationsanditscashflowsfortheyearthenendedinaccordancewithaccounting policies described in the note # 2 to the financial statements and comply with the applicable laws and regulations.

Dhaka, ACNABIN

20March2014 CharteredAccountants


RDRs Bangladesh

BALANCE sHEET as at 31 December 2013(In Bangladesh Taka)

Note 2013 2012AssETs Current Assets

Bank Accounts 3.1 972,887,758 868,566,390 Cash 3.2 30,107,645 25,999,459 ProjectBalanceReceivable 3.3 36,744,813 18,977,847 Other Receivable 3.4 106,724,280 95,370,829 CurrentAccount-LWFGeneva 12,889,642 11,810,363

Total Current Assets 1,159,354,138 1,020,724,888

Non-Current AssetsLoans to Group Members 3.6 2,032,948,153 1,768,696,776 Fixed Assets 3.7Land 45,174,253 45,174,253 Building 226,450,119 208,730,769 Furniture & Fixture 22,868,595 19,724,060 OfficeEquipment 26,188,787 24,629,260 Machineries 6,919,776 6,919,776 OtherEquipment 12,767,842 10,355,890 Other Assets 3,744,617 3,718,097 Vehicles 9,634,486 8,861,756

353,748,475 328,113,861 Less: Accumulated Depreciation 113,382,205 97,210,899

240,366,270 230,902,962 Total Non-Current Assets 2,273,314,423 1,999,599,738 TOTAL AssETs 3,432,668,561 3,020,324,626

LIABILITIEs AND REsERVEsCurrent Liabilities

AccountsPayable 3.8 74,119,389 66,505,782 ContributionReceivedinAdvance 3.9 94,386,821 73,690,041 AccruedExpenses 3.10 5,387,224 5,104,657 Short Term Liabilities - Microfinance 3.11 120,541,527 88,196,765

Total Current Liabilities 294,434,961 233,497,245 Long Term Liabilities

Staff Gratuity Fund 3.12 96,682,131 86,299,322 Long Term Borrowings 3.13 628,374,996 543,916,662 Group Members Savings Deposits 3.14 924,526,128 814,641,341

Total Long Term liabilities 1,649,583,255 1,444,857,325 Reserves

Reserves 3.15 502,327,578 484,683,641 Net Worth - Microfinance 3.16 986,322,767 857,286,415

Total Reserves 1,488,650,345 1,341,970,056 TOTAL LIABILITIEs AND REsERVEs 3,432,668,561 3,020,324,626

The annexed appendix and notes form an integral part of the Balance Sheet.

Head of Finance Executive DirectorRDRS Bangladesh RDRS Bangladesh

This is the Balance Sheet referred to in our separate report of even date.

Dhaka, ACNABIN 20 March 2014 CharteredAccountants


RDRs Bangladesh

INCOME AND EXPENDITuRE sTATEMENT for the year ended 31 December (In Bangladesh Taka)

2013 2012

INCOME

DonorContribution 888,322,941 807,073,733

Non-ProjectIncome 15,352,926 38,995,843

LocalContribution:

ProgrammeParticipants’Contribution 2,514,071 2,811,540

OwnContribution 3,028,620 2,683,839

ServiceChargesonLoantoGroupMembers 443,090,164 436,857,567

InterestEarnedfromBank 34,427,072 34,025,512

CostRecovery/Sales 27,197,715 30,784,000

Office Facilities/Self-Financing Activities/Miscellaneous 75,381,567 55,810,030

Total Income 1,489,315,076 1,409,042,064

EXPENDITuRE

Civil Empowerment - Active Citizens, Civil society and Justice

Social Organization 86,473,734 90,018,015

Women’s Rights and Gender Awareness 9,684,889 17,190,058

NorthBengalInstitute 4,632,729 3,980,099

Quality of Life

CommunityHealth 97,114,573 84,572,471

EducationandAdvocacy 215,446,934 135,117,936

Food, Environment and Disaster Resilience

Agriculture and Food Security 316,250,285 341,074,930

EnvironmentandDisasterResilience 73,773,630 96,609,905

Economic Promotion 507,248,352 414,968,864

staff Capacity Building 2,989,485 4,024,864

supporting services, units and Programme Operations

ProgrammeSupportUnit 19,366,193 23,368,334

Administrative cost 12,445,396 19,733,040

Non-Project Expenditure 1,818,903 4,148,176

Total Expenditure 1,347,245,102 1,234,806,691

Increaseinreservesfortheyear 142,069,974 174,235,373

Less: Surplus of Microfinance operation transferred to:

Disaster Management Fund (4,779,132) (3,553,010)

Reserve and Surplus - Microfinance (119,646,905) (122,280,541)

Add: Reserves - Beginning of the year 484,683,641 436,281,819

Reserves - End of the year 502,327,578 484,683,641


RDRs Bangladesh

sTATEMENT OF CAsH FLOWs (total of all funds) for the year ended 31 December(In Bangladesh Taka)

2013 2012

Operating activities

Result for the year 142,069,974 174,235,373

Adjustments for:

- Depreciation 16,171,306 15,972,139

- Reserve and Surplus (3,106,172) -

Operating surplus before changes in working capital 155,135,108 190,207,512

Changes in working capital

- Advance accounts, other receivables & prepayments (11,353,451) 6,200,451

-CurrentaccountwithLWFGeneva (1,079,279) (2,080,615)

-Projectbalancesreceivable (17,766,966) 12,729,899

- Loans to group members (264,251,377) (249,036,301)

-Contributionsreceivedinadvance 20,696,780 (73,927,743)

- Accounts payable & accrued expenses 40,240,936 (42,019,733)

- Staff Gratuity Fund 10,382,809 11,440,373

- Asset Replacement Fund (43,405) 217,092

Net change in working capital (223,173,953) (336,476,577)

Net cash used in operating activities (68,038,845) (139,435,343)

Investing activities

Fixed Assets

- Acquisition of fixed assets (25,634,614) (33,063,714)

Net cash used in investing activities (25,634,614) (33,063,714)

Financing activities

- Long Term Borrowings 84,458,334 30,770,827

- Group Members Savings Deposits 109,884,787 115,383,706

- Revolving Loan Fund 350,000 -

- Disaster Management Fund 6,811,699 6,758,686

- Risk Management Fund 584,109 75,035

- Scholarship Fund 14,084 -

Net cash flow from financing activities 202,103,013 152,988,254

Net increase/(decrease) in cash and bank balance 108,429,554 (26,344,524)

Cash&bankbalanceatthebeginningoftheyear 894,565,849 920,910,373

Cash & bank balance at the end of the year* 1,002,995,403 894,565,849

* Cash and bank balance at the end of the year

Cashbalance 30,107,645 25,999,459

Bank balance 972,887,758 868,566,390

1,002,995,403 894,565,849


RDRs BangladeshNotes to Financial statements

For the year ended 31 December 2013

1. INTRODuCTION

RDRSBangladesh,thesuccessortotheBangladeshFieldProgrammeoftheGeneva-basedLutheranWorldFederation,Department

for World Service (LWF/DWS) was established in 1972. After 26 years of successful operation as an international organization,

LWF / DWS transformed RDRS into an autonomous national NGO (Registration - 003) with the legal entity as a Trust under

the name and title of “RDRS Bangladesh” through a registered Deed of Trust dated 16 June, 1997. By virtue of a Memorandum

ofUnderstanding (MOU) signedon29August2000,RDRSBangladeshalso enjoys the statusof an ‘AssociateProgramme’

ofLWF/DWStomaintainstandardsof integrityandprogrammequalityassociatedwithLWF/DWSFieldProgrammes.RDRS

Bangladeshisfunctioninginnineteendistrictsnamely;Rangpur,Dinajpur,Bogra,ChapaiNawabganj,Chittagong,Gaibandha,

Hobiganj,Jamalpur,Kurigram,Lalmonirhat,Moulavibazar,Naogaon,Natore,Nilphamari,Pabna,Panchagarh,Rajshahi,Sylhet

and Thakurgaon.

Brief Description of the Core Development Programme:

ThevisionofRDRSCoreDevelopmentProgramistheruralpoorandmarginalizedachievemeaningfulpolitical,socialand

economic empowerment, quality of life, justice and a sustainable environment through their individual and collective efforts.

The mission is that RDRS works with the rural poor and their organizations in order: to establish and claim their rights as

citizens; to build their capacity and confidence to advance their empowerment, and resilience to withstand adversity; and to

promote good governance among local institutions and improved access by the marginalized to opportunities, resources and

services necessary to fulfill decent lives.

InordertofulfilltheRDRSMission,RDRShasagreedstrategicaimstoguideitsdevelopmentinterventions.Overall,RDRS

seeks:

To ensure the rights of the rural poor in Bangladesh:o to enjoy the full benefits of citizenship; and thus to challenge exclusion, discrimination, exploitation and injustice

(women, landless, ultra-poor, char dwellers, ethnic minorities, physically challenged)o to organize, to be represented and to have their voices heardo to a sustainable livelihood (including food security)o to a decent quality of life (including access to basic social services and health)o to security from harm (including domestic and social conflict, disaster, environmental degradation and climate change

effects)

The strategic aims have been developed bearing in mind, on the one hand Millennium Development goals and on the other,

the priorities and capabilities of RDRS in responding to the stated views of its constituency.

RDRSwill,overthesixyears(2011–2016)concentrateitsprogrammefocusonfourmainstreamprogrammes.

ActiveCitizen,CivilSocietyandJustice

QualityofLife,HealthandEducation

Food,EnvironmentandDisasterResilience

EconomicEmpowerment


1. INTRODuCTION (Contd.)

Brief Description of the Core Development Programme (Contd.)

ThemainprioritiesorissuesthatreflectRDRSmissionandstrategicaimsfor2011-2016canbesummarizedasfollows:

• Informed,empoweredactivecitizensandCBO/CSOs• Accountable, representative & responsive local governance• Gender equality and women’s empowerment• Reduceviolence,conflict,trafficking&injusticeagainstwomen&children• Enhancingskillsofprogrammeparticipants,staff&CBOs• Reductionincommunicablediseases(incl.HIV/AIDS),poorreproductivehealth• Ensuringsafewater,sanitation&hygiene• Access to basic health care• Quality education - children and adolescents• Climatechangemitigations,adaptationandresponse• Disaster risk & vulnerability reduction• Enhancedfoodsecurity,sovereignty• Access to livelihoods resources, skills and technologies• Access to financial services • Reduce seasonal unemployment• Enhancedenterpriseactivities,skilldevelopmentandmarketlinkages

OvertheStrategicPlanperiod,RDRSwillcontinuetorelyonarangeofoperationalmodalitiesbutwithcontinuingdeliberateeffort to stress non-direct implementation through local partnering, networking and advocacy. Direct implementation: deploying mainly RDRS’s own staff in the spheres of community health, microfinance. Business co-operation will be followed especially in enterprise, RDRS facilities such as training and guesthouses actions both in terms of direct implementation.

Other Projects

Other projects are generally short-term and add value to the basic core programme of the organization. These cover many sectorsand range fromminorcollaboration tomajor short-termprojects includingEmpowerment,GenderJustice,QualityEducation,BasicHealthServices,FoodSecurity,ClimateChangeMitigationandAdaptation,DisasterRiskReduction,EnterpriseActivities, Skill development and Market Linkage etc. Some are located in specific locality and some throughout the RDRS working areas. Such projects are complementary to the core programme activities and offer enhanced opportunities to RDRS programme participants.

Microfinance Programme

Microfinanceprogrammeisanintegralcomponentinthecomprehensivedevelopment‘package’thatRDRSextendstoultrapoor, landless and marginal farmers and small farmers. Microfinance is considered as an essential financial service to support economicempowermentofthepoor.Inadditiontofinancialservicemicrofinanceprogrammealsoofferskilltraining,qualityinput, lean season employment and technical assistance to group members. Microfinance programme is relatively independent as well as financially self-reliant.

2. sIGNIFICANT ACCOuNTING POLICIEs

2.1 statement of Compliances

The financial statements have been prepared in accordance and compliance with the financial regulations and the accounting principles as adopted in Bangladesh. The accounting policies have been based in part on the general principles of the InternationalFinancialReportingStandardsasadoptedinBangladesh,asdetailedintheInternationalAccountingStandardsBoardFrameworkforthePreparationandPresentationofFinancialStatements.


2. sIGNIFICANT ACCOuNTING POLICIEs (Contd.)

2.2 Basis of preparation

The financial statements are presented in Bangladesh Taka (BDT).

The financial statements have been prepared under the historical cost convention. RDRS Bangladesh follows the accrual basis of accounting.

Preparation of thefinancial statements requires the use of estimates and assumptions that affect the reported amountsof assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Although these estimates are based on management’s best knowledge of current events and actions, actual results ultimately may differ from those estimates and the original estimates and assumptions will be modified as appropriate in the year in which the circumstances change.

2.3 Restricted/unrestricted funds

The financial statements distinguish between Restricted and Unrestricted funds according to usage thereof. Restricted use funds are those funds received from third parties who have imposed restrictions on the purposes for which they may be used. Unrestricted use funds are those funds where there are no externally imposed restrictions and include assets freely available or appropriated to reserves for internally designated purposes.

2.4 Foreign currency transactions

Transactions in foreign currencies are converted to Bangladesh Taka at the rates prevailing on the date of transaction.

2.5 Revenue and expenditure recognition

Restricted use funds are normally received as a result of a specific solicitation or with donor imposed restrictions and are recognized as income over the duration of the program/project in proportion to the achievement of the conditions attached to thecontributions.Incomefortheyearisthereforeequaltoexpenditure.Expenditureinexcessoffundsreceivedforprojectsorspecificpurposesarerecordedinassets.Excessofexpenditureiswrittenoffintheeventthatmanagementdeterminesthatsuchoverexpenditureisunlikelytoberecoveredbyadditionalfunding.ContributionsreceivedbutnotyetrecognizedareincludedinCurrentLiabilities. In-kindcontributionsoffixedassetsthatarenotrestrictedbythedonorareaccountedforusingthesameprinciplesasusedfor purchased assets (see Note 2.9), with acquisition costs being determined on the basis of donor values.

BankInterestearnedonprojectfundswiththeyearifany,aretreatedasincomeofRDRSDevelopmentProgrammeasincomeunderProgrammeOperations,exceptincaseofprojectswheresuchincomeisrequiredtobecreditedtothedonoraccountortobeshownin the respective project account as per the agreement.

Service charge on micro credit loans is recognized as income upon realization.

InterestonGroupmember’ssavingsiscalculated@5%onmonthlyproductbasisandcreditedtothegroupmember’saccountatthe end of year.

Unrestricted use funds are received and recognized as income for the year.



2.6 Cash and cash equivalents

RDRS Bangladesh considers cash in hand and amounts due from banks to be cash and cash equivalents.

2.7 Accounts receivable

Receivables are stated at original amount less provision made for impairment of these receivables.

A provision for impairment is made when there is objective evidence that RDRS will not be able to collect all amounts due according to the original terms of the receivables. The amount of the provision is the difference between the carrying amount and the recoverable amount.

2.8 Inventories

Inventoriespurchased fromrestricteduse fundsareexpensed intheyearofpurchase.Rightsover inventorieswouldnotgenerate future economic benefit to RDRS Bangladesh due to the short term nature of program contracts and the terms of contracts where rights over residual program assets are vested with the grantors.

2.9 Fixed assets

Tangible assets

FixedassetspurchasedfromrestricteduseFundsareexpensedintheyearofpurchase.Itisconsideredimprobablethatsuchexpenditures will generate future economic benefit to the programme due to the short-term nature of programme contracts and the terms of contracts where rights over residual programme assets are vested with the grantors.

Assets purchased from unrestricted use funds are capitalized and depreciated over the useful lives of the assets, under the straight-linemethod.SuchfixedassetsaredisclosedinthefinancialstatementsatCostlessAccumulatedDepreciation.

RepairsandmaintenanceexpensesarebookedintheIncomeandExpenditureStatementduringthefinancialperiodinwhichthey are incurred.

Subsequent expenditure is capitalized only when it increases the probable future economic benefits of the asset.

2.10 Fixed assets - depreciation

Depreciation is calculated on the straight-line method to write off assets to their estimated residual values over their estimated useful lives as follows:

Item Annual Depreciation Rate

Building 3%

Furniture & Fixture 15%

OfficeEquipment 20%

Vehicle/MC/BC 25%

Machineries 25%

OtherEquipment 20%

2.11 Impairment

The carrying amount of the RDRS’s assets, other than inventories (see Note 2.8), are reviewed at each balance sheet date to determine whether there is any indication of impairment or, if earlier, whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.



An impairment loss is recognized whenever the carrying amount of an asset exceeds its recoverable amount. Recoverable amountisthehigheroftheasset’snetsellingpriceoritsvalueinuse.ImpairmentlossesarerecognizedintheIncomeandExpenditureStatement.

An impairment loss is reversed if there is an upward revision of the recoverable amount. An impairment loss is only reversed to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined net of depreciation or amortization, if no impairment loss had been recognized.

2.12 Loans to group members

RDRS’s activities include providing micro-finance loans to group members without collateral, on a service charge basis under various programme. Loans inclusive of service charge are stated net of provision for loan losses.

2.13 Provisions

Provision for loan losses (Microfinance)

RDRS regularly assesses the adequacy of the loan loss provision based on the age of the loan portfolio. At the half year end, RDRS calculates the required provision for loan losses based on the loan classification and provisioning methodology which is shown below and any adjustment, if required, are made and accounted for in the financial statements for the year.

Loan Classification Days in Arrears Provision Required

Regular Current(noarrears) 1%

Watch List Outstanding of overdue loan, 01 to 30 days 5%

Below Standard Outstanding of overdue loan, 31 to 180 days 25%

Doubtful Outstanding of overdue loan, 181 to 365 days 75%

Bad Loan Outstanding of matured overdue loan over 365 days 100%

Provision for Liabilities

ProvisionsforliabilitiesarerecognizedwhenRDRSBangladeshhasapresentobligationastheresultofapasteventanditisprobablethatanoutflowofresourcesembodyingeconomicbenefitswillberequiredtosettletheobligation,andareliableestimateoftheamountcanbemade.Provisionsarereviewedateachbalancesheetdateandadjustedtoreflectthecurrentbest estimate. Where the effect of the time value of money is material, the amount of provision is the present value of the expenditure expected to be required to settle the obligation.

2.14 staff Gratuity Fund

RDRS Bangladesh makes provisions for employees Gratuity Fund, on the basis of one month’s basic salary for each completed year of service for each eligible core staff (based on basic salary drawn in last month of the employee’s service). Gratuity of every eligible employee is calculated monthly on the basis of one twelfth of basic salary and necessary provision shall be madeintheaccounts.SeparateBankaccountismaintainedforgratuityfund.Thisfundisheldasaprovisionwithin‘LongTerm Liabilities’ (see note 3.12). Gratuity is to be paid on the resignation, death, retirement and redundancy of employees. An eligible core staff, who has rendered 5 (five) years’ continuous service in RDRS Bangladesh, is entitled to Gratuity benefits.



2.15 Reserves

Reserve comprises the following:

Assets Replacement Fund

Unless stipulated otherwise in Donor agreements sales proceeds from the disposal of vehicles are set aside in an Assets Replacementfundforthepurposeofreplacingtheexistingfleet.

StaffInsuranceFund

This fund was created to provide a self-financing mechanism for the compensation to staff in respect of accidents or medical emergencies.

Loan Guarantee Fund

Upon the localization of RDRS a Loan Guarantee Fund was created against liabilities incurred by LWF / DWS RDRS in respect ofCreditfundsborrowedforon-lendingtoBeneficiariestoensurethattheseliabilitiescanbefinancedfromRDRSresources.

Staff Training Fund

This fund was created to finance future staff training. The accumulated fund to date represents contributions received from staff who contributed 10% to 20% of the gross salary for the period during which they participated an overseas training course financed by RDRS.

Local Fund Raising

ThisfundwascreatedfromRDRSlocalfundraisingeffortandwasprimarilygeneratedfromtheproceedsofraffledrawtickets,commissions from suppliers and other receipts. This fund is set aside for the generation of additional project income in near future.

MotorCycleLeasePurchaseLoanstoStaff

ThisisrelatedtoRDRSVehiclePolicy.PriortoFinancialyear2000,RDRSprepareditaccountsonacashbasisandthefull100%costwaschargedtoProjectexpenditurewhentheMotorcycleswereinitiallypurchasedbyRDRS.Subsequentrepaymentsbystaff credited to projects upon deducted from the monthly salary.

StaffandBeneficiariesContributoryReserveFund

This Fund is generated through staff and beneficiaries contribution for creating financial strength to chase any vulnerable situation in coming future.

CapitalReserveFund

This reserve is created as the result of various income generating activities, sale of property and income from use of office facilities. This fund has been used to purchase land and buildings and development of office facilities.

Fixed Assets Valuation Reserve

This reserve represents the valuation of the fixed assets that were purchased out of own funds and capitalized less the related depreciation on those assets.

2.16 Consolidation of Operations of subsidiaries

RDRSEnterprisePrivateLimited,awhollyRDRSownedsubsidiarycompanywasincorporatedon15June2004asaprivatelimitedcompanyundertheCompaniesAct1994withauthorizedcapitalofTk.200,000,000.



TotalProfit/LossofthesubsidiarycompanyisreflectedintheconsolidatedIncomeandExpenditureStatementwiththeproportionofProfit/Lossaftertaxation.

All assets and liabilities of the organization and of its subsidiary are shown in the balance sheet. The financial statements of the company were audited up to the year ended as on June 30, 2013. The un-audited financial information for the period from July2013to31December2013wereextractedfromthebooksofaccountoftheCompany.

2.17 Financial Risk Management

RDRS Bangladesh has minimal exposure to financial risks as detailed below:

a) InterestRateRisk

There is no significant short-term exposure to changes in interest rates as cash and cash equivalents are held as cash on hand or on term deposits and earns minimal interest.

b) ForeignExchangeRisk

RDRS Bangladesh’s foreign exchange risks comprises transaction risk which arises from donor grants received in currencies other than the local currency. Foreign currency risk arises primarily when the foreign currency falls against the local currency. To minimize this risk, budgets are prepared in both local and foreign currency, expenditure incurred in local currency and funds are immediately converted in to local currency from the foreign currency, when received. To meet up the expenditure in foreign currency RDRS maintains a foreign currency account with a minimum balance.

Foreignexchangeexposuresintransactionalcurrenciesotherthanthelocalcurrencyaremonitoredviaperiodicprojectcashflowand budget forecasts and are kept to an acceptable level.

c) Liquidity Risk

RDRSBangladeshmanagesitsdebtmaturityprofile,operatingcashflowsandtheavailabilityoffundingsoastomeetallrefinancing,repayment and funding needs. As part of its overall liquidity management, RDRS Bangladesh maintains sufficient levels of cash or term deposits to meet its working capital requirements.

d) CreditRisk

ThecreditpolicyofRDRSBangladeshrequiresallcreditexposurestobemeasured,monitoredandmanagedproactively.Exposureto credit risk is monitored on an ongoing basis by the respective management teams.

RDRS Bangladesh does not have any significant exposure to any individual customer or counterparty.

2.18 Taxes

IncomeofRDRSBangladeshisexemptedfromtaxesasperSRO#283IncomeTax/2002exceptincomefromothersources.

2.19 Capital commitments There were no capital expenditure commitments at 31 December 2013.

2.19 General i.Previousyear’sfigureshavebeenre-arranged,wherenecessarytofitinthisyear’spresentation. ii. Rounding up of figures to the nearest integer.


NOTE 3 : DETAILs RELATING TO THE FINANCIAL sTATEMENTs 2013 BDT

2012 BDT

3.1 Bank Accounts

Core Programme (Restricted)

Sonali Bank LimitedPanchagarh-CA-001033092 1,745 69,364 Thakurgaon - SND - 36000499 26,535 428,110 Nilphamari - SND - 36000746 28,028 123,249 Lalmonirhat - SND - 36000646 3,375 3,510 Kurigram-CA-520833010213 42,965 45,115 KurigramCDP-SND-520836000715 7,430 8,580 Gaibandha - SND - 87 23,004 24,004 AB Bank LimitedDhaka-CA-4020765862000 - 21,619,823 Rangpur - SND - 4205 762491 430 18,642 44,555 Srimangal - SND - 4118 775442 430 262,431 1,203,408 Dinajpur - SND - 4208 294997 430 8,269 455,582 StandardCharteredBankDhaka - SND - 02 1093711 13 16,019,331 -

16,441,755 24,025,300 Other Projects (Restricted)

StandardCharteredBankDhaka-GaibandhaFSUP-SND02109371107 18,129,035 4,399,188 Dhaka-MFCreditSND-02109371109 - - Dhaka-SDLGProject-SND-02109371110 106,265 2,236,748 Dhaka-SHIKHONProject-SND-02109371111 3,216,258 3,283,921 Dhaka-GaibandhaFSUP-CA-01109371105 224,332 246,123 Dhaka-PROTEEVACSA-SND-02109371112 162,302 - Sonali Bank limited - Thakurgaon-TribalPoorProject-SND-36000409 1,212,860 1,714,460 Thakurgaon-ShikhonProject-SND-36000474 59 634 Nilphamari-EEHCO-SND-36000738 78,661 1,701,919 Nilphamari - Manusher Jonno - SND 36000754 - 191,549 Lalmonirhat - Health Monitoring & advocacy on Safe Motherhood-SND 831 831 Lalmonirhat - Global Fund 10th round - SND - 34105463 3,023,353 3,344,983 Kurigram - Shishur Khamatayan project - SND - 5208 36000087 14,044 15,194 Kurigram-VGDUPTraining-SND-520836000764 87,993 89,263 Kurigram-DRRProject-SND-520836000731 7,105 352,614 Kurigram - Manusher Jonno - SND - 5208 36000847 - 142,463 Rangpur - SMF Tribal - SND - 004000921 35,580 530,610 KurigramCDP-CLP-2Infrastructure-SND-240000 730,974 347,870 KurigramCDP-MarketInnv.Unit-SND-240000634 942,056 1,838,290 KurigramCDP-CLP-2Livelihoods-SND-240000655 5,703,905 3,845,188 KurigramCDP-CLP-2SocialDevelopment-SND-240000665 44,703 132,736 KurigramCDP-CLP2PrimaryHealth-SND-240000612 4,417 890,349 KurigramCDP-CLP2IMOManagement-SND-240000623 32,467 333,883 KurigramCDP-CLP2InfrastructureRowmari-SND-521636000582

68,039 68,595

KurigramCDP-CLP2Livelihoods-Rowmari-SND-521636000599 35,307 35,695 KurigramCLP-DirectNutrition-SND-240000686 24,769 - Rangpur-CommunityPolicing-SND-003713100000254 19,209 89,785 Rangpur-CLP-2IMOManagement-SND-00400151 922,398 508,235 Rangpur-CLP-2Infrastructure-SND-00400152 363,161 2,627,291 Rangpur-CLP-2MarketDev-SND-004001534 1,014,387 218,550

-36000695



2012 BDT

Rangpur-CLP-2Livelihoods-SND-004001545 7,345,214 7,529,621 Rangpur-CLP-2SocialDev-SND-004001556 300,099 114,615 Rangpur-CLP-2VillageLoan-SND-00400156 40,551 64,401 Rangpur-CLP-2HealthCare-SND-004001578 75,363 126,834 RDRS/CLP-2DirectNutritionProject-SND-004001818 119,060 28,016 Kurigram-VGDUPCashGrant-SND-520836001325 21,071 22,341 Rangpur-RDRSCCCPProject-SND-004001864 3,456,390 - Rangpur-RDRS/CorpIntensification-SND-004001 106,215 - AB Bank Limited - Rangpur - Singra Sal Forest - SND - 4205 767367 430 613,007 190,328 Rangpur-PROTEEVA-SND-4205770713430 1,335,683 381,903 Rangpur-SHIKHONProject-SND-4205780775430 3,069,574 2,908,433 Srimangal - Soil Fertilities - SND - 4118 773553 430 25,072 152,625 Srimangal-SHIKHONProject-4118780761430 1,763,572 537,280 Rajshahi-PROTEEVACSA-SND-4202786804430 176,607 - SouthEastBankLimitedRangpur-SIGNALProject-SND-00313100000235 - 26,093 Rangpur-RDRS/SCOPEProject-SND13100000283 8,626,619 - Rangpur-RDRS/IFSGProject-SND-003713100000286 2,853,822 - Mercantile Bank LimitedNilphamari-IWPHDProject-SND-017313100000060 485,481 3,962,511 PrimeBankLimitedRangpur - Manusher Jonno - SND - 16131050002198 3,215 1,643,649 Rangpur-FoodforProgress-SND-16131020005853 562,354 1,650,751 Natore-SDLGProject-SND-18031010006113 50,969 478,183 Rangpur-RDRS/AGRONIProject-SND-16131080014208 1,206,615 -

68,441,023 49,004,551 General Fund (unrestricted)

StandardCharteredBankDhaka-CA-01109371101 15,205,610 55,914,422 Dhaka-CA-01109371103 14,110,538 4,384,527 Dhaka - SND - 02 6624731 01 515,919 500,176 Dhaka - SND - 02 1093711 03 324,274 314,509 Dhaka - Staff Gratuity Fund - FDR - 91093711066 95,921,073 85,859,422 Dhaka - General Fund - SND - 02 1093711 08 2,547,466 21,980,674 Dhaka - Asset Replacement Fund - FDR - 91093711072 15,000,000 5,000,000 Dhaka - General Reserve - FDR - 91093711073 25,000,000 - BRACBankDhaka - Reserve Fund - SND - 1510101512544001 52,801 52,181 Dhaka - Reserve Fund FDR 1510301512544001 28,590,810 25,663,560 Dhaka-StaffInsuranceFund-SND-1510101512532001 69,904 68,826 Dhaka - Staff Security Deposit - FDR - 15103004740772 18,782,935 16,859,858 Dhaka-StaffInsuranceFund-FDR1510301512532001 11,957,081 10,732,863 CommercialBankofCeylonPLCDhaka - Local Fund Raising - FDR 380200001961 7,234,468 6,546,631 Sonali Bank LimitedPanchagarh-GeneralFund-CA001018504 4,640,137 4,630,215 Thakurgaon - General Fund - SND - 33003934 795,081 705,401 Dinajpur - General Fund - SND - 33004329 2,809,629 3,997,430 Nilphamari - General Fund - SND - 33000195 6,188,655 6,351,393 Lalmonirhat - General Fund - SND - 33000161 2,507,776 2,976,840 Kurigram-GeneralFundCDP-CA-520833003695 49,880 934,089 Rangpur-GeneralFund-CA-001031385 11,675,296 19,454,855



2012 BDT

Kurigram - General Fund - SND - 5208 36000723 2,776,573 2,988,716 Rangpur-FederationCentreRepair&Maintenance-SND004001124 76,745 74,628 Rangpur-StaffContribution-SND-004000965 1,543,849 851,672 Rangpur - Staff Security Deposit - 004000737 87 394,923 Gaibandha-GeneralFund-CA-511/10 1,227,652 748,101 AB Bank LimitedRangpur - General Reserve Fund - FDR 29,994,337 26,959,320 Rangpur - General Fund - SND - 4205 147333 430 5,716,888 14,355,226 Rangpur-ExpatriateAlumniAssociationContribution-SND-4205770712430 797,650 844,170 Rangpur-ExpatriateAlumniAssociationContribution-FDR3389624 500,000 500,000 Rangpur-FederationCentreRepair&Maintenance-FDR3329987 3,079,513 2,769,000 Janata Bank limitedRangpur - Staff contribution to Reserve Fund - FDR 255534/5996 7,756,000 7,000,000 SouthEastBankLimitedRangpur - RDRS University - SND 7125469 - 30,000,000 Rangpur - RDRS University - SND - 003713100000246 15,372 2,967 Rangpur - RDRS General Fund - SND - 13100000275 8,840,004 - Rangpur - Shelter Home Revolving Fund - SND -13100000276 3,100 -

326,307,103 360,416,595 Microfinance Programme (unrestricted)

Dhaka-CreditBankAccounts 25,724,670 28,765,229 Rangpur-CentralBankAccounts 80,091,975 47,610,373 Unit and Branch Level - Bank Accounts 106,425,831 60,147,707 Dhaka - AB Bank Limited FDR - Group Savings Fund 5,155,566 4,635,117 Dhaka-StandardCharteredBankFDR-GroupSavingsFund 79,566,344 71,300,000 Dhaka-BRACBankLimitedFDR-GroupSavingsFund 39,517,927 33,956,573 Dhaka-BankAsiaLimitedFDR-EmergencyFund 47,280,762 42,504,056 Dhaka-StandardCharteredBankFDR-EmergencyFund 2,577,447 2,307,085 Dhaka-StandardCharteredBankFDR-EquityFund 83,918,500 75,200,000 Rangpur - Southeast Bank Limited - FDR DMF 11,658,162 5,539,000 Rangpur - AB Bank Limited FDR - DMF 8,097,022 7,280,919 Rangpur - AB Bank Limited FDR - Staff Security Deposits 5,015,829 4,509,509 Rangpur - Southeast Bank Limited - FDR - Staff Security Deposits 19,740,214 15,591,426 Rangpur-MutualTrustBankLimited-InsuranceFund 2,223,338 1,998,506 Rangpur-ABBankLimited-InsuranceFund 10,003,806 7,628,319 Rangpur-South-EastBankLimited-InsuranceFund 5,349,821 4,808,828 Rangpur - AB Bank Limited - Staff Gratuity Fund 1,716,639 1,543,945 Rangpur - Standard Bank Limited - Staff Gratuity Fund 8,514,965 7,654,800 Rangpur-SouthEastBankLimited-StaffGratuityFund 12,589,357 8,358,200 Rangpur-RajshahiKrishiUnnayanBankFDR-CreditFund 356,889 329,477 Rangpur - AB Bank Limited FDR - Scholarship Fund 1,400,000 -

556,925,064 431,669,069 RDRs Enterprise (unrestricted)

AB Bank Limited Rangpur-C/A-4205145595000 2,871,174 3,450,875 Sonali BankRangpur-C/A-001068846 1,244,827 - Lalmonirhat - SND - 60 617,216 - Thakurgaon - SND - 98 39,596 -

4,772,813 3,450,875

972,887,758 868,566,390



2012 BDT

3.2 CashMicrofinance Programme (unrestricted)CashinHand 28,452,663 25,938,659 CashinTransit 1,651,000 60,800

30,103,663 25,999,459 RDRs Enterprise (unrestricted)CashinHand 3,982 -

3,982 - 30,107,645 25,999,459

3.3 Project Balance Receivable Project no.

Core Programme (Restricted)Bread for the World 01 4210 3,793,880 -

3,793,880 - Other Projects (Restricted)

BangladeshMinistryofAgriculture/EuropeanUnion 01 4746 5,407,545 1,958,068 ChurchofSweden 01 4754 438,052 438,052 CIAT&IFPRI 01 4772 600 - DanChurchAid/EuropeanUnion 01 4719 4,534,597 1,716,358 DepartmentofWomenAffairs/EuropeanUnion 01 4717 1,591,568 1,591,568 Department of Women’s Affair 01 4769 156,723 - DirectorateofPrimaryEducation 01 4749 8,366,224 4,792,407 InternationalRiceResearchInstitute 01 4724 212,895 134,601 ORBISInternational 01 4689 627,361 627,361 SavetheChildren/USAID 01 4761 - 791,452 SDLG/USAID 01 4752 2,942,767 - SavetheChildren/EuropeanUnion 01 4682 3,994,406 3,994,406 UnitedNationsEducationalScientificandCulturalOrganization 01 4755 11,322 -

WorldFoodProgramme 01 4637 3,415,507 2,362,094 01 4757 1,251,366 571,480

4,666,873 2,933,574 32,950,933 18,977,847

36,744,813 18,977,847 3.4 Other Receivables

Other Projects (Restricted)

Sundry Debtors - 8,429,833 Workshop and training expenses 3,932,798 5,266,709 Exchangevisit-ICCOCooperation-FSUPproject 3,678 442,447 Motorcycle / Bicycle outstanding 8,212 10,058

3,944,688 14,149,047 General Fund (unrestricted)

Sundry Debtors 7,618,552 167,758 ProvidentFundAccount 3,169,877 - Loan to Staff for Bicycle / Raincoat 1,630,797 2,452,102 Motorcycle Outstanding Account 5,773,804 7,328,084 StaffVoluntaryContribution - 777,264 AdvancetoAttaMillConstruction 1,808,516 1,808,516 ReceivablefromMicrofinanceProgramme 10,496,679 5,524,800

30,498,225 18,058,524



2012 BDT

Microfinance Programme (unrestricted)

Other Advances 19,007,192 14,286,851 AccruedInterestonFDR 17,277,071 19,117,399 Other Receivables 16,309,821 9,574,585


Accounts Receivable 7,734,048 8,295,515 Stock, Stores and others 11,176,703 11,049,519 AdvancesandPre-payments 256,532 319,389 InvestmentinSecurityBond 520,000 520,000

19,687,283 20,184,423 106,724,280 95,370,829

3.5 Inter-project Transactions

Core Programme (Restricted)

PayabletoGeneralFund (1,133,003) (4,843,955) (1,133,003) (4,843,955)

Other Projects (Restricted)

PayabletoGeneralFund (18,035,978) (9,640,635) (18,035,978) (9,640,635)

General Fund (unrestricted)

ReceivablefromCoreProgramme 1,133,003 4,843,955 ReceivablefromOtherProjects 18,035,978 9,640,635 ReceivablefromRDRSEnterprise-expenditure 2,834,975 2,546,101 LongtermInvestmentinRDRSEnterprise 32,000,000 32,000,000 Staff Gratuity Fund - Microfinance (8,287,196) (12,753,302)PayabletoMicrofinance (4,081,130) (13,358,978)Loan from Microfinance - University - (30,000,000)FundreceivedfromCoS-MicrofinanceSPM (2,762,389) (2,762,389)

38,873,241 (9,843,978)


Staff Gratuity Fund 8,287,196 12,753,302 Receivable from General Fund 4,081,130 13,358,978 Loan to RDRS University - 30,000,000 FundreceivedfromCoS-MicrofinanceSPM 2,762,389 2,762,389


PayabletoRDRSGeneralFund-CapitalFund (32,000,000) (32,000,000)Loan from RDRS General Fund (2,834,975) (2,546,101)

(34,834,975) (34,546,101) - -


3.6 Loans to Group Members


Opening Balance 1,987,162,916 1,718,474,783 Add: Disbursement during the year 3,699,821,000 3,343,882,000

5,686,983,916 5,062,356,783

Less: Recovery and Adjustments:Recovery during the year 3,389,040,403 3,064,210,142 Adjustments 89,334,168 10,983,725

3,478,374,571 3,075,193,867 2,208,609,345 1,987,162,916

Less:LoanLossProvision 175,661,192 218,466,140 2,032,948,153 1,768,696,776

3.6.1 Loan Loss Provision

Opening Balance 218,466,140 198,814,308 Add:Provisionmadeduringtheyear 21,201,583 19,894,022

239,667,723 218,708,330 Less: Amount written-off 64,006,531 242,190

175,661,192 218,466,140

3.7 Fixed AssetsFixed assets purchased from unrestricted use funds are recorded in the balance sheet as follows:

Particulars Land Buildings Furniture

&Fixture

Office Equipment

Machineries/ Other

equipment/ Other Assets/

Vehicles

Total

CostBalance as at 01 January 2013 45,174,253 208,730,769 19,724,060 24,629,260 29,855,519 328,113,861 Additions - 17,719,350 3,144,535 1,559,527 3,211,202 25,634,614 Balance as at 31 December 2013 45,174,253 226,450,119 22,868,595 26,188,787 33,066,721 353,748,475

Accumulated DepreciationBalance as at 01 January 2013 - 52,160,962 15,464,296 13,127,156 16,458,485 97,210,899 Depreciation charged for the year - 6,261,924 1,026,226 3,373,883 5,509,273 16,171,306 Balance as at 31 December 2013 - 58,422,886 16,490,522 16,501,039 21,967,758 113,382,205

Writen down value at 31 Dec 2013 45,174,253 168,027,233 6,378,073 9,687,748 11,098,963 240,366,270

Writen down value at 31 Dec 2012 45,174,253 156,569,807 4,259,764 11,502,104 13,397,034 230,902,962

RDRSmaintainsaregisterofallassetsincludingthosethatareforrestricteduse.Thefollowingfiguresreflecttheassetsheldfor restricted purposes at their original cost.

Balance at 01 January

2013

Additions Disposals/ Adjustments

Balance at 31 December

2013CostLand 39,589,650 - - 39,589,650 Building 148,945,742 - - 148,945,742 Furniture & Fixture 27,035,799 1,186,630 - 28,222,429 OfficeEquipment 63,349,605 2,731,072 - 66,080,677 Vehicle/MC/BC 68,148,857 508,450 (1,351,310) 67,305,997 Machineries 18,986,811 442,824 - 19,429,635 OtherEquipment 13,954,805 124,150 - 14,078,955 Other Assets 2,024,684 91,520 - 2,116,204

382,035,953 5,084,646 (1,351,310) 385,769,289


2012 BDT

(Note 3.6.1)



2012 BDT

3.8 Accounts Payable

Core Programme (Restricted)Sundry creditors - 942,771

- 942,771

Other Projects (Restricted)Sundry creditors - 7,806,046 Shelter home 3,100 26,092 PayabletoICCOCooperationFairClimateProgramme 5,416,429 6,138,360 StaffCapacityBuilding 751,577 751,577 Evaluationofpartners 1,885,506 - ProgressthroughPartnership 1,645,746 - CapacityBuildingofPartners 293,445 -

9,995,803 14,722,075 General Fund (unrestricted)Sundry creditors 34,147,068 24,221,045 Staff security deposit 21,455,867 17,254,951 Federation center repair & maintenance fund 3,156,258 2,843,628 Earnestmoneyagainsttender 1,698,430 1,161,489 Alumni association - deposits 1,297,649 1,344,170

61,755,272 46,825,283

RDRs Enterprise (unrestricted)Accounts payable 2,368,314 3,854,133 VAT payable - 161,520

2,368,314 4,015,653 74,119,389 66,505,782

3.9 Contribution Received in Advance Project no.

Core Programme (Restricted)Bread for the World 01 4210 6,295,908 -

ICCOCooperation 01 4210 - 17,738,574 01 4208 12,306,724 -

12,306,724 17,738,574 18,602,632 17,738,574

Other Projects (Restricted)Arannayk Foundation 01 4735 615,175 192,497 Bongobondhu Sheikh Mozibur Rahman Agriculture University 01 4764 128,274 - CORDAID(CatholicOrganizationforReliefandDevelopment) 01 4745 - 941,967 CornellUniversity 01 4739 1,501,090 1,650,753 ChurchofSweden 01 4762 3,229,522 - DanChurchAid/EuropeanUnion 01 4771 2,631,564 -

DFID(DepartmentForInternationalDevelopment) 01 4665 251,774 4,965,048 01 4673 3,198 66,555 01 4685 - 20,039 01 4691 - 196,099



2012 BDT

01 4692 - 2,356,349 01 4693 742,987 767,297 01 4695 - 212,509 01 4696 - 654,667 01 4697 14,610,286 8,297,083 01 4706 - 815,153 01 4707 288,312 455,641 01 4767 1,956,442 -

17,852,999 18,806,439

EuropeanUnion 01 4762 5,397,097 -

EvangelicalLutheranChurchinAmerica 01 4221 1,276,026 -

EvangelicalLutheranChurchinJapan 01 4645 1,045,037 743,809

01 4646 966,847 668,577 2,011,884 1,412,386

GermanDevelopmentCooperation/GIZ 01 4732 493,735 493,735 01 4770 419,740 -

913,475 493,735

GlobalFundtoFightforAIDS,Tuberculosis&Malaria 01 4751 2,955,631 3,344,983 ICCOCooperation 01 4729 930,826 930,826 ICCOCooperation/EuropeanUnion 01 4718 18,617,337 4,909,279 InternationalRiceResearchInstitute 01 4728 89,781 122,850 Kik Textilien & Non Food GMBH 01 4753 401,214 4,425,618

Manusher Jonno Foundation 01 4705 - 2,025,721 01 4740 - 4,508 01 4760 - 178,260 01 4768 1,206,615 -

1,206,615 2,208,489

NovaConsultancyBangla/CORDAID 01 4758 102,438 209,239 PalliKarmaSahayakFoundation 01 4759 2,101,865 - PracticalAction,Bangladesh 01 4763 94,237 - SDLG/USAID 01 4752 - 2,147,227 SavetheChildren/EuropeanUnion 01 4684 8,169,882 6,825,785

SavetheChildren/USAID 01 4742 1,335,683 381,904 01 4761 338,909 -

1,674,592 381,904

Stromme Foundation 01 4623 420,483 2,327,059 The Asia Foundation 01 4747 - 89,784 UniversityofManitobaCanada 01 4750 17,981 70,993 Water Aid - Bangladesh 01 4730 77,651 1,697,267

72,417,639 53,189,078 Microfinance Programme (Restricted)ChurchofSweden 3,366,550 2,762,389

3,366,550 2,762,389 94,386,821 73,690,041



2012 BDT

3.10 Accrued Expenses

Core Programme (Restricted)Audit fees 500,000 500,000

500,000 500,000 Other Projects (Restricted)Postclosurebenefits 187,599 407,262 Audit fees 1,093,229 1,663,065 Provisionforexpenses 3,606,396 2,509,330


- 25,000 5,387,224 5,104,657

3.11 short Term Liabilities


MembersInsuranceFund 51,921,756 36,155,354 Staff Security Deposit 20,099,247 17,179,220 InterestPayableonGroupMembersSavings 29,227,680 24,645,715 Provisionforexpenses 6,958,905 6,238,440 MembersContribution 1,744,966 439,660 Other payable 10,588,973 3,538,376

120,541,527 88,196,765

3.12 staff Gratuity Fund

General Programme (unrestricted)

Opening balance 54,601,515 47,045,669 Add:Provisionduringtheyear 1,788,044 1,559,999 Add:Interestearnedduringtheyear 10,061,651 8,542,738

66,451,210 57,148,406 Less: Gratuity paid during the year 3,173,069 2,546,891

63,278,141 54,601,515 Microfinance Programme (unrestricted)

Opening balance 31,697,807 27,813,280 Add:Provisionduringtheyear 3,913,811 5,871,470 Add:Interestearnedfrombankduringtheyear 2,258,478 1,845,163

37,870,096 35,529,913 Less: Gratuity paid during the year 4,466,106 3,832,106

33,403,990 31,697,807 96,682,131 86,299,322



2012 BDT

3.13 Long Term Borrowings


LoanfromPalliKarmaSahayakFoundation 356,499,996 372,916,662 LoanfromStrommeFoundation-TribalProject 1,875,000 6,000,000 Loan from Rajshahi Krishi Unnayan Bank 270,000,000 165,000,000

628,374,996 543,916,662

3.14 Group Members savings Deposits


Opening Balance 814,641,341 699,257,635 Add:Collectionduringtheyear 311,479,884 258,648,161 Add:Interestallowedduringtheyear 46,486,228 38,829,912

1,172,607,453 996,735,708 Less: Refund during the year 219,706,171 174,552,211 Adjustment with Loan balance 28,375,154 7,542,156

248,081,325 182,094,367 924,526,128 814,641,341

3.15 Reserves

General Reserves (unrestricted)Opening balance 489,607,353 437,913,429 Addition during the year:Interestearnedduringtheyear 2,152,012 1,956,785 Transferred from non project fund 11,382,011 32,890,882 Transferred from project 3,724,711 16,846,257

506,866,087 489,607,353 Reserve and surplus - RDRs Enterprise (unrestricted)Opening balance (4,923,712) (1,631,610)Addition during the year 385,203 (3,292,102)

(4,538,509) (4,923,712) 502,327,578 484,683,641

3.16 Net Worth - Microfinance (unrestricted)

Revolving Loan Fund 476,586,379 476,236,379 Disaster Management Fund Note :3.16.1 71,986,512 60,395,681 Risk Management Fund Note :3.16.2 3,127,578 2,543,469 Scholarship Fund Note :3.16.3 1,414,084 - Reserve and Surplus Note :3.16.4 432,974,213 317,833,480 Assets Replacement Fund 234,001 277,406

986,322,767 857,286,415



2012 BDT

3.16.1 Disaster Management Fund

Opening balance 60,395,681 50,083,985 Add:TransferredfromIncomeandExpenditureAccount 4,779,132 3,553,010 Addition Made during the year 6,811,699 6,758,686

71,986,512 60,395,681

3.16.2 Risk Management Fund

Opening balance 2,543,469 2,468,434 Addition Made during the year 584,109 75,035

3,127,578 2,543,469

3.16.3 scholarship Fund

Opening balance - - Add: Transferred from Reserve and Surplus 1,400,000 -

Addition Made during the year 14,084

1,414,084 -

3.16.4 Reserve and surplus

Opening Balance 317,833,480 195,552,939

Less: Unclaimed Savings Account 2,936,315 -

Scholarship Fund Account 1,400,000 -

Other Liabilities 169,857 -

4,506,172 -

313,327,308 195,552,939 Add:TransferredfromIncomeandExpenditureAccount 119,646,905 122,280,541

432,974,213 317,833,480

ANNUAL REPORT 2013 873.

18 s

egm

enta

l Fin

anci

al I

nfor

mat

ion

Ba

lanc

e sh

eet

as a

t 31

Dec

embe

r 20

13

(In

Bang

lade

sh T

aka)

REsT

RICT

ED

uNR

EsTR

ICTE

D T

otal

20

13 T

otal

20

12Ap

pend

ixNo

te C

ore

Prog

ram

me

Oth

er

Proj

ects

T

otal

G

ener

al

Fund

M

icro

finan

ce

Prog

ram

me

RDR

s

Ente

rpri

se

Tot

al

AssE

Ts

Curr

ent A

sset

sBa

nk A

ccou

nts

3.1

16,

441,

755

68,

441,

023

84,

882,

778

326

,307

,103

5

56,9

25,0

64

4,7

72,8

13

888

,004

,980

9

72,8

87,7

58

868

,566

,390

Cash

3.2

- -

- -

30,

103,

663

3,9

82

30,

107,

645

30,

107,

645

25,

999,

459

ProjectBalanceReceivable

3.3

3,7

93,8

80

32,

950,

933

36,

744,

813

- -

- -

36,

744,

813

18,

977,

847

Othe

r Rec

eiva

ble

3.4

- 3

,944

,688

3

,944

,688

3

0,49

8,22

5 5

2,59

4,08

4 1

9,68

7,28

3 1

02,7

79,5

92

106

,724

,280

9

5,37

0,82

9 Inter-projectTransactions

3.5

(1,

133,

003)

(18,

035,

978)

(19

,168

,981

) 3

8,87

3,24

1 1

5,13

0,71

5 (

34,8

34,9

75)

19,

168,

981

- -

CurrentAccount-LWFGeneva

1 -

- -

12,

889,

642

- 1

2,88

9,64

2 1

2,88

9,64

2 1

1,81

0,36

3 To

tal C

urre

nt A

sset

s 1

9,10

2,63

2 8

7,30

0,66

6 10

6,40

3,29

8 40

8,56

8,21

1 6

54,7

53,5

26

(10,

370,

897)

1,05

2,95

0,84

0 1,

159,

354,

138

1,02

0,72

4,88

8 No

n-Cu

rren

t Ass

ets

Loan

s to

Gro

up M

embe

rs3.

6 -

- -

- 2

,032

,948

,153

2

,032

,948

,153

2

,032

,948

,153

1

,768

,696

,776

Fi

xed

Asse

ts3.

7La

nd -

- -

44,

543,

523

- 6

30,7

30

45,

174,

253

45,

174,

253

45,

174,

253

Build

ing

- -

- 2

19,7

36,8

92

- 6

,713

,227

2

26,4

50,1

19

226

,450

,119

2

08,7

30,7

69

Furn

iture

& F

ixtu

re -

- -

19,

514,

961

3,2

62,9

14

90,

720

22,

868,

595

22,

868,

595

19,

724,

060

OfficeEquipment

- -

- 1

0,01

7,50

7 1

6,17

1,28

0 -

26,

188,

787

26,

188,

787

24,

629,

260

Mac

hine

ries

- -

- 4

73,2

00

- 6

,446

,576

6

,919

,776

6

,919

,776

6

,919

,776

OtherEquipment

- -

- 1

0,25

6,99

4 1

,310

,463

1

,200

,385

1

2,76

7,84

2 1

2,76

7,84

2 1

0,35

5,89

0 Ot

her A

sset

s -

- -

- 8

82,3

99

2,8

62,2

18

3,7

44,6

17

3,7

44,6

17

3,7

18,0

97

Vehicles/MC

- -

- 7

,290

,000

2

,344

,486

-

9,6

34,4

86

9,6

34,4

86

8,8

61,7

56

- -

- 3

11,8

33,0

77

23,

971,

542

17,

943,

856

353

,748

,475

3

53,7

48,4

75

328

,113

,861

Le

ss: A

ccum

ulat

ed D

epre

ciat

ion

- -

- 8

8,50

1,78

8 1

5,13

7,26

3 9

,743

,154

1

13,3

82,2

05

113

,382

,205

9

7,21

0,89

9 -

- -

223

,331

,289

8

,834

,279

8

,200

,702

2

40,3

66,2

70

240

,366

,270

2

30,9

02,9

62

Tota

l Non

-Cur

rent

Ass

ets

- -

- 22

3,33

1,28

9 2

,041

,782

,432

8

,200

,702

2,

273,

314,

423

2,27

3,31

4,42

3 1,

999,

599,

738

TOTA

L As

sETs

19,

102,

632

87,

300,

666

106,

403,

298

631,

899,

500

2,6

96,5

35,9

58

(2,

170,

195)

3,32

6,26

5,26

3 3,

432,

668,

561

3,02

0,32

4,62

6

LIAB

ILIT

IEs

AND

REsE

RVEs

Curr

ent L

iabi

litie

sAccountsPayable

3.8

- 9

,995

,803

9

,995

,803

6

1,75

5,27

2 -

2,3

68,3

14

64,

123,

586

74,

119,

389

66,

505,

782

ContributionReceivedinAdvance

3.9

18,

602,

632

72,

417,

639

91,

020,

271

- 3

,366

,550

-

3,3

66,5

50

94,

386,

821

73,

690,

041

AccruedExpenses

3.10

500

,000

4

,887

,224

5

,387

,224

-

- -

- 5

,387

,224

5

,104

,657

Sh

ort

Term

Lia

bilit

ies

- Mic

rofin

ance

3.11

- -

- -

120

,541

,527

-

120

,541

,527

1

20,5

41,5

27

88,

196,

765

Tota

l Cur

rent

Lia

bilit

ies

19,

102,

632

87,

300,

666

106,

403,

298

61,

755,

272

123

,908

,077

2

,368

,314

1

88,0

31,6

63

294

,434

,961

2

33,4

97,2

45

Long

Ter

m L

iabi

litie

sSt

aff G

ratu

ity F

und

3.12

- -

- 6

3,27

8,14

1 3

3,40

3,99

0 -

96,

682,

131

96,

682,

131

86,

299,

322

Long

Ter

m B

orro

win

gs3.

13 -

- -

- 6

28,3

74,9

96

- 6

28,3

74,9

96

628

,374

,996

5

43,9

16,6

62

Grou

p M

embe

rs S

avin

gs D

epos

its3.

14 -

- -

- 9

24,5

26,1

28

- 9

24,5

26,1

28

924

,526

,128

8

14,6

41,3

41

Tota

l Lon

g Te

rm li

abili

ties

- -

- 6

3,27

8,14

1 1

,586

,305

,114

-

1,64

9,58

3,25

5 1,

649,

583,

255

1,44

4,85

7,32

5 Re

serv

esRe

serv

es3.

15 -

- -

506

,866

,087

-

(4,

538,

509)

502

,327

,578

5

02,3

27,5

78

484

,683

,641

Ne

t W

orth

- M

icro

finan

ce3.

16 -

- -

- 9

86,3

22,7

67

- 9

86,3

22,7

67

986

,322

,767

8

57,2

86,4

15

Tota

l Res

erve

s -

- -

506,

866,

087

986

,322

,767

(

4,53

8,50

9)1,

488,

650,

345

1,48

8,65

0,34

5 1,

341,

970,

056

TOTA

L LI

ABIL

ITIE

s AN

D RE

sERV

Es 1

9,10

2,63

2 8

7,30

0,66

6 10

6,40

3,29

8 63

1,89

9,50

0 2

,696

,535

,958

(

2,17

0,19

5)3,

326,

265,

263

3,43

2,66

8,56

1 3,

020,

324,

626

88 ANNUAL REPORT 20133.

19 s

egm

enta

l Fin

anci

al I

nfor

mat

ion

In

com

e an

d Ex

pend

itur

e st

atem

ent

for

the

year

end

ed 3

1 De

cem

ber

2013

(I

n Ba

ngla

desh

Tak

a)

Prog

ram

me

Oper

atio

ns

REs

TRIC

TED

uNR

EsTR

ICTE

DTo

tal

2013

Tota

l20

12 C

ore

Prog

ram

me

Oth

erPr

ojec

tsTo

tal

Gene

ral

Fund

Mic

rofin

ance

Pr

ogra

mm

eRD

Rs

Ente

rpri

seTo

tal

INCO

ME

DonorContribution

- 9

0,77

9,07

7 7

38,2

59,7

31

829

,038

,808

-

59,

284,

133

- 5

9,28

4,13

3 8

88,3

22,9

41

807,

073,

733

Non-ProjectIncome

- -

- -

15,

352,

926

- -

15,

352,

926

15,

352,

926

38,

995,

843

LocalContribution:

- ProgrammeParticipants’Contribution

- -

2,5

14,0

71

2,5

14,0

71

- -

- -

2,5

14,0

71

2,8

11,5

40

OwnContribution

- -

3,0

28,6

20

3,0

28,6

20

- -

- -

3,0

28,6

20

2,6

83,8

39

ServiceChargesonLoantoGroupMembers

- -

463

,290

4

63,2

90

- 4

42,6

26,8

74

- 4

42,6

26,8

74

443

,090

,164

4

36,8

57,5

67

InterestearnedfromBank

2,0

87,1

88

- 1

,045

,870

1

,045

,870

-

31,

294,

014

- 3

1,29

4,01

4 3

4,42

7,07

2 3

4,02

5,51

2 Costrecovery/Sales

- -

- -

- 1

,746

,134

2

5,45

1,58

1 2

7,19

7,71

5 2

7,19

7,71

5 3

0,78

4,00

0 Of

fice

Faci

litie

s/Se

lf-Fi

nanc

ing

- -

- -

65,

687,

079

9,6

94,4

88

- 7

5,38

1,56

7 7

5,38

1,56

7 5

5,81

0,03

0

Tota

l Inc

ome

2,0

87,1

88

90,

779,

077

745

,311

,582

83

6,09

0,65

9 8

1,04

0,00

5 5

44,6

45,6

43

25,

451,

581

651

,137

,229

1

,489

,315

,076

1

,409

,042

,064

EXPE

NDIT

uRE

Civi

l Em

pow

erm

ent -

Act

ive

Citi

zens

, Civ

ilSo

cial

Org

aniz

atio

n -

11,

165,

999

75,

307,

735

86,

473,

734

- 8

6,47

3,73

4 9

0,01

8,01

5 W

omen

’s Ri

ghts

and

Gen

der A

ware

ness

-

9,6

84,8

89

- 9

,684

,889

-

- -

- 9

,684

,889

1

7,19

0,05

8 NorthBengalInstitute

- 4

,632

,729

-

4,6

32,7

29

- -

- -

4,6

32,7

29

3,9

80,0

99

Qual

ity

of L

ife

CommunityHealth

- 1

0,71

9,95

5 8

6,39

4,61

8 9

7,11

4,57

3 -

- -

- 9

7,11

4,57

3 8

4,57

2,47

1 EducationandAdvocacy

- 3

,079

,344

2

12,3

67,5

90

215

,446

,934

-

- -

- 2

15,4

46,9

34

135

,117

,936

Fo

od, E

nvir

onm

ent a

nd D

isas

ter

Resi

lienc

eAg

ricul

ture

and

Foo

d Se

curit

y -

10,

933,

495

305

,316

,790

3

16,2

50,2

85

- -

- -

316

,250

,285

3

41,0

74,9

30

EnvironmentandDisasterResilience

- 7

,848

,780

6

5,92

4,85

0 7

3,77

3,63

0 -

- -

- 7

3,77

3,63

0 9

6,60

9,90

5 Ec

onom

ic P

rom

otio

n -

- -

- 6

1,96

2,36

8 4

20,2

19,6

06

25,

066,

378

507

,248

,352

5

07,2

48,3

52

414

,968

,864

st

aff

Capa

city

Bui

ldin

g -

2,9

89,4

85

- 2

,989

,485

-

- -

- 2

,989

,485

4

,024

,864

su

ppor

ting

ser

vice

s, u

nits

and

Pro

gram

me

ProgrammeSupportUnit

- 1

9,36

6,19

3 -

19,

366,

193

- -

- -

19,

366,

193

23,

368,

334

Adm

inis

trat

ive

cost

2,0

87,1

88

10,

358,

208

- 1

0,35

8,20

8 -

- -

- 1

2,44

5,39

6 1

9,73

3,04

0 No

n-Pr

ojec

t Exp

endi

ture

- -

- -

1,8

18,9

03

- -

1,8

18,9

03

1,8

18,9

03

4,1

48,1

76

Tota

l Exp

endi

ture

2,0

87,1

88

90,

779,

077

745

,311

,582

83

6,09

0,65

9 63

,781

,271

4

20,2

19,6

06

25,

066,

378

509

,067

,255

1

,347

,245

,102

1

,234

,806

,691

Increase/(decrease)inreservesfortheyear

- -

- -

17,

258,

734

124

,426

,037

3

85,2

03

142

,069

,974

1

42,0

69,9

74

174

,235

,373

Le

ss: S

urpl

us o

f Mic

rofin

ance

ope

ratio

nstr

ansf

erre

d to

:Di

sast

er M

anag

emen

t Fu

nd -

- -

- -

(4,

779,

132)

- (

4,77

9,13

2) (

4,77

9,13

2) (

3,55

3,01

0)Re

serv

e an

d Su

rplu

s - M

icro

finan

ce -

- -

- (

119,

646,

905)

(11

9,64

6,90

5) (

119,

646,

905)

(12

2,28

0,54

1)Ad

d : R

eser

ves

- beg

inni

ng o

f the

yea

r -

- -

489,

607,

353

- (

4,92

3,71

2) 4

84,6

83,6

41

484

,683

,641

4

36,2

81,8

19

Rese

rves

- En

d of

the

year

- -

- -

506,

866,

087

- (4

,538

,509

) 5

02,3

27,5

78

502

,327

,578

4

84,6

83,6

41


hEADSProgramCoordination : MonjusreeSahaFinance : Joarder Tahmina Afroze Microfinance : Md. Humayun KhaledHuman Resources : Sabrina ShamshadHealth : Dr.MohammadZakiulIslamFaruqueFood Security-Gaibandha : Md. Nazrul Ghani COORDiNATORS/PROgRAm mANAgERSProgramNilphamari : Khandoker Md. Rashedul Arefeen Kurigram : Md.SharifulIslamKhan Panchagarh : ZebaAfroza(upto20October)Thakurgaon : Md. Al-Montazir (upto 25 November) Dinajpur : Tapan Kumar Saha Rangpur : Merina Ahmed Lalmonirhat : Md.ZiaulIslam Gaibandha : PorsiaRahman COORDiNATORSsector Research : NAM Julfiker Ali HanifAdvocacy : Md.IqbalUddin Agriculture&Environment: Md. Mamunur Rashid Education : Md.Nurunnabi(upto14August)Microfinance : Goutam Kumar Halder ArunChandraKirtonia Subrata Kumar Kar Hasinur Rahman support unitProjectDesign&Reporting: MohammadAbdurRahmanCommunications : SabrinaSharminFinance : Begum Arefa Siddiqua M A Saleh Uddin Ahmed IrfanAlHayatChisti GeneralService : Md.TariqulIslam :Md.AshrafulIslamGovernment Relations : Muhammad Atiqur Rahman InternalAudit :PraloyKrishnaSarker InformationTechnology :AzmalHossain LegalAffairs : AdvocateSMParvezMonitoring&Evaluation : Md.MamunurRashid

COORDiNATORS/PROJECT mANAgERSProjects SCOPE : Md.AbdullahAlMamunSDLG : Md. Salim Akther AGRONI : Md.Enayetullah AdibashiEmpowement : Md.RezanulHuque(upto31January) Tamim Ahmed (from 20 March) Maternal & NeonatalHealth : Md. Shohel Khan Tuberculosis&Leprosy : Dr.BipulChandraSarker PROTEEVA : Md.Nuruzzaman PROTEEVA(CSA) : Md.IqbalHussain SHIKHON : AbuNurMd.Khalid : Md. Shah Alam SchoolFeedingProgram : AzizulHoque Md. Aminur Rahman Md. Kabir Alam Md. Delower Hossain CCCP : Md.ShofiulIslam FPBP : Md.SadequlIslam GFSUPW : Md.RaihanulIslamChowdhuryFS-SFC : Md.AbdullahAlMamun CBP : Md.NasirUddin SNEDM : Md.RahmatUllah RuralWaSH : SurahjanChakraborty IWS&PH : AbdusSalam IMCN : Md.MahmudulHasan IECPSDW/S : Md.ShahZahanSiddiqi CharsLivelihoodsProject : KhandakarFarzanAhmed : Md. Shafiqur Rahman Arannyak : Md. Shahadat Hosen ImprovingFoodSecurityGovernance : Mahafuz Alom

TOTAL STAFF vOLUNTEERS 3193 ( female 23%) 744 (female 95%)Female - 748 Female - 705 Male - 2445 Male - 39

AdvisorsStrategic : Dr. Allen M Armstrong Finance : David Neil Ballantyne

RDRS SenioR StaFF

ExECUTivE DiRECTORDr. Salima Rahman


paRtneRS anD pRoJectS


Bread for the World

Church of sweden

Evangelical Lutheran Church in America

ICCO Cooperation

Core(Comprehensive)Program

DanChurchAid/Church of sweden/European unionStrengtheningCommunityBasedOrg.forPro-poorDemocraticGovernance(SCOPE)

stromme FoundationEmpoweringDisadvantagedTribalPoorin North-west Bangladesh

sDLG/usAIDSDLG - Strengthening Democratic Local Governance

The Asia FoundationCommunityBasedPolicing/NationalInitiativeandResponsetoAdvancePublicOrderforDevelopment(NIRAPOD)

Department of Women’s AffairsVulnerable Group Development (VGD) Programme

German Development Cooperation/GIZIncreasingAccesstoJusticethroughRestorative Justice under the rule of Law

CORDAIDCommunityHealthProgrammeHealth Monitoring and Advocacy on Safe Motherhood

Evangelical Lutheran Church in AmericaImprovingEnvironmentalConditionbyPromotingSafeDrinkingWater/Sanitation

WaterAid BangladeshEnhancingEnvironmentalHealthbyCommunityOrganizationRural Wash (Water, Sanitation and Hygiene)

Global Fund to Fight for AIDs Tuberculosis & MalariaTuberculosisControlProgramme(round10)

Nova Consultancy Bangla/CORDAIDStrengthening the Rural Health Service at Grassroots level

Kik Textilien & Non Food GMBHImprovingWATSANandPersonalHygiene

World Food ProgrammeSchoolFeeding/FoodforEducationProgramImprovingMaternalandChildNutrition(IMCN)Program

Evangelical Lutheran Church in Japan/LLT-JapanPrimaryEducationfortheDisadvantageChildrenSecondaryEducationfortheDisadvantagedChildren

save the Children/European unionSHIKHONPhaseII

save the Children/usAIDPROTEEVA-PromotingTalentthroughEarlyEducationPROTEEVA-CommunitySchoolActivityREAD-ReadingEnhancementforAdvance Development

Manusher Jonno FoundationEnsuringChildren’sRightstoQualityEducationinN/WBangladeshScalingupCommunityScoreCardinPrimaryEducationAction for Greater Responsive of Nation-buildingInstitutions

uNEsCOStrengtheningNFEDeliveryforSustainabilityofCECs

university of Manitoba, CanadaPrimaryEducationforCharChildren

Directorate of Primary EducationManagement of School Feeding ProgrammeinPovertyProneAreas

Arannyak FoundationRestoration and conservation ofbio-diversity in Singra Sal Forest, Dinajpur

DanChurchAid/European unionImprovingFoodSecurityGovernanceAlleviatingPovertyThroughDisasterRisk Reduction in N/W Bangladesh

ICCO Cooperation, Light for the World, and The Leprosy Mission (TLM)/European unionGaibandhaFoodSecurityforUltraPoorWomen

Department For International DevelopmentCharsLivelihoodsProgramme

Bangladesh Ministry of Agriculture/European unionPromotionofFoodSecuritythroughSoilFertility Management in Hilly Areas

International Rice Research InstituteSustainableIntensificationofRice/MaizeProductionStressTolerantRiceforPoorFarmersinAfrica and South Asia

Practical Action BangladeshPartnershipinParticipatoryMarketSystem Development

CIAT & IFPRIHarvestPlusChallengeProgram

Cornell universityFoodForProgressforBangladesh

Bongobondhu sheikh Mozibur Rahman Agriculture universityCropIntensificationinNorthernRegionof Bangladesh

Church of swedenSocialPerformanceManagement

RAKuB/ADBNorth-westCropDiversification

Palli Karma sahayak FoundationCreditProgramSupportProgramInitiativeforMongaEradicationLearningandInnovationFundtoTestNewIdeasCommunityClimateChange


acRonymS

AGRONI ActionforGreaterResponsiveofNation-buildingInstitutions

CBP CommunityBasedPolicing

CCCP CommunityClimateChangeProject

CIAT InternationalCenterforTropicalAgriculture

CLP CharsLivelihoodsProject

FBFP FoodforProgressforBangladeshProject

Fs-sFC Food Security through Soil Fertility Management

FFs Farmer Field School

GFsuPW GaibandhaFoodSecurityforUltraPoorWomen

IWs & PH ImprovingWaterSanitationandPersonalHygiene

IMCN ImprovingMaternalandChildNutrition

IECPsDWs ImprovingEnvironmentalConditionbyPromotingSafeDrinkingWaterandSanitation

IFPRI InternationalFoodPolicyResearchInstitute

MF Microfinace

NFE NonFormalEducation

RAKuB Rajshahi Kirishi Unnayan Bank

sDLG Strengthening Democratic Local Governance

sCOPE StrengtheningCommunityBasedOrganizationforPro-poorDemocraticGovernance

sFP SchoolFeedingProgram

sNEDM SustainableNon-formalEducationDeliveryMechanism

VDMC VillageDisasterManagementCommittee

annual report2013rdrsbangla.net/uploads/2014/05/annual-report2013.pdf · responsibilities within...

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