The Performance of Integrated Income Generation Program (IIGP) of Muslim Aid Bangladesh
Introduction After the surrender of the Pakistani forces on 16th December 1971, the government of the Peoples Republic of Bangladesh formally took over the charge of the administration of the territories now constitute Bangladesh. In order to rehabilitate the war devastated economic system. As we know that today's many different type NGO performing our country .Such as a BRACK, ASA, LEPRA , EKHO, JAKAT FOUNDATION, ISLAMIC REALEAF, SAFE THE CHILDREN.etc. They develop Education sector, social development and different kind of training for self defense. Muslim Aid is the one of the best NGO of Bangladesh. It has many Projects Under some programme. One of the programme is “Integrated Income generation Programme” . This report I give explanation how an NGO generate the money to Implementation by the sector of Agriculture, Horticulture, beef fattening , goat rearing, Poultry farm and fish culture. I have shown financial scenario, management system, and forecasting of the project evaluation, Origin of the Report This report is based on an Organization of Cosulting Paper. IIGP of Muslim Aid arranges Consulting and practical knowledge about an NGO activities followed by Muslim Aid. For University students as Universities conducted with different organization after the completion of theoretical courses of program of Masters of Business Administration (MBA). Each intern must carry out a specific project, which is assigned by the IIGP. I select Muslim Aid Bangladesh for my OCP & since then I have started our realistic orientation in “Integrated Income generation Programme”. Of Muslim Aid Bangladesh Field Office at Banani, Dhaka -1213 Profile of Muslim Aid Introduction Muslim Aid is an international relief and development agency that works to alleviate suffering among the world's poorest and most needy communities, regardless of race, religion, gender, nationality or political opinion. Set up in 1985, Muslim Aid currently supports projects in more than 50 countries around the world. Working in over 70 countries across Africa, Asia and Europe, Muslim Aid is striving to help the poor overcome the suffering endured due to natural disasters and lack of life's basic necessities. We work with all in need, regardless of their race, religion, gender, nationality or political opinion. Whilst responding to emergencies is one of our major priorities, we also work on strategic programmes to eliminate poverty that focus upon:
• • •
Education Skills training Provision of clean water
Healthcare Income generation projects
These projects ensure that individuals can have access to basic necessities and the skills Performance of MuslimAid Bangladesh
Emergency Response Over the year MABFO has implemented numerous emergency relief and rehabilitation projects for victims of cyclone Sidr and Aila as well as disaster victims all over Bangladesh. Muslim Aid with its own resources along with other institutional donors such as ECHO, UN-FAO, ROTA, WFP and UNICEF carried out emergency response as well as livelihood restoration projects mainly in Bagerhat, Patuakhali, Pirojpur, Barisal, Barguna, Satkhira and Cox’s Bazar. Immediate after cyclone Aila, MABFO provided 113,265 households from 5 Upazillas in four districts with food, drinking water, emergency medical treatment and cash for work. As part of its rehabilitation effort, MABFO implemented two different types of shelter and WASH programmes in response to Sidr and Aila in partnership with ECHO. During the year 1,450 shelters (homes) were rebuilt, 3,150 shelters repaired, 1,250 sanitary latrines installed and 1,000 repaired. MABFO also undertook water purification and cash-for work programmes in Satkhira District for Aila victims. Pond Sand Filtering and deep tube wells were provided in Atualia, Burigualini and Propnagar Unions. A total of 750 vulnerable households got access to sanitation and hygiene facilities and 1,500 had access to safe water. Female bathing places were also constructed providing for an unmet need of the community. MABFO completed the first phase and started the second phase of a livelihood project for stateless unregistered Rohingya refugees at the Ledah site and some vulnerable members of the host communities living around the site in Nila Union in the Teknaf Upazilla in the south of the country. A total of 2,661 families received grants and skills training for small scale businesses, sewing, candle making and embroidery to enable them to become self-sufficient. In partnership with UN-FAO MABFO provided 9,204 households received agricultural inputs, livestock, fishing boats and nets in 23 upazillas in the Khulna and Barisal Divisions. Working with WFP, MABFO provided 2,236 vulnerable households with nutritional support and 4,144 beneficiaries in Pirojpur received employment generation support. MABFO in partnership with Save the Children UK in a UNICEF-funded project provided training on education in emergencies for 200 schools in Bagerhat and Kurigram Districts to help them better face natural disasters. In Teknaf in MABFO’s first partnership with the Qatar Foundation’s Reach Out To Asia (ROTA) MABFO provided Disaster Risk Reduction training to poor and vulnerable communities in the month of Ramadan. Participants received food support along with disaster preparedness training. Non Formal Education Non-Formal Primary Education Programme-NFEP is an on-going programme in Rangpur District with 100 centers providing education for 3,200 underprivileged children who, due to poverty have never attended school or who dropped out of school. Over the year they have received basic education
in Bengali, arithmetic, social science, Islam and life skills. At the end of 2010 they will be able to rejoin the formal system. Skills Development Programme: Muslim Aid Institute of Technology (MAIT) Muslim Aid’s four Institutes of Technology (MAIT) in Dhaka, Jessore, Rangpur and Chittagong provide vocational training for poor, unemployed, unskilled, orphan, distressed youth; both male and female. Over the year a t total of 1,889 youth were enrolled with 1,820 graduating with an average attendance of 97%. At least 620 of the graduates are employed. Three new trades were opened including a four-year diploma course for computer and electrical trades in Jessore which will help achieve sustainability. The cost of the Chittagong MAIT has been covered by a US NGO – ECHO USA which has also contributed to the Dhaka MAIT. Women Development Programme (WDP) Since its inception in 2006, the Women Development Programme (WDP) has been empowering underprivileged women from the Dhaka slums through developing skills such as sewing, embroidery, handicraft, and block batik with a market-oriented programme. They have been provided with employment assistance and most have been provided with post-training support in the form of sewing machines and other equipment to enable them to become self-sufficient... This programme is women headed with more than 95% female staff. Over the year 10 of graduated women have been employed in the production centre and 70 completed the training in sewing. The programme has been able to overcome numerous challenges through restructuring, staff redundancy and increased income from sales of products through the Muslim Aid showroom. The whole programme is now located in the MAIT building to save costs Economic Empowerment Creating successful communities is at the core of all of our work. When responding to an immediate need we are already formulating a longer-term strategy that will enable people to look towards the future. We believe that economic empowerment is at the root of this. Micro Finance Programme MABFO’s Microfinance Programme is now covering almost 60,000 beneficiaries in 1,433 villages all over the country. The repayment rate is close to 100% and the clients have saved a total of Tk. 97.86 million. Loans disbursed totals Tk. 1,579.31 million with repayments totalling Tk. 1,191.86 million. The total loans with clients as at the end of the year was Tk. 387.45 million. The Muslim Aid funded microfinance programme is now self-sufficient and income from the small service charge covers the costs of running the programme. Having achieved sustainability Muslim Aid is now implementing a programme for the hard-core poor with zero service charge which is subsidised from the SME programme for those who have graduated from the Muslim Aid microfinance programme. It is unfortunate that of the budgeted £100,000 only £20,000 was received by the Field Office. The missing £80,000 would have enabled 1,600 families to escape from poverty. The children of all Muslim Aid beneficiaries are attending school and all families have adequate water and sanitation facilities which has been achieved by their improved economic situation. MABFO is implementing a USD3 million agro-based micro finance programme called Fael Khair Programme for Sidr victims funded by the Islamic Development Bank (IDB). Muslim Aid is covering 389 Villages in the Sidr-affected Districts reaching almost 20,000 clients at the end of 2009 who have borrowed Tk. 240,71 million with repayments totalling Tk. 60.41 million. The total loan with clients at the end of the year was Tk. 180.29 million. Muslim Aid is contributing the administration costs for this programme under an MOU with the IDB.
Health Programme MABFO runs three small hospitals located at Pabna, Kalura, and Pirajpur with mother and child clinic at Mirpur in the Dhaka slums as well as a satellite clinic at Juri in Malvibazar. Under an MOU with the Balagonj Foundation Muslim Aid is supporting a hospital at Balagonj which was originally funded by Muslim Aid but due to a difficult location it has now been handed over to the Foundation. All hospitals have in and out-patient services but the clinics in Dhaka and Juri have only out-patient services. Over the year 57,663 patients received out-patient services and 3,201 received in-patient service with diagnostic services being provided to patients. The total expenditure of those hospitals and clinics was £153,332 over the year and £137,699 as income. The Mother and Child Care centre located in the Dhaka slums is a subsidised project to help underprivileged slum mothers and children. Most of the funding for this project comes from ECHOUSA. WASH Pogramme MABFO’s water, sanitation and hygiene (WASH) programme helps poor families have access to safe, reliable and sustainable drinking water which is a problem in Bangladesh due to increasing salinity due to global warming as well as pollution by arsenic. Muslim Aid also helps proved sanitation which helps prevent disease. Muslim Aid’s programme is holistic approach incorporating hygiene promotion and education as well as ensuring access to sanitation and safe water services. Over the year MABFO implemented safe water and sanitation programme at Lalmonirhat, Kurigram, Gaibandha and Pabna districts along with the installation of 315 tube wells such as shallow tube wells, semi deep and deep tube wells in different parts of Bangladesh. Over the year approximately 12,175 beneficiaries directly benefited from this programme. A total of 1,325 sanitary latrines have been installed for the poorest households in northern Bangladesh. IT Developments 1. The following developments took place in 2009: 2. Installation of licensed antivirus (Panda) in all PCs including field offices (Almost 350 PCs) worth USD18,000 donated through the good offices of the Country Director. 3. Installation of two accounts and assets software (Faswin & FundEZ) to all our field office PCs 4. Training session on antivirus & data backup system, Faswin (Asset management software) and FundEZ (Accounts software) for field staff 5. Installation of power backup system (Online UPS) for Servers and switches. 6. Introduction of licensed Operating system. Initially licensed OS was purchased for fifteen PCs. Gradually all computers will be covered. 7. Extension of existing network 8. Speed of Internet bandwidth 9. Troubleshooting PCs and Laptops. To secure increased resources By realising this objective, Muslim Aid aims to:
Achieve an increased and more diversified donor base including non-Muslims, and institutional and corporate funding Develop strong relationships with all actors involved in development including governments, UN agencies, other NGOs and faith-based organisations
1. Income Total Income Text to explain Year 2009
Donations (from Institutional MA HQ) Cash £969,964 £3,582,902
Local Income £654,703
HQ Income Total Income Year 2009 2008 2007
New Donors TEXT to explain Year 2009 2008 2007
No. of New Donors
No. of Donations
Regular Giving (Standing Orders) Text to explain figures below and please include direct debits Year 2009 2008 2007
No of New Standing Orders
Total S/O Income
Field Office Income The table below shows the total funding in cash and in-kind secured for field offices in 2008, in comparison with 2007 and 2006. Type of Income Funds In-Kind Total
2009 £5,207,569 £318,445
2008 £3,842,709 £614,476
2007 £1,285,177 £1,622,767
The table below shows the total funding in cash and kind secured for each field
A further breakdown of funding in cash and kind secured by project is shown in the table below: Funder
Muslim AidBangladesh (Local income)
Muslim Aid-Aus World Food Program (WFP) ROTA UMCOR Save the Children UK (SCUK) FAO ECHO-USA ECHO Islamic Development Bank (IDB)
Australia £23,489 Bangladesh £266,818
Admin, PMC, Islamic dues, Education, Emergency, Healthcare, Economic empowerment, Capacity building, Shelter, water & Sanitation, Rainbow family Income from fees from students at Muslim Aid Institutes of Technology, charges paid by patients at Muslim Aid Hospitals, contributions from the local community for water and sanitation, donations for Rainbow family and Islamic dues, Water & Sanitation Food security
£12,988 £6,337 Bangladesh £54,313
Disaster Risk Reduction Emergency Relief for Aila victims Disaster Risk Reduction
Bangladesh USA UK Bangladesh
Agriculture livelihood support for rehabilitation of Sidr victims Islamic dues, Education, Healthcare, Capacity building Emergency (Including Rohingya), Shelter Economic empowerment of Sidr victims through microfinance loan
£164,438 £67,310 £1,405,367 £1,900,286
Special programme Ramadan During the most important month in the Islamic calendar; the period known as Ramadan when fasting, or sawm, is obligatory during the entire month; Muslim Aid has again been working to bring happiness and joy to poor and needy people across the world. The following fundraising activities were carried out for the Ramadan campaign in 2000: Ramadan Campaign Amount of Donations Number of Donations Printing/Postage Cost Mailing Size
£2,312,323 26,280 £41,852.90 209,007
£2,337,290 26,898 £48,850 151,535
Qurbani Campaign In an effort to extend the value of its donation, Muslim Aid in Bosnia and Herzegovina has implemented the Qurbani Project Text to describe campaign
Qurbani Campaign Amount of Donations Number of Animals Printing/Postage Cost Mailing Size
2008 £483,376 8863 £27,502 75,903
2007 £583,024 9563 £23,448 65,301
Other Events Snowdon Challenge 50 brave Muslim Aid supporters, including staff and volunteers, climbed Mount Snowdon on 14th March 2008 and raised £21,414 for projects in Gaza. Fundraising Outlets At the beginning of 2008, Muslim Aid planned to establish 3 fundraising outlets in Canada, Malaysia and UAE. However, following the decision of the EC, it was decided to put the opening of the new overseas offices on hold. Partnerships In 2009 Muslim Aid continued to build the strength of existing partnerships and showed great resource and determination in forging new partnerships with international development agencies and funding bodies. Networking efforts both from the UK and our field offices led to increased relationships with institutional funding bodies and important UK and international bodies. •
Humanitarian Accountability Partnership (HAP International) HAP is an initiative which seeks to address accountability concerns towards survivors of disasters and aims to promote good accountability practices for its members. HAP offers certification based on certain standards and against six bench mark criteria relating to an organization’s practices and policies. The majority of all major non-governmental organizations are members of HAP and HAP certification is often essential for donor agencies. Muslim Aid joined HAP in early 2008 at a time when the organisation was seeking improvement in accountability and good practices in management functions. As a pilot scheme, Muslim Aid is focusing on benchmarking the HAP standards in two field offices: Bangladesh and Indonesia. HAP membership reinforces commitment to establishing good practices for beneficiary accountability. In the past year, Muslim Aid has made notable progress in understanding and producing policies and practices which ultimately improve the quality of work. Specific examples of assistance from HAP include training and other technical support in Bangladesh and Pakistan in order to meaningfully practice and integrate good accountability practices with humanitarian programmes and a HAP-sponsored HQ-based baseline analysis completed at the end of 2008. MABFO Bangladesh humanitarian accountability practices have been used as examples of good practice in HAP training programmes.
European Commission Humanitarian office (ECHO) Muslim Aid obtained the Framework Partner membership of ECHO in 2007 and to date has received five grants for Muslim Aid Bangladesh Field Office worth of €2,366,000 as emergency grants allocated for the Cyclone Sidr Emergency (€300,000), Cyclone Sidr Shelter Project (€520,000), Cyclone Sidr Livelihood Project (€300,000) and Rohingya Livelihood Project (€246,000). Two other projects are ongoing: the 2nd phase of the Cyclone Sidr Shelter Project (€700,000) and the 2nd phase of Rohingya Stateless Unregistered Refugees Livelihood Project (€300,000). ECHO funded projects are being regularly audited by the ECHO-contracted UK
based audit company Littlejohn as part of their process of reviewing the partnerships. ECHO has assessed Muslim Aid’s technical capacity i.e. its internal control system, organizational procedures and financial solidity as well as its procurement rules and procedures. It is a significant achievement that Muslim Aid has been upgraded from ‘A’ control mechanism to ‘P’ control mechanism which means that ECHO has accepted that Muslim Aid’s capacity and procedures are sufficiently robust so as to allow it to follow its own procurement procedures. •
Muslim Aid Iraq field office established a partnership with UN-OCHA in 2008. OCHA granted £175,850 to Muslim Aid in July 2008 to implement an emergency project under a food security programme targeting 2,100 IDP families and the host communities in Baghdad & Anbar Governorates. The project period was from August to October 2008. Training sessions, need assessments and field surveys were delivered by local partners and food and non-food items were delivered to all beneficiaries. GlobalMedic GlobalMedic DMGF is a registered Canadian charity and international NGO that uses its operational arm, GlobalMedic to run capacity building missions in post conflict nations and to provide disaster relief services to large scale catastrophes around the world. Muslim Aid and GlobalMedic entered into a formal agreement in 2007 and in 2008 Muslim Aid managed to distribute medicines and water purification tablets in a number of countries. The value of GlobalMedic’s contribution to Muslim Aid projects was over £5 million.
United Methodist Committee on Relief (UMCOR) A successful operational partnership was formed with UMCOR in the field in Sri Lanka in response to the Mutur crisis in 2006 which was formalised by the signing of a global partnership in June 2007 at the Houses of Parliament. In 2008 UMCOR contributed towards Muslim Aid’s work in Myanmar and Gaza as well as in rebuilding schools and providing support for school children after the Sidr Cyclone in Bangladesh. In 2009 UMCOR provided $10,000 for the support of the victims of Cyclone Aila. In addition UMCOR provided $100,000 to cover the construction of 200 shelters and latrines in Myanmar and $50,000 to support Muslim Aid’s work for the provision of clean drinking water in Gaza. Muslim Aid’s Acting Country Director in Indonesia had two meetings with UMCOR’s Head of Mission and Coordinator in Banda Aceh to explore future collaboration. It was proposed that UMCOR should undertake community needs assessments by conducting PRA (Participatory Rural Appraisal) exercises involving graduates/students in field activities before submitting joint proposals to UNDP in December 2008.
People in Aid In August 2008 Muslim Aid signed up to be members of People in Aid’s standards of good practice as a requirement for DEC Membership. People in Aid was established by agencies in the relief and development sector in 1995 and is a not-for-profit membership organisation. People in Aid is a global network of development and humanitarian assistance agencies which assists organizations whose goal is the relief of poverty and suffering to enhance the impact they make through better management and support of staff and volunteers. People in Aid respond to the needs of members and the sector by acting as an information exchange on good human resources and people management practice, by facilitating networking, by providing resources, by undertaking research and by answering queries.
2008 saw the continuation of Muslim Aid’s good working relationship with the UK government’s Department for International Development. A DfID-hosted iftar for Muslim Aid donors was held in Newham, attended by Shahid Malik MP and was preceded by a meeting at Newham school with Shahid Malik MP and Stephen Timms MP about the challenges of tackling global poverty. A concept note was submitted to DFID Development Awareness Fund for Love Water Love Life 2-year project to work with the Arabic-speaking communities of London. In April 2008 Muslim Aid started working on a DFID-funded £30,000 project, Education Really Matters, to establish a pen-pal scheme between approx 100 students in Islamic schools in London and Rainbow Family children overseas. •
Disasters Emergency Committee (DEC) Muslim Aid submitted its membership application to the DEC in August 2008. A meeting was subsequently held between the Chair and the DEC Board in October 2008 and the DEC decision letter was received on 31st October 2008. The only criterion on which Muslim Aid’s application fell short was that the organization could not demonstrate having spent £10 million per year for 3 consecutive years on disaster and emergency (D&E) delivery. This was partly because 2008 was the first year that Muslim Aid had produced consolidated accounts and also because so much of the organization’s D&E work does not fall within the DEC definition of D&E but is seen to be “medium term response”. Muslim Aid’s position will be reviewed in line with the DEC’s stipulated criteria and a re-consideration of the application will be requested when Muslim Aid can fulfill all of the necessary criteria.
Crisis Action Membership of Crisis Action, a campaign group which focuses on situations of conflict and allows members to participate at an appropriate level in joint advocacy work, continued in 2008. Muslim Aid’s membership enabled staff to become familiar with the views of other member NGOs and staff attended various advocacy meetings facilitated by Crisis Action.
BOND Muslim Aid’s membership of the largest network of UK based NGOs working in international development continued in 2008. The organization attended many meetings. For example, Desk Manager Qasim Ahmed attended working groups on funding and disaster risk reduction in February 2008. Muslim Aid’s BOND membership was further utilized for trainings, consultation and advocacy.
Other UN Bodies Muslim Aid has strong relationships with UNDP, UNCIEF, WFP, UNHCR and UN-Habitat in Somalia and Indonesia. In Bangladesh Muslim Aid is working UNDP and UNESCO. With the FAO, and WFP on MABFO is working on livelihood, food security, and employment generation activities and Disaster Risk Reduction with UNICEF. In 2008, we worked to build these relationships in other countries of operation and were successful in securing some funding which is reflected in the finance section of the report.
Oxfam Muslim Aid worked together with Oxfam in 2008 to collaborate on communications and fundraising support and events. Muslim Aid hosted visits from the Finance and Donations teams and Communications and Fundraising in February 2008 and the Sunset Walk took place in September 2008.
Helping Hands: Helping Hand for Relief and Development is a global humanitarian relief and development organization responding to human sufferings in emergency and disastrous situations anywhere in the world regardless of race, gender, ethnicity, class, location, religion, colour, cultural diversity and social background; with special focus in countries where a massive proportion of the population is living below the poverty line such as Pakistan, India, Bangladesh, Afghanistan, Kenya and Sudan. They also work with partners ranging from small community support groups to national alliances and international networks seeking education for all, justice and action against poverty, class and gender discrimination and natural calamity. Helping Hands has been supporting Muslim Aid’s activities for a number of years through Ramadan and Qurbani programmes and also emergency response.
IHH The Foundation for Human Rights and Freedom and Humanitarian Relief (IHH) is a Turkish organization, established in 1995. Their aim is to provide support to individuals who are distressed, victimized by war, disaster, wounded, disabled, homeless, subjected to famine or oppressed. It is IHH’s main objective to deliver humanitarian aid to all people and take necessary steps to prevent any violations against their basic rights and liberties. In 2008 IHH supported Muslim Aid during Ramadan and Qurbani programme.
World Bank/Multi Donor Fund Muslim Aid Indonesia was awarded a grant for the Emergency Rehabilitation of the Drainage System for the Central Business District of Banda Aceh by the Multi Donor Trust Fund through the World Bank in 2006. This marked the first partnership between Muslim Aid and the World Bank. In 2009 the implementation of the $4.5 million project continued.
Asian Development Bank (ADB) ADB is an international development finance institution, established in 1966 and based in Manila. ADB is owned and financed by its 67 members, of which 48 are from the region and 19 are from other parts of the globe. ADB’s main partners are governments, the private sector, nongovernment organizations, development agencies, community-based organizations, and foundations. Due to its positive performance, in 2008 Muslim Aid was one of seven agencies selected from among over 100 agencies operating in Aceh to manage some of the ADBfinanced housing programme in Aceh. The project was designed to construct 656 houses and by the end of 2008 the construction was 95% complete. This was the first time Muslim Aid received financial support from ADB and the quality of the construction was appreciated by ADB monitoring teams and by the community. In a survey conducted among beneficiaries, Muslim Aid houses were adjudged to be among the top five in quality from 175 agencies building houses in Aceh. To communicate effectively
By realizing this objective, Muslim Aid aims to: • Achieve international recognition as a reputable British Muslim NGO • Raise public awareness about the issues of poverty and injustice
Emergency Campaigns Double-sided appeal leaflets were produced for the Cyclone in Myanmar in May and the Pakistan earthquake in October. A 30 second appeal advert was also produced for the Myanmar appeal. 2.
PR & Media at HQ
Documentaries • Muslim Aid Iraq: Featuring Muslim Aid’s work in Iraq for Muslim Aid Australia to use at a fundraising dinner. Broadcast (TV and Radio) • Rainbow Family: 30 second appeal from Danny Williams, Islam Channel Print Media • East End Life: ‘Letter from Saif Ahmed responding to an article on politics, religion and development’ 3.
PR & Media at field offices
The table below shows a selection of media coverage achieved by the field offices over the year: Campaign/Programme
Type of coverage
Success story, tools distribution ceremony, admission notice
Micro Finance Programme
Success story, inaugural ceremony, loan disbursement
Health & WASH
Success story, Health camp, inaugural ceremony
Debate on climate change, inaugural ceremony, success story, supplementary, closing ceremony, interview
The Daily Prothom Alo, Daily Destiny, Daily Ittefaq, Naya Diganta, Daily Jugantor, Daily Bhorer Dak, Daily Karnophuli, Daily Purbokon, Daily Azadi, Daily Inqilab,Daily Lokosomaj, Daily Spondon, Daily Purbanchal and also Television channel The Bangladesh Somoy, Daily Sangbad, Daily Gonodabi,Daily Naya Diganto, Daily Barisal Barta, Daily Bhorer dak, Daily Rupantor, Daily Cox’s Bazar, Daily Karnophili, Daily Azadi, Daily Himchari, Daily Samakal and also on Diganto Television, Channel i and ATN Bangla The Daily Samakal, Amardesh, Chadnibazar, Jibonkotha, Natorebarta The Daily Prothom Alo, Naya Diganta, Samakal, Daily Star, Independence, Songram, Jugantor, Bhorerkagoj and Television Channels such as ATN Bangla, Channel I, Channel One, Diganto TV, Baishakhi, Amardesh etc.
To consolidate our activities worldwide By realizing this objective, Muslim Aid aims to: • Establish an efficient, effective and accountable internal structure at HQ and field office levels • Develop a clear strategic approach to all our activities Management Teams
In 2009 the Senior Management Team (SMT) consisted of: • • • •
Richard Marke - Acting Director of Finance Hamid Azad - Head of Overseas Anamul Haque - Head of Emergency & Sectoral Programmes Zakya Hussain - HR & Training Manager
Other department heads and individuals with managerial responsibilities formed the Management Group, a group of middle managers which met monthly under the guidance of Brian McAndrew. The purpose of this group is to ensure wider consultation so that decision-making reflects the reality from the bottom-up and to secure Field Office HR Developments Bangladesh Organisational Structure Realignment of the organization chart based on the programmes and projects based on the changing realities. HR Documentation Revised contract for new staff, reviewed JDs, developed application form, revised reference checking form, exit form, ensured all staff receive a salary payslip. HR Policies & Staff Manual, Code of conduct, Anti-fraud & Corruption Policy, Security Procedures Policy, and IT Policy. Staff Training & 287 staff received training in the following areas: Development 1. Breaking through English writing Barrier 2. Orientation on Fund EZ, 3. Asset Management & Anti-Virus software Instillation, 4. Strategic Review meeting, 5. ISISCO training by Disaster Management Bureau, 6. MIS & office Automation System and Micro Credit Coordination Meeting by Micro Credit Regulatory Authority, 7. Reduce Child labour by Manusher Jonno. 8. Basic Training on Core Livelihood Project Orientation on Microfinance Management, MRA Act and Micro Credit Accounts Management, 9. Basic Accounting Principles of MABFO, 10. DG ECHO training , Water Sanitation & Hygiene, 11. Training on Tax and VAT Integrated Income Generation Programme (IIGP) Introduction The programme was started in 2007 designed to generate income for Muslim Aid. In the beginning of 2009, there were 2 ongoing projects of IIGP located in the districts of Rangamati Hill and Dinajpur having some 36 Acres (increased to 48 Acres by Dec.2009) and 6.3 Acres of land respectively; suitable for agriculture. The Rangamati one, locating at MainiMukh of Langadu Upazilla - is a tripartite project with Rabitat Al Alam Al Islami (Land owner), Ibn Sina Trust and MABFO. The Dinajpuir project is owned by MABFO. But from April 2009, another project (Third Project) was started at Rangamati dealing with Poultry Production on rented Sheds. The idea of IIGP was to adopt environment friendly art of technology for Agriculture, Animal Husbandry, Fisheries, Poultry and Horticulture under Integrated approach to maximize land utilization. Dissemination of the technique is one of the targets so that the ultra poor / grass root farmers could uplift their livelihood getting self-sustained.
Habluha t (Dinajpu r) Project Maini Mukh Projec Ram t u Literature Review Brief Proj Since Muslim Aid Bangladesh (MAB) is committed ect to serving humanity through the Muslim Aid HQ-which has Global network of volunteering and providing nonprofit activities to help the distress, underprivileged and helpless people of the world; they have the scope to look forward utilizing the technological assistance rather than just providing ‘Cash and Kind’ helps that they are proving to the poor people. So, giving emphasis to the Agro Based sectors Muslim Aid could do a lot and help huge numbers of people getting self-reliant and getting well-to-do status in the society in a sustainable way -by utilizing Integrated Culture Approach (ICA). Another important idea is that Muslim Aid could start creating self generated local or country fund by selling the products to the consumers not only in Bangladesh but also in many other countries of the world. These funds would again be utilized to the Humanity and for the betterment of the poor in an accelerated way. In a nut shell, Integrated (ICA) approach means to utilize the same unit of invested money in MULTIPLE times enabling reduced investment cost in the same ground or area – where by-products of one items helps to produce another products also. The global mission of Muslim Aid is to alleviate the sufferings of the poorest and it complaints to millennium development goals (MDGs) at international level and poverty reduction strategy papers (PRSP) at national level. IIGP being a multi disciplinary agricultural development project fulfils the partial need of PRSP as well as MDGs. Poverty reduction, creating employment opportunity and branding for Muslim Aid are designed to be one of the final outcomes of the programme. As regards to funding it was designed that, after spending the required seed money- the income generated from these projects would be utilized to fund various development programs of MABFO. A fourth project is under process of getting Bilateral agreement with Rabita at Ramu (some 6+ Acres), under Cox's Bazar District.
In addition to create Fund, in this year min. 5,000 families were directly benefited by getting job in this MABFO program. Indirectly, lot of root level farmers are coming and getting informal orientation on the techniques we apply - so IIGP is doing some extension and dissemination of low cost innovative techniques also. Notable that, the BDR Camp Commanding Officer himself came to visit our project and in 2009 bought 10,000 Pine Apple saplings for their camp from our Maini Mukh project. We are going to supply more to them in 2010. They are interested to buy Banana sapling and Poultry also from us. This is a success of marketing our products. At Maini Mukh Project of Langadu Upazilla of Rangamati – IIGP, Muslim Aid has become the Key Poultry items’ Supplier dealing with some 13,000 Layer and Broilers birds. Since 2009, we were only selling poultry eggs and flesh (both Broilers and Cocks) – but now we have also started to supply Laying Hen (Pullets) and poultry feed also in the neighbourhood. In 2009 we have already crossed the breakeven point although it was planned to be in 2011. This year the 3 IIGP projects received total fund of Tk. 2725, 000/= but they have made expenditures of Tk. 7015,170/= utilizing their fund. (Payment is 257% than received). In Addition to that we have TK. 721,576/= as CASH In Hand and Bank. IIGP have Saleable (Tk. 1400,000/= in Jan & Feb only insha Allah) and on top of that IIGP have Fixed Assets & Tangible assets (birds, Goats, Trees, Fruits on tree/plants) amounting some Tk. 15,427,170/=. Where as, IIGP received in total of Tk. 6746, 068/= in three years from Muslim Aid UK. Nearly 5,000 labours were engaged in this period in the projects and a) 500 small farmers oriented on integrated model of agriculture, horticulture, fishery and livestock b) 500 small traders in the local markets developed with the quality products of the projects c) 1000 individual consumers organized and oriented with the use of firm products and by-products d) 5000 day labourers got year round income by working in the firms giving emphasis on gender balance projects – where nearly 55% ware female members. The egg market of the MainiMukh & Langadu Thana is occupied by IIGP, MABFO. The BDR camp is under agreement with MainiMukh project to buy eggs for 6 months. The BDR camp has purchased 10,000 Pine Apple Sapling and IIGP is providing technical support to them also. Cultivated Area: Habluhat Integrated Rural Development Project (HIRDP), District -Dinajpur has 6.3 acres of land owned by Muslim Aid. Mainimukh Integrated Rural Development Project (MIRDP)-Joint venture with Rabitat Al Alam Al Islami, Ibn Sina Trust, in the Rangamati Hill District starting in 2007 with 23 acres of land and water area – in 2009 we have extended the cultivated area to 48 acres income generating activities. Results Achieved during the reporting period Projects in brief: Around 90 percent (nearly 48 Acres) of the suitable of hill-slope land area of MainiMukh project has already been converted to the area under productive farming practices- whereas 100% of Habluhat project is now being under integrated culture practice. Until now some 40 varieties of culture items were practiced from which we are going to restrict within only the highest profit earning items in future.
Deliverables More than 45 types of different agro-fisheries-horticulture and animal husbandry based items were cultured in the 3 projects, such as (1) Fisheries, (2) Goat rearing, (3) Cattle fattening, (4) Poultry Farming, (5) Duck rearing, (6) Geese rearing; cultivation of (7) Paddy, (8) Maize, (9) Wheat, (10) Potato, (11) Chilly (Green Paper), (12) Ginger, (13) Turmeric, (14) Mustard, (15) Papaya (16) Egg Plant, (17) Arum, (18) Banana, (19) Mango, (20) Olive, (21) Pine Apple, (22) Sesame, (23) Pumpkin, (24) Water Melon, (25) Long bean, (26) Corolla, (27) Cucumber, (28) Radish, (29) Snake Gourd, (30) Carrot, (31) Sweet Gourd, (32)Cucumber, (33) Gourd, (34) Ladies Finger etc. Plantation of (35) Betel Nut, (36) Coconut, (37) Mahogany (38) Neem, (39) Bamboo bush, (40) Gamari, (41) Debdaru, (42) Acacia (43) Cane tree, and Other (44) seasonal leafy vegetables and (45) spices items. Technical backstopping for sustainable land use planning and practices was given emphasis. Learnt that, in next year we would not go for all these, but limit to the most profit earning items only. Motivation meetings with the stakeholders were fruitfully conducted for getting two way exchange of experience and prospect sharing. Seed capital investments to the projects were targeted to maximise in spite of fund constraints by recycling the income from products sales of the projects. Outputs 1. Extend culture area and items from a research /mini level to commercial level.
Objectively Verifiable Indicators (OVIs)
By the end of the Year:
During January –Dec, 2009
1. Commercial Poultry Farming to some 5000 birds at MainiMukh.
Successfully completed farming of 5000 layer and 8000 broiler /cock Poultry farming Under MainiMukh Project. The target achievement process is complete.
2. Commercial fisheries to an area of 14 acres at MainiMukh and 1 acre at Habluhat. 3. Commercial Farming of selected items where profit earning is higher on agriculture 4. Some Medium Term (20-30 years max) trees for Timber and Short term Fruit items be selected – for attaining quick return on plantation.
Some more profitable items have been selected for future and some loosing / more expensive items were decided to be dropped. Mahogany, Mango, Banana, Pine Apple, Papaya, Neem, Bamboo, Cane culture is given to be emphasis.
Outcome IIGP attained Commercial operation on Poultry, Fisheries, Fruit gardening of Pineapple, Banana, Papaya, on vegetable sector going for Pumpkin, Arum, Egg Plant, Snake Gourd, on oil seed/spices going for Sesame, Mustard, Chilly and Ginger (dropped Turmeric due to it’s high weeding cost). In agriculture Maize, Wheat and paddy are the items selected. For medium term Plantation selected Mahogany, Papaya, Banana, Cane and Bamboo as the most profitable item for Habluhat project. In MainiMukh project, since we do
not own the land – we will go for Pine Apple, Banana, Papaya and some vegetables and oilseed culture only. The egg market of the MainiMukh Thana is occupied by IIGP, MABFO. The BDR camp is under agreement with MainiMukh project to buy eggs for 6 months. The BDR camps have purchased 10,000 Pine Apple Sapling and IIGP is providing technical support to them also. Outputs
a) 500 small farmers oriented on integrated model of agriculture, horticulture, fishery and livestock b) 500 small traders in the local markets developed with the quality products of the projects c)1000 individual consumers organized and oriented with the use of firm products and by-products d) 5000 day labourers will get year round income by working in the firms giving emphasis on gender balance. e) Two new projects – one under rental basis and another with partnership with
Objectively Verifiable Indicators (OVIs)
By the end of the period:
During January –Dec, 2009
a) 100% achieved.
a) small farmers know better farming on the model
b) 100% achieved
b) 100 % achieved.
b) small traders involved in marketing
c) 90% achieved. c) 100% achieved d) 100% achieved e) 100% achieved
d) 100% achieved & around 55% are women. e) A sub project is ongoing under MainiMukh project management fully owned by MABFO on rented land at Rangamati. For the 2nd project with RABITA at Ramu is proposed-the Draft MoU is waiting finalization.
c) The products and by products of the projects receive proper pricing d) 5000 families got indirect benefit by employment with emphasis on gender balance. e) 2 new projects running
Rabita. 3. Monitoring and Evaluation by MABFO M & E Officer
Efficiency Matrix and cost benefit analysis with specific items and recommendation from third party.
Brother Kamruzzaman made a detailed analysis on MainiMukh Project during his visit on 22 to 25 June 2009. He made recommendations on the activities and problems also. (Annexed later)
His critical report helps develop more Cost-efficient project activity and action plan.
Both the Projects have participated in the Govt. Days being celebrated by the Upazilla Nirbahi Office (UNO); such as â&#x20AC;&#x201C; Liberation Day (26 March), Environment Day, Brikka Ropon Shoptah (Tree plantation week), Fishery Week etc. in this period.
Integrated Income Generation Programme (IIGP) (A project of Muslim Aid-UK) Muslim Aid -UK Bangladesh Field Office Mainimukh, Rangamati Income & Expenditure Account For the year ended 31st December 2009 Notes
A. Income Foreign donation Fund from foreign sources
Local donation and other income Project income Bank profit
1,446,485 1,446,485 3,173,702
581,812 7,550 589,362 1,124,797
18,316 430 18,746 964,665
12.00 13.00 14.00
539,563 67,957 207,194 7,215 54,404
566,812 41,175 79,650 8,017 12,121
688,949 15,342 -
Total income B. Expenditure Programme cost/COGS Overhead cost Personal cost - programme staff Preliminary expenses written off Depreciation Total expenditure Excess of income over expenditure (AC. B)
These financial statements should be read in conjunction with the annexed notes
Head of Finance Muslim Aid-Uk, BFO
Country Director Muslim Aid-Uk, BFO
Integrated Income Generation Programme (IIGP) (A project of Muslim Aid-UK) Muslim Aid -UK Bangladesh Field Office Rangamati Sub- Project Income & Expenditure Account For the year ended 31st December 2009 Notes
A. Income Foreign donation Fund from foreign sources
Local donation and other income Project income Bank profit
425,894 5,234 431,128 878,911
12.00 13.00 14.00
195,641 1,523 20
Total income B. Expenditure Programme cost/COGS Overhead cost Personal cost - programme staff Preliminary expenses written off Depreciation Total expenditure C. Excess of income over expenditure (A-B)
(A project of Muslim Aid-UK) Muslim Aid- UK Bangladesh Field office Habluhat, Dinajpur Income & Expenditure Account For the year ended 31st December 2009 Notes
A.Income Foreign donation Fund from foreign sources
9.00 10.00 11.00 12.00
329,364 23,062 18,420 370,846 920,846
1,650 188,904 9,869 500 200,923 925,000
153,835 333 2,000 156,168 946,168
427,277 81,957 233,146 26,450 768,830
214,139 39,000 197,316 23,658 474,113
191,296 49,729 96,500 337,525
Local donation and Miscellaneous income Local donation Project income Bank profit Miscellaneous income Total income B.Expenditure Project cost Overhead cost excluding depreciation Personnel cost - program staff Depreciation Total expenditure Excess of income over expenditure (A-B)
13.00 14.00 15.00 Annex-A
These Financial Statements should be read in conjunction with annexed notes
The scenario of the total 3 yearsâ&#x20AC;&#x2122; operations may be summarized as below (as per Balance Sheets):
Fund Receipt from Muslim Aid UK: YEAR 1
Expenditure made Taka 1736923 2050900 7015170 10802993
£ =100T 17369 20509 70152 108,030
% of Expenditure Over Receive 100.06% 165.59% 257.44% 189.54% Income from Project Operation: Taka £ =100T 174943 1749 845284 8453 3034009 30340
Expenditure made higher than the fund received means that – IIGP made the additional payments from their project product Sale Income.
ClosingBalance (Cash at Bank and in Hand) YEAR Taka £ =100Tk 2007 405621 4056 2008 689577 6896 2009 721576 7216
Assets status of 3 projects YEAR
(Property, equipments, Plants, Animals, Birds with depreciation)
FIXED Asset 2007 373,864 2008 419,186 2009 5,702,641
Current Asset 402,213 917,537 9,724,529
Total TK. 776,077 1,336,723 15,427,170
£ =100Tk 7,761 13,367 154,272
Total of Balance and Assets in (Land Value worth £126,000 NOT £ Included) Total MA investment till Dec. 2009 Total Surplus
161,487 = 67,461 = 94,027
% of Surplus over investment
JANUARY – Dec. 2009 YEARLY PROGRAMME REVIEW
Expected Outcome (Annual) 1. Preparation 1. Details of detailed monthly & Work Plan. Quarterly 2. Preparation of Work plan. Detailed 2. Quarterly Budget for and Monthly 2009 breakdown 3. Preparation Power Point 3. IIGP presentation of activity IIGP Activities Summary for the 4. Well Chairman supervised 4. Regular and Smooth supervision of running of the All admin the projects and technical issues of the 2 5. Field projects Supervisors 5. Capacity are building of the experienced Field and good in supervisors to managing. Manage the projects 6. Maintained properly till 6. Accounts and June 2009 Finance without any management accountant. 7. Joint venture 7. Project (BILATER Extension AL) for 8. Reporting IIGP in System from Ramu, the Field level Coxâ&#x20AC;&#x2122;s Bazar. for both 8. Establish a administrative self and financial explanatory issues reporting system 9. Capacity Building of the 9. Utilize projects 100% Land and other resources of 10. Bring the 2 MainiMukh existing Poultry Farm projects. as a commercial venture 10. Cost efficient Poultry Farming at MainiMukh 11. Beneficiary for both Layer through and Broiler employment/jo type b opportunity 11.
Expected Progress/Achievement Outcome (Half Yearly) 1. Monthly & 1. Done with monthly & Quarterly Work Quarterly breakdown. plan. 2. Conducted with 2.Budget 2009 Quarterly and Monthly breakdown-several times. 3. Conducted 3.IIGP activities Summary 4. Conducted and solved the problems instantly 4. Project (which were within Running with capacity). Instant and quick solution
5. Alhamdulillah, they are far better capable now
5. Smooth management & Accounts system
6.Recruitment of a Field Officer (Gr.7 stp1) at Dhaka Office completed in June 2009
6. Employment of an Assistant at Dhaka Office.
7. Draft submitted. Follow up program continuing. Expecting MoU to be signed soon.
7. MoU be agreed
8. Finally (by trial & error method) developed standard and easy system for getting that. 9. Alhamdulillah, at Maini Mukh we are culturing on some 48 Acres of hilly Land with some 42 items & at Habluhat using the whole land mass in a planned way with multiple rotation of land use.
8. Improved reporting system
9. Increase project area culture coverage
10. The Poultry established at MainiMukh
10. Alhamdulillah-the Farm is established now in our own Low cost 2 Farmhouses at Maini Mukh. The highest monthly income= TK.123,874 (21094 eggs) in May 2009. The total MainiMukh Market is covered by Muslim Aid eggs. 11.DIRECT:MainiMukh=2 075, Habluhat=500; Indirect: Maini=2400, Habluhat=800
2. Due to change in Budget allocation several times- had to do the job 10 times.
5. A Training Prgm. was supposed to be held by HR & Fin. 6. Completed.
7. Recently Rabita authority has agreed to come in joint venture (BILATERAL) for IIGP in Ramu, Coxâ&#x20AC;&#x2122;s Bazar. Separate fund allocation required. The proposed Fund is 30,000 GBP. 8. Continuous process 9. The Final Fund cut may hamper to achieve Targets. 10. 2nd Rotation of Layer Poultry was started in July with a capacity of 4000 birds.
11. Target (Direct Benef.) : Budget cut results in reduced work and activity
JANUARY – Dec. 2009 DEPARTMENT/PROGRAMME: Three years operation The scenario of the total 3 years’ operations may be summarized as below (as per Balance Sheets): Fund Receipt from Muslim Aid UK:
1 2 3
YEAR 2007 2008 2009
Taka 1735919 1238566 2725000
£ =100Tk 17359 12386 27250
% of Expendi ture Over Receive
£ =100T 17369
Income from Project Operation: Taka £ =100T 174943 1749 845284 8453 3034009 30340 4054236
Expenditure made higher than the fund received means that – IIGP made the additional payments from their project product Sale Income. ClosingBalance (Cash at Bank and in Hand) YEAR Taka £ =100Tk 2007 405621 4056 2008 689577 6896 2009 721576 7216 Dec. 2009
Excess of Income over Expenditure for 2009 1 MainiMukh 2 Rangamati 3 HabluHat
Taka 2297369 681727 152017
Assets status of 3 projects YEAR 2007 2008 2009
Total of 3 Proj. 3,131,113 (Property, equipments, Plants, Animals, Birds with depreciation) FIXED Asset 373,864 419,186 5,702,641
Total of Balance and Assets in £
Current Asset 402,213 917,537 9,724,529
Total TK. 776,077 1,336,723 15,427,170
(Land Value worth £126,000 NOT Included)
£=Tk 100 22973.69 6817.27 1520.17 31,311.13
£ =100Tk 7,761 13,367 154,272
Total MA investment till Dec. 2009 Total Surplus
= 67,461 = 94,027
% of Surplus over investment
Please Note: 1. In the income possibility table of page 25 of the original project proposal of 2006; the investment requirement of the items # 8 to 21 stands at Tk.453975 = £ 4540 per month i.e. YEARLY Fund Req. was £ 54,480 for ONE Project. But, we received tot. £ 67,461in THREE years to run 2 projects (instead of £ 326,880)- ratio wise which is a very little seed money (20.6%). 2. Compared to Seed money FLOW it is found that, investing £ 67,461(20.6% of the commitment) the Surplus is £ 94,027 (139% more than the investment). So, if the committed fund would be supplied- the programme would make Surplus of min. £ 455,605 rather more because in such type of venture some investment can be supported to multiple output. e.g. A Poultry Technician can handle 6000 birds -but if we keep him with 3000 birds -he
will get the same SALARY. 3. It was estimated in 2006 that, for a regular yearly Seed money of £ 54480 the income would be £ 2,239 (itm 8 to 21) But, Alhamdulillah -the ratio of input vs. output that IIGP have already achieved in practice is some multiple times!. 4. As far as the sustainability of IIGP programme is concerned- in 2009 it is already crossed the breakeven point although it was planned to be in 2011. 5. Alhamdulillah, in 2009 the 3 IIGP projects received total fund of Tk. 2725, 000/= but expenditure made was Tk. 7015,170/= using self generated fund. (Payment is 257.44% than received). In Addition to that IIGP have TK. 721,576/= as CASH In Hand and Bank + Saleable & Current Asset amounting Tk.9724,529/=. On top of that IIGP have Fixed Assets amounting Tk. 5702, 641/=. Where as, IIGP received in total of Tk. 6746, 068/= in three years from Muslim Aid UK. 450 numbers of Mahogany (acajou masculi) trees were planted in the Hubluhat Project, spending some Tk. 6000/= this year. The estimated value of these trees is analysed in the table below: Years Number Value Tk. GBP inflation Value Total Valuation: Taka Total GBP inflation Value £
Valuation of Plants deducting Natural Mortality/Damage rate after: 3 7 10 12 17 20 ( -7% rate) (-2% rate) (-2% rate) (-1% rate) (-1% rate) (-2% rate) 419 410 402 398 394 386 250 2.50 0.25 2.25
2,000 20.00 2.00 18.00
15,000 150.00 15.00 135.00
20,000 200.00 20.00 180.00
25,000 250.00 25.00 225.00
30,000 300.00 30.00 270.00
1,046 105 942
8,203 820 7,382
20,096 2,010 18,087
47,749 4,775 42,974
66,968 6,697 60,271
84,931 8,493 76,438
3.4 INTEGRATED INCOME GENERATION PROGRAMME (IIGP) PROGRESS MONITORING REPORT
Integrated Income Generation Programme(IIGP) started in 2007 to generate income for the sustainability of Muslim Aid Bangladesh Field Office(MABFO). This programme is mainly agro based. There are 9 trades existing in the programme with area of 44 acres. Community participation and their benefits were also calculated into this programme.. Quantitative analysis
TRADE-1: Ginger: 8 acres land is being utilized for ginger cultivation with the investment of BDT 420,000 and the duration is almost 12 months. Trade is expecting to earn BDT 450,000 at the end of the day with a profit BDT 30,000; still marginal benefit is lesser than the marginal cost. Moreover, the land is not suitable for ginger cultivation as per expert due to full time shadow of mango garden. Weeds are another problem which requires high labor cost resulting less benefit and least quality product. Recommendation: Still this is a loss business; past experience doesnâ&#x20AC;&#x2122;t allow us to continue this cultivation. If it is not bringing the marginal cost, we should stop ginger cultivation. TRADE-2: Aurum Aurum is occupying 1.5 acres of land with the investment of BDT 40,000 and expecting return amounting to BDT 60,000. The duration of plantation and harvesting is almost 12 months; comparing the duration the return is bit less because this is excluding staff salary. In this case producer surplus and consumer surplus are very less resulting less marginal benefit. Recommendation: We should maximize production increasing land and minimizing investment. TARDE-3: Egg plants Cultivable land is very small only 10 decimal with an investment of BDT 2000 and expecting return BDT 4000. Recommendation: We should increase the land and production or this is too small to continue. It sounds very poor compare to programme investment. TRADE-4: Banana Banana has been cultivated in 2.35 acres; so far the total investment has been made amounting to BDT 40,000 earning BDT 72,000 by 12 months, as per sales report target is bit ambitious(Sold BDT 70 till to date). Recommendation: Local market has demand for banana but our supply is very less. We should increase our supply. TRADE-5: Pineapple Total cultivable land is 1.95 acres where investment done amounting to BDT 190,000 and expecting return BDT 250,000. Harvest already started and sold amounting to BDT 80,000 till date and it would continue for the next year. This is a profitable venture. Recommendation: If possible, we may increase the cultivation of pineapple. TRADE-6: Oil seed (Teel) Oil seed has been cultivated in .5 acres of land with the investment of BDT 1000 and expecting return BDT 5000. Seed planted in April 2009 and harvested in June 2009. In this case producer surplus is more but the consumer surplus is less. Recommendation: Compare to duration return is very good, before starting any culture, we should do proper justification then return will be maximized. TRADE-7: Fish
14.3 acres of pond/lake is being used for fish culture. Fish fry planted in April 2009 and expected to harvest by December 2009. Total investment was made amounting to BDT 80,000 and expected return BDT 120,000. In this case, net benefit is positive. Recommendation: This culture is profitable; we may expedite this culture through close supervision. TRADE-8: Chicken (Broiler) 1000 chicks were bought in April 2009 and would be selling from July 2009. Total investment is BDT 136,727 and expecting return BDT 162,500. Marginal benefit is good. Recommendation: We may invest more here. TRADE-9: Chicken (Layer) It started in 2008 purchasing 1146 chicken. Total investment will be done for the period of September 2008 to July 2010 amounting to BDT 1,761,400 and expecting return BDT 2,063,400. Till date eggs sold amounting to BDT 313,424 and this occupied the local market. Recommendation: Special care is important to increase production Community involvement The marginal communities are being benefited through selling their informal labors into 9 different projects under this programme. On an average 20 people are working in different projects on daily basis and this continues for the whole year. As the programme location is very much isolated, job opportunities are very less moreover IIGP created employment opportunities for them. Even community is getting interested to start cultivation in their houses for additional income and of course this is also a positive notion for community benefits. This certain income made possible to run their family smoothly and send their children to schools for primary education. Local market is the only place for buying and selling goods and services. Programme, buy necessary materials from local market and sell their products to the same market and this is also another way to benefit community. Women employment Specially many of labors are women; out of 20, 13 labors are working on daily basis and it continues for the whole year. Per day one woman earns BDT 80 and they also do the households work along with this job. Prevention of environmental degradation Litter of poultry firm is harmful for environment but we are recycling this into manure preparation to avoid environmental degradation and making land fertile. Cooperation/networkin Government agricultural department helps whenever necessary; moreover there is a GO-NGOs coordination meeting where IIGP participates regularly. Market development IIGP already created demand for certain goods for the local market such as pineapple, eggs, broiler chickens and fish and itâ&#x20AC;&#x2122;s bringing positive image for Muslim Aid. Specially for eggs, IIGP is the only supplier in the local market.
PLANT ATION TIME AprilMay 2009
HARV EST TIME FebMar 2010
INVESTM ENT(BDT) 420,000
EXPECTED OUTCOME( BDT) 450,000
PROGR ESS SO FAR Plants are growing well with age of 2 months only
Unit measure ment 37.5 man per acre
Plants are growing well with age of 2 months only
100 man per acre
Brinjal(e gg plant)
Sold BDT 100 and still harvest is going on
10 kg per decimal
May â&#x20AC;&#x201C; Dec 2009
Sold at worth of BDT 70 and harvest is going on
Per bunch BDT 50
Per acre BDT 125,000
Sold BDT 80,000 in 2009 and it will continu e for next year Harvest
4 kg per
CONCERN/ISSU ES Land is not suitable for ginger cultivation because most of the land is mango garden; full time shadow reduces the quantity and the quality of ginger and another problem weeds which requires high labor cost. Due to shadow place and garden weeds grow quickly which requires high labor cost; if we calculate time, return is minimum; Requesting Br. Mahfuz to look into this matter This is very small investment and return; requesting Br. Mahfuz to avoid this kind of investment where opportunity cost is very less Still marginal benefit is lesser than marginal cost due to less production; production below the market equilibrium point resulting net benefit negative. Requesting Br. Mahfuz to increase production Net benefit is positive.
This analysis is done including staff salary; one year investment goes amounting to BDT 4,120,627 and the expected return BDT 3,186,900
Findings: 1. 2. 3. 4. 5. 6. 7. 8.
Quarterly Budget of the program is not prepared in due time. IIGP Maini Mukh project is a kind of joint venture project with IBN SINA. Maini Mukh is the only project of IIGP program which has no purchased land of its own. Maini Mukh project does not have any separate office for IIGP staff. Suitable land is not being utilized for suitable kind of fruits cultivation. IBN SINA, partner of this project changes their location before the due date. A lot of unskilled labor force is employed for this project. The weather condition of the project area is not suitable for cultivation.
Recommendations: 1. Budget must be submitted and prepared in time for smooth operation of the projects to achieve the target goal as money is the blood of every organization. 2. Project must purchase its own land, which is not fulfilled in all the projects. 3. All the conditions of Partnership deed must be followed by all the parties involved. 4. Separate office must be needed to maintain official work of IIGP staff. 5. Intensive training must be provided to all labor forces to develop there skills. 6. There should be a clear instructions about how much land would be utilized by Muslim Aid project along with the partner. CONCLUSION Integrated Income Generation Program (IIGP) is originally developed to generate income flow for the sustainability of Muslim Aid Bangladesh Field Office (MABFO). This program is mainly agro based. There are nine types of agro based products that are traded at present under this program covering area of 44 acres. Community participation and their benefits were also calculated into this program. Geographically the project area is very much isolated and the communication is not smooth. Considering all these issues and extending benefits to the local community and market, the program started its journey in 2007. While making investments gender issues and environmental aspects were strictly considered. The main purpose of this project is to maintain a sustainable progress of the organization and help local community to get rid of the poverty. Muslim Aid Bangladesh is really contributing in the economic progress of Bangladesh and thus serving the humanity.