1.

Bangladesh Academy for Rural Development

Origin:

BARD was established in 1959 in Comilla (as Pakistan Academy of Rural Development), under
the initiative of Dr Akhtar Hameed Khan who became the institution's founder-Director. After
the Partition of Pakistan, the institution was renamed to its present form.

The Academy is located at Kotbari, 10 km from Comilla town. The campus is spread over a vast
area that also hosts residences, conference rooms, mosque, library, a health clinic, sports
complex, and other amenities.

Objectives:

One of the main functions of BARD is to provide training for both officials and non-official
members of the public and private institutions working on rural development. The training is
provided in the form of courses, visit programs, workshops and seminars.

Functions of the Academy:

 Conduct research in rural development and allied fields.

 Conduct training of Government officials and others concerned with rural development.
 Test and experiment concepts and theories of development.
 Evaluate the programs and activities relating to rural development.
 Provide advisory and consultative service to the government and other agencies.
 Guide and supervise national and foreign students in their dissertation works

Performance:

Since its inception BARD has conducted a number of large and small scales development
programs and the Academy is continuously searching out new models of rural development.
Therefore, it is conducting experiments in different areas. Some of these are:

1. TCCA

In 1960s the Academy evolved a new system of rural cooperatives where small farmers
of Comilla sadar thana were organised into primary cooperatives in the form of the
federation of Thana Central Cooperative Association. The model has been successfully
replicated all over the country.

2. TTDC

The Thana Training and Development Centre (TTDC) (since 1962-63) is a model of
decentralised and coordinated rural administration for development. Subsequently, it was
renamed as Rural Works Programme (RWP).
 2. Barind Multipurpose Development Authority (BMDA)

Origin:

The part of greater Rajshahi, Dinajpur, Rangpur and Bogra District of Bangladesh and the Indian
territorial Maldah District of West Bengal is geographically identified as Barind Tract. In 1985
the Government approved a project named Barind Integrated Area Development Project under
the Bangladesh Agricultural Development Corporation, whose detailed particular is provided in
the following pages. In 1990 the project was declared complete using only 26% of the fund
allocated. On completion of the project a review was conducted and to speed up the development
project implementation of the Barind area a separate authority was created named Barind
Multipurpose Development Authority (BMDA) on 15 th January 1992 under the ministry of
Agriculture. The authority has so far implemented 8(eight) development projects.

On completion of the project a review was conducted and to speed up the development project
implementation of the Barind area a separate authority was created named Barind Multipurpose
Development Authority (BMDA) on 15 th January 1992 under the ministry of Agriculture. The
authority has so far implemented 27 development projects.

Objective and functions:

The Development priorities of the Barind Area particularly concerning the development of
Agriculture include:-

a) Augmentation of surface water resources and its use.

b) Increasing irrigation facilities by using underground water through Deep Tube Wells.

c) Formulate and implement command area development project for creating water supply
system for irrigation and development of irrigation.

d) Insure electrification of irrigation equipment and agro-based industries in the area.

e) Re-excavation of ponds/Khal for psciculture development and for Irrigation.

f) A forestation to achieve environmental and ecological balance.

g) Improving road communication by construction/Re-construction of feeder Roads.

h) Crop diversification by using Deep Tube wells, Shallow Tube wells and other pumps.
Performance:

Development activities Achievement

(Up to February’13)
Installation of DTW 14729
Electrification of DTW (Nos.) 14172
Irrigation Water Distribution 14044

System (Nos.)
Cross dam Construction (Nos.) 623
Re-excavation of Canals (km.) 1177
Re-excavation of Derelict Ponds (Nos.) 2881
Feeder Road Construction (Km.) 770.71
Drinking water supply from irrigation 1080

deep tube well (Nos.)

Afforestation (Lakh) 243.04
Farmer training (Person) 134493
Deep tube well utilization in 2011-2012 (No) 13778
Irrigated area in 2011-2012 (Hec) Boro 282226 T-Amon 168520

& Others 142349

Irrigation charge realization in 2011-2012 (Tk. 13614.85
Lakh)
Deep tube well utilization in 2012-2013 (No) 13759
Irrigated area in 2012-2013 (Hec) Boro 186463 T-Amon 191354 & Others:
137923
Irrigation charge realization in 2012-2013 (Tk. 6904.72
Lakh)
 3. Palli Karma Sahayak Foundation

Origin:
PKSF was established by the Government of Bangladesh in 1990 as the apex organization with
the mandate to alleviate poverty through generating employment. PKSF disburses fund to
microfinance institutions (MFIs) who are its Partner Organizations (POs) to implement
development programs designed for the poor of Bangladesh. At present PKSF has 257 MFIs as
its PO providing financial services that have grown in width as well as in breadth. Through
PKSF’s widespread PO network, the organization has access to all districts in the country as
evident with total disbursement of BDT 454.81 Billion has been disbursed to 8.6 Million
borrowers so far.

OBJECTIVES:

PKSF is the apex funding organization of microfinance program carried out by various
Microfinance Institutions (MFIs) in Bangladesh. PKSF has been established for helping the poor,
the landless and the asset less in order to enable them to gain access to resources for productive
undertakings and/or employment and for enhancing the quality of their life. The specific
objectives of PKSF are:

1. To provide assistance for generating income or employment opportunities for the landless and
asset less for alleviating poverty, in various forms and manners, including financial, institutional,
advisory and training, to non-government, semi-government and government organizations,
voluntary agencies and societies, local government bodies, institutions and groups of individuals
as Partner Organizations (POs).

2. To support, promote, develop and identify employment opportunities for the poor (the landless
and asset less), to provide them with credit as well as such other help and assistance including
education and training as may be necessary for development of their skills.

3. To help building and strengthening the institutional capacity of the POs for improving their
efforts at providing access to resources for the poor.

4. To support, promote and sponsor innovative programmes and projects for creating awareness
for the improvement in the quality of life of the poor and self-reliance in the process of creating
productive employment opportunities.

5. To help the poor people to diversify and strengthen their survival strategies, to enhance their
security and to give them access to assets and rights and augment their self-respect providing
them choice and independence.
6. To be a promoter and stimulator of innovative ideas and methods and to encourage, promote
and assist efforts, which emphasize and focus on new technologies and ideas for employment
creation and productive activities for poverty alleviation.

7. To initiate, undertake and promote research activities directed towards poverty alleviation and
employment generation; to establish and support research and training institutions; to grant
stipends, scholarships, fellowships for such research activities; to organize seminars, workshops,
conferences and to undertake publication of reports, periodicals, monographs, bulletins, journals,
books, etc. in furtherance of the objectives of PKSF.

8. To set up an effective Management Information System (MIS) for regular and proper
monitoring and evaluation of the poverty alleviation activities of the POs supported by PKSF.

9. To establish and maintain contact and collaboration with POs, other institutions, bodies and
societies in Bangladesh and abroad including relevant international agencies, constituents of the
UN system interested in similar objectives and to coordinate with such institutions, bodies and
organizations for furthering the objectives of PKSF.

10. To undertake, sponsor, support or aid any educational, social, commercial, agricultural or
industrial activities for attaining the objectives of PKSF.

11. To do all such other lawful things as are conducive and/or incidental to furthering the growth
and the attainment of the objectives of PKSF.

FUNCTIONS
As an apex financing institution involved in long-term financing of organizations with
microfinance services, PKSF puts utmost emphasis on the attainment of both financial and
institutional sustainability of these organizations. In order to achieve the objective of
sustainability, PKSF performs the major functions expected of an apex organization. These
include, among others:

1. CREDIT PROGRAMME
PKSF’s mainstream credit programme, now, includes four components, viz. Rural Microcredit;
Urban Microcredit; Microenterprise Credit and Microcredit for the Hardcore Poor.
The projects under which credit funds are provided include (i) Participatory Livestock
Development Project (PLDP); (ii) Integrated Food Assisted Development Project (IFADEP); (iii)
Training, Employment and Income Generation Programme (TEIGP) of Jamuna Multipurpose
Bridge Authority (JMBA); (iv) Southwest Flood Damage Rehabilitation Project (Socioeconomic
Rehabilitation Fund); (v) Sundarbans Bio-diversity Conservation Project (SBCP); (vi) Financial
Services for the Poorest (FSP) project; and “Microfinance and Technical Support Project”
funded by the International Fund for Agricultural Development (IFAD) and the Government of
Bangladesh.

2. DEVELOPING BEST PRACTICES FOR THE MICROCREDIT SECTOR

PKSF has prepared a number of policy guidelines and standards for its POs and for the
microcredit sector involving the practitioners of PKSF, POs and others concerned. PKSF reviews
its policies and programmes continuously and adjusts them to meet the changing requirements.
PKSF has a programme to develop standards in further areas.

3. INSTITUTION/CAPACITY BUILDING SUPPORT TO POs

Institutional development of PKSF and its POs holds great importance especially from the point
of view of sustainability of the microcredit programme. The institutional development
components include Training, Training Modules, On-site Technical Assistance, and Training for
External Organizations, Study Visit at PKSF, Loan for Institutional Development of POs,
Workshops/Seminars, Research Programme, and Internship.

4. ADVOCACY FOR APPROPRIATE POLICIES AND REGULATIONS USEFUL FOR

THE MICROCREDIT SECTOR

PKSF lobbies with the Government and other relevant organizations for ensuring appropriate
policies and regulations in the microcredit sector of the country. Significant progress has been
made toward preparing a user-friendly regulatory framework for the country’s microcredit sector
with substantial contribution from PKSF. PKSF is an important member of the Microfinance
Research and Reference Unit (MRRU) set up by the government for preparing a microfinance
regulatory framework.

OVERALL PERFORMANCE
During FY 2010-11, PKSF took a number of activities that created a favorable environment for
the poor so that they can increase their income and also protect themselves from any kind of
income erosion. With a view to increase the level of the income of the poor, PKSF has catered
diversified and poor-friendly microfinance programmes with more flexibility in terms of grace
period, loan installment, duration and above all, the pricing of a loan.

The loan disbursement from PKSF-PO in FY 2010-11 is BDT 19.31 billion. Last year it was
BDT 19.42 billion. Whereas from PO-Beneficiaries, loan disbursement is BDT 119.11 billion in
FY 2010-11 compared to BDT 96.76 billion in FY 2009-10. Excluding Institutional
Development (ID) Loan, the loan outstanding for PKSF in FY 2010-11 is BDT 31.99 billion,
which was BDT 31.63 billion in the last financial year. Similarly, POs’ loan outstanding in FY
2010-11 is BDT 65.02 billion whereas it was BDT 55.99 billion in FY 2009-10 exclusive of ID
Loan.

Most of the districts in the country are covered by the POs of PKSF reaching 268 in numbers in
FY 2010-11. As of FY 2010-11, the total number of members is 10.80 million, which shows a
declining tendency of 4.02% with respect to FY 2009-10 while the total number of members was
10.96 million. 93% of the members were women in FY 2009-10 that was 92% in FY 2010-11.
Total number of borrowers as of FY 2010-11 is 8.23 million, which was 8.39 million in FY
2009-10. Among the borrowers, the number of women borrower is quite significant (91%) i.e.
7.53 million.

As mentioned before, PKSF believes that providing credit might not be solely sufficient to
generate income, the poor need to have sufficient skills and favourable opportunities to utilize
the credit. In this regard, the Value Chain Development under Finance for Enterprise
Development and Employment Creation (FEDEC) project has been developed to provide non-
financial support and to establish strong market linkages both backward and forward. In addition,
a wide range of training and other social development support, such as cash for work; safe
drinking water and sanitation; vaccination and medication camp; primary healthcare support;
building and repairing community infrastructure; community radio; disaster management;
educational support to prevent drop out from primary schools; scholarships for the disadvantaged
student; and livestock insurance are provided to the poor under different programmes and
projects such as Programmed Initiative for Monga Eradication (PRIME), Microfinance and
Technical Support (MFTS) project, Microfinance for Marginal and Small Farmers (MFMSF)
project, and Microfinance Support Intervention for Food Security for Vulnerable Group
Development (FSVGD) and Ultra Poor (UP) Beneficiaries project.
The training department of PKSF has continued to facilitate the POs staff along with the poor
borrowers and the number of beneficiaries is on the increase. PKSF is committed to create a pool
of well trained, efficient and motivated development workers with different skills at the local
level. In addition, PKSF has continued to finance pro-poor ventures and innovations for poverty
alleviation under Learning and Innovation Fund to Test New Ideas (LIFT) programme.

Despite all these interventions to increase the income of the poor, it is one of the most
challenging tasks to keep the income of poor at a sustained level. With that reality, PKSF is
taking necessary preparation to launch some new projects, such as Community Climate Change
Programme (CCCP) under Bangladesh Climate Change Resilience Fund (BCCRF) and
Developing Inclusive Insurance Sector Project (DIISP). Apart from its conventional operations,
Enhancing Resources and Increasing Capacities of Poor Households towards Elimination of their
Poverty (ENRICH) intends to enhance the household resources and human capabilities by
providing wide-ranging facilities including health, education, direct linkages with employers and
innovative microfinance. Besides, PKSF has recently formed Special Fund and Programmes-
Support Fund with its own fund to facilitate the capability of the poor.
 4. Bangladesh Rural Development Board

Origin:

Bangladesh Rural Development Board is the prime government agency engaged in rural
development and poverty alleviation. BRDB basically operates by organizing the small and
marginal farmers into cooperative societies for increasing agricultural production through
improved means and by forming formal or informal groups of landless men and distressed
women to promote income generating activities in the rural areas.

The origin of BRDB lies in the erstwhile Integrated Rural Development Program (IRDP)
which was launched in the early 70s to replicate Two-Tier Cooperative, popularly known as
the Comilla Model the Upazila Central Cooperative Association (UCCA) - Village based
farmer cooperatives (KSS) system. The system is based on the "Comilla approach" to rural
development, as conceived by the Bangladesh Academy for rural Development (BARD) in
the early 1960s. IRDP was introduced to promote economic growth through increased
agricultural production.

In order to fulfill it’s lately assumed mission of reducing rural poverty. BRDB had to adopt a
new strategy and undertake a number of development projects in addition to its normal
programs. BRDB has so far implemented 66 development projects and 11 are known under
implementation. Each project designed and implemented by BRDB includes in itself various
social development issues such as Primary Health Care, HIV/AIDS, sanitation, environment,
mass education and the like which has an indirect impact on reducing rural poverty. BRDB
thus moved from a sectoral approach to a multidimensional approach with the following goal,
objectives and strategies.

Mission of BRDB:

The outstanding mission of BRDB includes the followings:

1. To organize Comilla type of cooperative for optimum utilization of human as well as

material resources available to development.
2. To organize rural masses into cohesive & disciplined group for planned sustained
development. Accumulate/mobilize rural capital through thrift deposit & sale of shares.
3. Ensuring proper utilization of institutional credit
4. Developing human resources through training & motivation to the portfolio of demand
driven as well as women empowerment.
5. Integrate Supply & Services for effective utilization.
6. Develop local leadership as community catalyst.
Functions:

Main Scheme:

The BRDB's Main Scheme seeks to deliver an institutional development package that, at its
heart, promotes the formation of cooperatives amongst the rural poor.

Main Scheme is the core program of BRDB which is funded by the Government of Bangladesh.
The Main Scheme aims to develop the socio-economic condition of the small and marginal
farmers, women and rural poor through two-tier cooperatives; which involves village based
cooperatives linking with Upazila central cooperative Association.

Through this two-tier cooperative structure, BRDB provides development services; such as, short
and medium term credit, training in modern agricultural and extension techniques, supplies of
high-yielding varieties of seed, fertilizer, irrigation technologies, marketing and sales support. It
is through the delivery of these services that the BRDB promotes rural development and seeks to
alleviate poverty.

The BRDB Main Scheme activities are as follows:

1. Organize farmers into village cooperative groups for providing support facilities aimed at
increasing farm productivity and income.
2. Unite village cooperative into Upazila Central Cooperative Associations – known as
Upazila Central Cooperative Associations (UCCAs). Deliver essential services, such as
supervised credit, training, agricultural extension, input supplies, technology and
marketing support, to village societies through UCCAs.
3. Link UCCAs with national-level organizations
4. Develop local leaders.
5. Ensure timely and sustained provision of required inputs.
6. Organize training for BRDB officials (both for utilization on development works and to
strengthen the workforce of Government departments).
7. Undertake continuous monitoring and evaluation for existing programs and projects, and
research avenues of service expansion.

Extension Services:

The extension services offered by BRDB help uplifting the status of the poor in various ways.
Major achievements of such services are stated below :
Activities Cumulative Total
(i) Tree Plantation 169.221 million
(ii) Psciculture 1281.699 million
(iii) Sanitary Latrine 0.100 million
(iv) No. of Families using Improve Chulli 1.852 million
(v) Inoculation & Vaccination of Cattle/Poultry 271.630 million.
(vi) Establishment of Nurseries 0.002 million
(vii) Coconut Plantation 0.855 million

Performance:

BRDB's Success at a glance( June 2012).

(1) District Covered : 64

(2) Upazila Covered : 476
(3) Upazila Central Cooperative Association (UCCA) : 459
(4) Upazila Bittaheen Central Cooperative Association (UBCCA) : 169
(5) Upazila Mohila Bittaheen Central Cooperative Association (UMBCCA) : 20
(6) Mohila Bittaheen Kendriyo Unnayan Samity (MOBIKUS) : 21
(7) Upazila Kendriyo Mohila Unnayan Samity : 01

(8) Cooperatives & Groups (nos).

Cooperatives ( Farmers) : 70973

Cooperatives ( Asset less Male) : 10011

Cooperatives ( Asset less Female) : 20981

Cooperatives ( Women) :8690

Informal Groups ( Male) : 29640

Informal Groups (Female) : 37243

(9) Members (Nos)

Cooperatives ( Farmers) : 2174165

Cooperatives ( Asset less Male) : 292427

Cooperatives ( Asset less Female) : 678705

Cooperatives ( Women) : 307659

Informal Groups ( Male) : 767768

Informal Groups (Female) : 943912

(10) Capital formation in the form of share & savings (Taka in million)
Cooperatives ( Farmers) :1683.77

Cooperatives ( Asset less Male) : 210.04

Cooperatives ( Asset less Female) : 1341.60

Cooperatives (Women) : 478.97

Informal Groups (Male) : 825.33

Informal Groups (Female) : 1188.99

(11) Micro- Credit Disbursement: 8795.31 ( million taka)

(12) Realizable Credit recovery (%): 94%

 5. Bangladesh Small & Cottage Industries Corporation (BSCIC)

Origin
Bangladesh Small & Cottage Industries Corporation (BSCIC) was established in 1957 by an Act
of Parliament. The establishment of BSCIC was in recognition of the need for a specialized
agency to promote the development of Small, Medium & Cottage Industries (SMCIs) in the
manufacturing sector through the provision of advisory services, fiscal and financial assistance,
infrastructural facilities, market access and other support program.

BSCIC strives to create resilient and efficient SMCIs, able to compete in a liberalized market
environment. SMCIs have to be efficient and knowledge-driven, including using ICT to be
globally ‘connected’ and accessible. The Corporation will promote SMCIs to be an integral part
of the country’s industrial development capable of producing high value-added manufacturing
product & services. BSCIC will serve as the national focal point for the over all development of
SMCIs in the country.

The principal goal of the Bangladesh Govt. economic policy is to reduce poverty which is
coherent with the MDGs. For achieving the above goal economic growth policy is adopted by
the Govt. in the macro-economic policy. In view of the above the BSCIC Vision, Mission, Goal,
Strategy, Initiative, Challenges, Needs, Objectives, Services, Function and Programs are fixed.

Objectives

i. To create a healthy business environment that promotes and supports the establishment
and growth of SMCIs.
ii. To nurture high growth, resilient, innovative SMCIs that adopt best business practices.
iii. To enhance the technological, managerial, marketing, financial and entrepreneurial
capabilities of SMCIs to become globally competitive.
iv. To encourage enterprises and entrepreneurs to harness technology and knowledge in
developing high value-added products and services and moving up the value chain.
v. To facilitate and assist SMCIs to gain access to market by forming linkages and business
opportunities network, both locally and internationally.
vi. To foster the formation of a competitive and vibrant supply base to attract FDIs into the
country.

Functions:

 Institutional Networking
 Training Program
 Credit Program
 Salt Production
 Bee keeping
 Industrial Estates
 Annual Development Program
 Marketing Division
 Technology Division
  Development of SCI in Chittagong Hill Tracts Region
 Development of SCI in Dohogram and angorpota Region

6. Swanirvar Bangladesh

Origin:

Only about two and a half years after winning the Independence through a disruptive
war, rehabilitation assisted by massive UN relief operations, a grave misfortune struck Bangladesh
due to devastating floods and loss of all crops in 1974. Severe food shortage and no food assistance
being available from the international community, disastrous famine followed perishing
hundreds of thousands of people. Undaunted, the Government resolved to achieve self reliance in
food production starting the well known Swanirvar Movement through a Swanirvar Cell
headed by a Special Secretary to the Government under the Ministry of Agriculture. Its
main task was providing motivational leadership, implementation in the field spear headed by
the Deputy Commissioners of the then 19 Districts of Bangladesh.

The movement continued with many other associated developmental works with good results.
But after the change of Government in 1981, the Swanirvar Cell was abolished terminating the
Government led movement for achieving food autarky.

The inertia caused the volunteer workers to continue the activities for a while, in order to give them
an organizational structure a non-government organization (NGO) was established in the name
of Swanirvar Bangladesh obtaining necessary registrations from the relevant authorities.

Field activities of Swanirvar Bangladesh gradually became multi-sectoral including literacy,

family planning, primary health care and nutrition, rural infrastructure development, crop
production, livestock, poultry and fisheries development, tree plantation etc. It also started
minor micro credit program beginning with the famous Dheki Loan which gradually
encompassed many other rudimentary production, processing and service activities by the rural
poor with loans provided by the Nationalized Commercial Banks.

The organization had continued with loosely bound management, mostly by volunteers both at
the headquarters and in the field. Although the spirit of self-reliance reigned, there were many
limitations; particularly the credit program pursued by volunteer workers was not very satisfactory.
In order to give the organization a corporate structure for the sake of sustainability and dynamism,
making room for expansions ensuring proper transparency and accountability in management, the
Memorandum and the Rules and Regulations of Swanirvar Bangladesh was radically revised,
registered with the Registrar Joint Stock Companies under the Societies Registration Act, 1860 in
May 2008. In the meantime, in order to meet the structural and systemic requirements imposed by
the Micro-credit Regulatory Authority, Registrar, Joint Stock Companies and own changed needs of
Swanirvar Bangladesh, as decided by its Governing Body, the existing Memorandum and Rules and
Regulations are being further revised.
Objectives

The objectives of Swanirvar Bangladesh are summarized below:

• Economic advancement through integrated national programs.

• Employment generation for poor and ultra-poor through micro-credit program for poverty
alleviation.

• Promotion of self-reliance through income-generation activities.

• Training for education and skill development.

• Implementation of health, nutrition and family planning programs, addressing the root causes of
having large families by the poor.

• Assisting the local government in their programs for rural development.

• Total welfare for all.

Performance:

Latest News Update on Swanirvar Bangladesh and A2I Program

Support to Digital Bangladesh Access to Information (A2I) Program and Swanirvar Bangladesh
are conducting online outsourcing training nationwide at Zillah, Upazila and Union Levels as
well as formulating new development plans like the development of ICT’s and other IT and
online related services. National Project Director Support to Digital Bangladesh A2I Program
former PS1 of The Prime Minister's Office and current ICT Secretary Mr. Md. Nazrul Islam
Khan as well as Chairman Governing Body Mr. S.M Al Husainy has attended and inaugurated a
number of Swanirvar Bangladesh’s A2I Earning and Learning Program’s online outsourcing
based trainings as Chief Guests. Mr. Md. Nazrul Islam khan has also participated and addressed
the Trainees in a number of interactive video conferencing sessions and activities and personally
reviewed the online based trainings from the trainees themselves. Mr. Khalid Noman Husainy
being the Focal Point of Earning and Learning Program (Swanirvar Bangladesh and A2I
Program) is personally conducting the trainings along with the efficient Support staff of
Swanirvar Bangladesh’s A2I and IT wings. The positive feedbacks and results obtained from the
trainings so far has been tremendous and progressing enthusiastically nationwide. The turnout’s,
responses and the follow-ups of the trainee batches are performing promptly and are eagerly
supportive of ‘Learning and Earning’ Program. Trainees and interested candidates are getting
(24/7 days a week) help and support from Swanirvar Bangladesh since the Learning and Earning
Program was made accessible via Swanirvar’s interactive online sites
(www.swanirvarbangladesh.org/a2i, Help lines, Live Camera and Voice Chat, forums and other
forms of social networking sites and media.), Facebook , Twitter, Skype, YouTube, etc.
 7. Ektee Bari Ektee Khamar

Origin:

Nearly Eighty percent people of Bangladesh live in the villages. Land and rural people are the
key elements of rural economy. The overall development of this country depends virtually on the
development of its rural areas. All elements of the driving force of the economy prevail in the
villages. Every house in the village has unutilized land, home yard, pond/ditch, canal, etc. It also
has unskilled manpower, unemployed youths and women. Alongside these resources different
Nation Building Departments (NBDs) have their cadres to offer extension services to the
villagers. This means that we have all elements and resources like land, labor, capital and others
in our villages which, if explored rightly and utilized optimally can contribute to community
development in particular and national development in general.

In such situation, if every homestead is developed into a farm through identifying untapped
resources around it, organizing people through village organizations, utilizing the resources by
imparting training, creating the zeal for work and initiative in every man and woman, developing
human resource and optimal utilization of resources, it is possible to achieve the cherished goal
of over-all socio economic development of the rural people.

The vision for changing every homestead in the village into a farm, the project “one house one
farm” (ektee bari ektee khamar) was initiated first for a five year period from July 2009-June
2014 under the Rural Development and Cooperative Division, Ministry of Local Government,
Rural Development & Cooperatives. Then it was revised and extended for two years and the new
implementation period was set to June 2016. The original cost of the project was 1197 Crores
taka and revised cost was 3163 Crores taka. The project was launched to cover 7 Divisions, 64
Districts, 485 Upazilas, 4503 Unions, and 40527 Villages.

Objectives:

The intrinsic goal of the project is to reduce national poverty to 20% from 40% by 2015 through
developing each of the houses as a unit of agro economic activities by utilizing human and
financial resources of the family members. To achieve the goal the project takes the following
specific objectives with precise target and time frame to-

i. Bring all (85,000) villages of the country under Village Development Organization
(VDO) comprising 60 members for each by 2013.
ii. Develop each house hold (510,000) of Bangladesh as an ideal agro farm by 2013.
iii. Train up 2,02,635 workers (5 from each village) on Agriculture, Home gardening, Fish
culture, Poultry and Livestock by 2012.
iv. Establish 5 (five) exhibition farms in each village by 2015.
v. Establish agro farms in rest of the possible households of each village following the
exhibition farms by 2015.
vi. Develop mutual fund for each member/beneficiary through giving incen-tive TK 200 per
month (TK 2,400 per year) as grant by June, 2015.
vii. Develop common fund for each village organization through yearly incen-tives Tk.
150,000 by June, 2015.
viii. Develop Tk 900,000 cumulative common fund for the villagers under the title of village
development organization by June, 2015.

Performance:

The performance of the project up to September, 2013 is presented below:

Cumulative Progress up to September, 2013

Description Target Plan Achievements

1 2 3
Selection of Union 4503 4503
Selection of Beneficiaries 24,31,620 24,00,000

Village Organization 40,527 40,000

Saving (Taka in Crore) 1077.00 355.00

Bonus 1077.00 355.00

(Taka in Crore)
Post Training Support Fund (PTS) 1241.00
(Taka in Crore) 490.00

Milch Cow 90,000 47,800

GI Sheet Tin (Bandle) 1,93,280 41,980

Poultry Birds (Family) 96,400 10,600

Seeds of vegetable (Family) 2,89,164 55,980

Tree Plantation (Family) 96,400 38,300

8.
 9. Integrated Rural Development Program (IRDP)

Origin:

The background, development, and outlook for the Integrated Rural Development Program
(IRDP) of Bangladesh is reviewed, examining the rural problems in Bangladesh and some issues
pertaining to rural development. The IRDP is the national program for duplicating the Comilla
model. Its main thrust was on building an institutional infrastructure around a 2-tier cooperative
organization which would awaken, assure, and assist the rural people of a Thana. IRDP began in
1963 and evolved slowly. In the beginning, the approach was tested in 3 remote Thanas.
Between 1964 and 1968 all 20 Thanas of Comilla district were brought under the program. The
IRDP was officially initiated in May 1971 during Bangladesh's liberation crisis period. After the
liberation, the government adopted IRDP as a major program and in July 1972 it was launched
with vigor. The 1st 5-year plan, conceived in November 1973, emphasized rural institutions in
general and the IRDP in particular.

Objectives:

The basic objectives of the IRDP are:

i. To create an institutional infrastructure to promote the effective utilization of the

resources available for development
ii. To serve as a vehicle for carrying out development programs and
iii. To organize peasants into permanent, cohesive, disciplined, voluntary cooperative groups
at the village level
iv. To federate village cooperatives at the Thana level;
v. To organize and develop the Thana Central Cooperative Association (TCCA) into a
strong development agency which will promote technological and social innovation,
provide supervised credit, help capital formation, arrange input supplies and services, and
organize continuous training programs for the Village Cooperative Society (VCS)
representatives;
vi. To develop local leadership through participation in the cooperative activities in TCCA
and VCS; and
vii. To help TCCAs and VCPs attain self sufficiency in management and finance.

Performance:

The IRDP serves as the basic institution for rural development to which related activities of all
nation building departments are linked at different levels. Despite the difficult period in
Bangladesh, the IRDP has progressed well. A preliminary report shows that the program is
underway according to the plan and is meeting the goals of physical development. As of August
1974, 152 Thanas had been brought under the program. Membership was about 15,000 VCSs
and 400,000 farm families. The main goal of the IRDP is to build up the institutional
infrastructure around agricultural development. The credibility of the program depends on the
monitoring of the following elements: streamlined communication channels; pooled resources;
cooperation and participation; comprehensiveness; coordination and interaction; and system
linkages. Prospects and problems are reviewed.
 10. Food For Work

Origin:
The food-for-work (FFW) program and the rural maintenance program (RMP) are two
nationwide programs that play an important role in the reduction of rural poverty, primarily
through creation of employment opportunities. The FFW program has been operating in
Bangladesh since 1975. It aims to create food-wage employment during the slack season, mostly
in construction and maintenance of rural roads, river embankments, and irrigation channels. The
FFW program was launched by the Government of Bangladesh in 1975 in response to the 1974
famine. The initial purpose of the program was to provide relief for the poor facing severe food
insecurity, using food resources donated to the country. Over the years, the program's focus has
been shifted from relief to development.

Objective:
A major objective of the program is to provide income to the rural poor during the slack period
when the unemployment rate in rural areas increases. Wage payments are made in kind (that is,
in wheat) rather than in cash. Such a practice is thought to stabilize food grain prices in the
market and to improve food consumption and nutrition of the participating households.

Functions:
Currently, the main functions of the program are:
1. to improve the performance of the agriculture sector through the construction and
maintenance of infrastructure for production and marketing;
2. to reduce physical damage and loss of human life due to floods and other natural disasters
through appropriate protective structures; and
3. to generate productive seasonal employment for the rural poor.

The FFW program is one of the 11 food grain distribution channels of the Public Food
Distribution System (PFDS). One of the major objectives of operating the PFDS is to achieve
food security by ensuring adequate availability of food grains.

Operational Performance of the Food-for-Work Program:

FFW is a large, umbrella-type program, under which several ministries, donor agencies, and
NGOs operate various kinds of schemes, with wide variations in the size of these operations.
One would, therefore, expect that the performance of individual schemes would also vary
significantly. Over the past 18 years, seasonal employment has been created for large numbers
of people under the FFW program. In recent years, the program has generated over 100 million
workdays of employment in earthworks each year, directly benefiting about 4 million people.
Indirect beneficiaries of the rural infrastructure works are the people living in areas in which the
FFW schemes are undertaken. Their benefits include improved production in the agriculture
sector, which benefits producers and consumers as well; enhanced marketing opportunities, as a
result of road construction and rehabilitation; improved communications between communities;
and reduced physical damage and numbers of human deaths as a result of structures that hold
back floods. These achievements are significant. Over the long term, these accomplishments
represent development gains and have the potential to facilitate a faster rate of economic growth,
which should contribute to food security at both the household and national levels.
 11. The Rural Development Academy (RDA)

Origin

The Rural Development Academy (RDA), Bogra was established on 19 June, 1974 as a
specialized Rural Development Institution for training, research and action research.

It is located at 16 kilometer away from Bogra town by the highway towards Dhaka. The
Academy campus covers an area of 48.50 hectares of which 19.00 hectares has been apportioned
for office, residence, school & college, play ground, children’s park and other establishments.
The remaining 29.50 hectares has been earmarked for demonstration farm for undertaking
research in farming, horticulture, floriculture, tissue culture, pisciculture, livestock, Poultry etc.
The campus has almost all the modern amenities of urban life.

The Academy is an autonomous body officiated with the Rural Development and Co-operatives
Division of the Ministry of Local Government, Rural Development & Co-operatives (LGRDC).
It is governed by a Board of Governors headed by the Honorable Minister for Local
Government, Rural Development and Co-operatives. The Director General of the Academy is the
Member-Secretary of the Board. In total 19 former Director General served as the Member-
Secretary of the Board of Government since its inception. Rural development is multi-
disciplinary in nature and the faculty of the Academy constitutes of different academic
disciplines. The Academy has strength of 304 personnel including 61 Faculty Members.

Objectives:

i. Conduct research and action research or pilot experiments in different fields of rural
development
ii. provide training for the rural people and the personnel of different nation building
departments and agencies
iii. Render consultancy services to different national and international agencies and
NGOs on various rural development issues.
iv. Organize training for government personnel and others involved in rural
development;
v. Carry out experiment and investigate data on strategy and methodology of rural
development;
vi. Evaluate programs and associated to rural development;
vii. Provide advices and consultations to government and other organizations;
viii. Direct and supervise activities or cooperate to perform activities of local and foreign
people engaged in higher research in rural development;
ix. Arrange and conduct national and international seminars, conferences and workshops;
x. Assist government to formulate policy in the area of rural development;
 xi. With the permission of government, undertake joint programs on research, education
and training in the issues of rural development with foreign or international
institutions;
xii. With the permission of government, introduce diploma certificate course on the issues
of rural development

Performance:

 Creation of 150,000 Skilled Human Resources

 Efficient Water Conveyance System ( Buried Pipe Irrigation System )
 Multipurpose use of low cost DTW.
 Arsenic Mitigation Plant Development.
 Agro. Industrial Water Supply.
 One Village One Society: CVDP
 Technical Protocol Development for Commercial Hybride Maize Seed Production.
 Seed Health Improvement.
 Women to Women Extension. (Digital Video ICT )
 Awards
 Independence Award 2004
 12. Cash For Work

Overview:

Bangladesh is a developing country but accordance to the density of population it is tremendous

threat for the society, community, and also for Bangladesh. It is overlook that most of the people
are living under poverty which affects fall in our economy and also individual life. Though
Bangladesh has made significant progress in human development indicators in the last decade,
but increase in prices of basic food commodities during the last few months has exposed the
poorest segments of the population in the country to severe pressure with concerns of a
worsening food security because of little earning and unemployment of the population.

Employment generation is one of the programmes under WFP's Emergency Operation targeted
to vulnerable groups affected by high food prices and natural disasters in the country. EG
activities will develop / rehabilitate drainage and irrigation infrastructures: embankments; rural
market access roads, homestead raising, ground rising for flood shelters, emergency livestock
paddocks and raised seed- beds.

The WFP therefore has undertaken the emergency operation (EMOP1078.0) with an overall goal
to complement the government of Bangladesh safety net programmes to alleviate the impact of
high food prices, starving particularly through targeted program Employment Generation. In
Bagerhat district in two upazila Shornonkhola and Mongla this program is running

Objectives:

The overall objective is to raise agricultural productivity in Bangladesh, contribute to self

sufficiency and mitigate current and future vulnerabilities to high food prices and food
insecurity.

 To raise agricultural productivity in Bangladesh.

 Contribute to be self sufficient
 And mitigate current and future vulnerabilities to high food prices and food insecurity.
 Enhance flood resilience.
 Improved capacity of ultra-poor agricultural workers.
 Increased access to productive assets and enhanced household income of ultra-poor
households.
 Creation of temporary employment for ultra poor agricultural workers particularly during
the lean or hunger period.