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NATIONAL RURAL SUPORT PROGRAMME (NRSP) INTRODUCTION: NRSP Established in 1991, NRSP is the largest Rural Support Programme

in the country in terms of outreach, staff and development activities. It is a not for profit organization registered under Section 42 of Companies Ordinance 1984. NRSP's mandate is to alleviate poverty by harnessing people's potential and undertake development activities in Pakistan. It has a presence in 54 Districts in all the four Provinces including Azad Jammu and Kashmir through Regional Offices and Field Offices. NRSP is currently working with more than One million poor households organized into a network of more than 102,000 Community Organizations. With sustained incremental growth, it is emerging as Pakistan's leading engine for poverty reduction and rural development. Vision and Purpose NRSP works to release the potential abilities, skills and knowledge of rural men and women, to enable them to articulate their aspirations and to effectively marshal the resources they need to meet their identified needs. The purpose is poverty alleviation enabling people to break the cycle of poverty, which begins with lack of opportunity, extends to the well-known miseries of economic and nutritional poverty and leads new generations to endure the same conditions. The process is social mobilization bringing people together on new terms for a common purpose. Objective: To foster a country wide network of grassroots institution to rural men and women to indentify, plan, implementation and monitor their developmental activities at their own for productive employment. NRSP is designed in such a way that it specializes as a support organization, which provides social guidance to the communities. The guiding tenets of NRSPs philosophy are to organize rural communities develop their capital base at the local level through savings and credit schemes, support human development endeavors and link the communities with the government service delivery departments, donors, NGOs and the private sector. While interacting with so many stakeholders, NRSP carefully outlines its role as that of a facilitator. This leads the communities and other

partners to maintain their relationship independent of Strategy: To harness people's potential to help themselves Approach: Social Guidance Programme Philosophy.


The core assumption of NRSPs philosophy is that there is a tremendous willingness amongst the people to help themselves. However, people cannot harness this willingness on their own. There is a need to mobilize it. To achieve this, a support mechanism is required that can ensure the provision of social guidance to the people. Social guidance initiates a process wherein the communities learn to organize into socially viable groups, enhance their skills, expand their collective and individual resource base and optimally utilize their available resources. Experience has taught NRSP that in the process of social guidance, the availability of an honest local level activist is vital. The idea behind the process of social guidance is to find out what people really want to do them and to assess whether whatever they want to do is possible while keeping in view the resource constraints. If it seems that the identified activity is practical, then NRSP assists the community in arranging the desired resources which may be credit, technical assistance, or specialized skill training for overcoming those constraints. As a result of effective management, despite financial constraints, NRSP has managed to extent its programme outreach to twenty four districts of all four provinces and Azad Jammu & Kashmir (AJK). Historical Perspective: The problems of the rural poor in Pakistan are many. These include low production, low prices, low incomes, low wages, meager savings and unemployment due to which the rural populace struggle day by day to fight against the never ending abyss of debt and destitution. In addition, over-population is leading to pressure on the capacity of natural resources, upon which the livelihood of the rural poor depends. Many millions live in abject poverty, marginalized from the mainstream and often hidden from the public eye. Apparently, the rural poor have no hope to improve their quality of life. Development administrators of the ilk of Brayne, in colonial India, once held that the

rural poor had only themselves to blame for their poverty and misery; ignorant, lazy and morally bankrupt. An objective analysis of the rural poor has indicated that they are not a homogenous group but are differentiated with respect to socio-economic conditions, agroecological situations and religio-cultural patterns. They also have certain commonalties such as; landlessness or small subsistence holding, isolation from the main economy, unorganized and leaderless, lack capital and have no access to credit, and lack of marketable skills. The late Dr. Akhter Hameed Khan, an eminent development scholar of international fame called this the peasant mentality. In his view the poor in the sub-continent are mainly subsidy oriented, look for doles, are fatalistic and follow factionalism. These characteristic elements essentially translated into lack of capacity of the rural poor to change their own lot. Community Participation: The importance of a support mechanism for implementing the conceptual package is central. The programmes for the poor can only be effectively implemented if these are led by an autonomous support structure, committed to the creation of a participatory village level institutional framework. The traditional approach of establishing a large number of specialized agencies (for training, credit, input supplies and extension etc.) for reaching the poor has failed because they were hampered in their effectiveness by the absence of a strong and broad institutional base at the village level. Creation of a village level institutional framework does not fall in the purview of any of these agencies. NRSP was therefore set up as a Rural Support Programme, which has taken the lead in the creation, promotion and support of effective and disciplined community organizations to manage rural development in Pakistan on a nationwide level. Wherever possible, existing or proposed organizations of the communities have also been used or incorporated into this effort provided that they were willing to operate in accordance with the principles and terms of partnership offered by NRSP.

Board of Directors Mr. Shoaib Sultan Khan Mr. Tariq Masud Mr. M. Azam Khan Mr. Bashir Ahmed Mr. Pervaiz Masud Mr. Safdar Hussain Kazmi Mr. Jahangar Khan Tareen Mr. Fazalullah Qureshi Ms. Kishwar Naheed Dr. Humayun Khan Mr. M. Nazar Memon Dr. Arifa Anwar Mr. Saeed Ahmed Qureshi Dr. Shahida Jafri

Poverty Alleviation:
Reports on macroeconomics show that poverty in Pakistan has increased over the last decade. Governmental and non- Governmental agencies, both within Pakistan and outside, acknowledge that poverty is a multiplex issue, encompassing as it does economics, health, education, social status, employment and access to opportunities. The task of alleviating poverty is equally complex. People experience poverty both in relative and absolute terms: they also move into and out of poverty at various times and under various conditions. Gender also affects the experience of poverty, with women facing numerous structural impediments to improving their situation. Poverty alleviation strategies and programmes aim at increasing people's access to goods, services and opportunities; increasing people's ability to withstand the socioeconomic shocks entailed in job loss, crop failure and illness, and expanding the horizon of opportunities for improving the quality of life of the poor. NRSP can point to the pooling of resources through social mobilization, income generation, accumulated savings, asset creation, the establishment of profitable

enterprises, the creation of reliable and profitable links to the market, capacity building for better access to employment, reduced costs in health and the provision of educational services where they did not exist previously, as its most significant contributions to poverty alleviation. Since NRSP believes in a participatory approach, we ask people to define poverty in their own terms and to let NRSP know what they need in order to reduce it. The participatory wealth ranking exercise begins with asking the residents of the geographical area selected for programme: "what is poverty" and "how do you, as local residents, understand the indicators of economic status here in your community?" People usually define poverty in relation to the factors that lead to increasing or reducing the economic standards of local people. Productive landholding is one of the major indicators that people consider for determining the economic status, but it is not the only one. In some places, the availability of water is more important than the size of landholdings. In other areas, people see living conditions - the type of house, ownership of other assets such as livestock, tube-wells and tractors - as the major indicators. For areas with urban features, people identify economic status according to the type of profession: for example, people belonging to low-status professions (cobblers, barbers and carpenters, for example) are considered to be poor. Labourers with irregular and uncertain incomes, including labourers with seasonally-fluctuating incomes, are considered the poorest amongst income earners. Those people unable to earn at all (the destitute, the aged, the physically or developmentally handicapped) constitute a special case for poverty identification and alleviation programmes.

NRSP - PPAF: a decade of Partnership The NRSP entered into partnership with the PPAF in May 2000. Throughout this ten-year partnership, the PPAF has provided technical support, funding, and guidance on strategy. This support has, and continues, to enable the NRSP not only to develop an extensive programme of poverty alleviation but to build its capacity as an institution. The PPAF-NRSP partnership has proved invaluable in terms of inclusion, programme flexibility and sustainability. This has been achieved through the expansion of choice enabling communities greater control over the development process and through the provision of greater support. Inclusion: The poorest: PPAF has continuously strived to include the poorest in its programmes, driving the switch from PRA to the poverty scorecard (PSC) in 2008-09 for improved focus. Women: from its inception, the PPAF set the standard that women must be included in 40% of all programme activities. The institution pushes the involvement of women both at the community level and at staff level. The disabled: PPAF provided extensive support to the disabled as part of its rehabilitation and reconstruction activities following the 2005 AJK earthquake. This included the capacity building of service providers and the development of linkages. This programme is now being extended. Programme flexibility: from 2000 to 2005, PPAF funding focused on the provision of capacity building, microcredit, and CPIs. As a result of ongoing monitoring, the PPAF decided to extend its funding to health and education in 2005. Extensive funding was also shifted to Disaster Management following the AJK earthquake and 2008 IDP crisis. Sustainability: Institutional systems: with the assistance of PPAF the NRSP further developed its programme strategies and monitoring systems. This was in terms of tracking microcredit clients, measuring programme impact and monitoring staff performance. Microfinance: through its strategy of a stepped reduction in subsidies on interest rates, from 2000 to 2005, PPAF pushed its POs to develop sustainable microfinance programmes able to operate on a commercial basis. With the successful implementation of this strategy, NRSP established its Microfinance Bank, due to open in 2011. Institution building: From 2008 onwards, the PPAF has shifted funds to the setting up of institutions at grassroots level through the three tier structure of social mobilisation. Future strategy and vision 7

With the continued support and guidance of PPAF, the NRSP is now deepening programme impact through the provision of more extensive interventions. These will enable more comprehensive and flexible support at both individual and community level. The development of sustainable livelihood programmes will constitute one of the core activities through asset transfers, the Community Livelihood Fund, and the facilitation of market access through CPIs and microfinance. Following the benchmarks set under the PPAF Social Mobilisation Project, the destitute and women will now form the balk of programme participants. Sustainability will reinforced through institutional development at the grassroots level. It is envisioned that this strategy will provide comprehensive support to the poorest strengthening citizen voice, access to services and strategies for income generation. The NRSP is thankful to PPAF for its ongoing support and guidance in poverty alleviation.

NRSP Bahawalpur Current Projects Sr. # 1. 2. 3. 4. 5. 6. 7. Name of Project PPAF SM 65,556,000 MORE 84,391,228 PESRP Small House Cum Garden PMVCP PPAF HEALTH & Education PPAF CPIs 41,096,574 Not yet received from HO Oct-11 33,316,000 Not yet received from HO Not yet received from HO Jun-11 Jun-11 Budget Rs for 2010-11 Jun-11 Project End date



NRSP utilizes Social Mobilization as the primary means of supporting rural men and women in their efforts to alleviate poverty. The essence of the process of social mobilization is encouraging men and women to form a group, typically consisting of 20-25 members, known as a Community Organization (CO). Our experience shows that the CO is an important forum for empowering people to take an active role in the management of local development initiatives. By 'social' is meant on the basis of common ground for a common purpose. A 'mobilized' community is one that is able to identify its needs and find the resources necessary to meet those needs. Those resources may be their own savings or labour, or funds or information from a Line Department.

A CO is more than a collection of individuals: it is an entity comprising of members who work for the collective good of the community. A properly functioning CO has both social and economic 'value', thus in a position to contribute to alleviating poverty. On the social side, it brings people together to work for the common good. On the economic side, the CO functions as a conduit for the micro-credit that households use to generate income, and as a base for accumulating savings and putting those savings to work for community development. The CO also attracts funds for new activities, both through NRSP and through the links it establishes with Government Departments and with the private/ corporate sector.





NRSP's most successful accomplishment is the identification of thousands of community volunteers, whom we call 'Activists', who have been instrumental in implementing all these activities. It is only this "social capital" that will lead to sustainable community development. We pay tribute to the men and women who have formed COs, and given their time and energy to ensure that local needs have been met. The CO members who are also Community Activists work tirelessly to bring ideas and improvements to fruition. Some have contributed by registering their COs as Citizen Community Boards while others have acted as village level specialists in agriculture/livestock, CO managers, Lady Health Workers and Village Education Committee members to provide a variety of services at the grassroots.

Progress of COs Formation Jan09-June10




Human resource development is a very important sector in NRSP it is actually training based programme. There are many trainings to perform with the help of HRD professionals, through this section NRSP can built the capacity of the community because community is the strength of NRSP. 13

There are several trainings done by HRD sector CTP VTP NRMTP CMSTP SSTP EDTP STP MDTP MFTP TOT Community Training Programme Vocational Training Programme Natural Resource Management Training Programme Community Management Skill Training Programme Social Sector Training Programme Enterprise development Training Programme Staff Training Programme Management Development Training Programme Microfinance training Programme Training Of Trainee

SOCIAL SECTOR SERVICES (SSS) In Social Sector Services thre are main two components HEALTH EDUCATION HEALTH:



Health initiatives:
Poverty, illiteracy, lack of health care facilities, poor or non-existent transportation and communication facilities, social constraints on women's mobility - all of these factors contribute to the need for health care services to be made available to the rural poor, especially those in remote areas. NRSP works to respond to the health needs identified by CO members in a number of ways. In most cases, the COs are linked with a Government Line Department or an international agency such as UNICEF or UNDP. In a few cases, they are linked with a private sector institution. General Health Camps are held periodically to provide CO members with affordable preventive and curative care. These Health Camps are beneficial wherever they are held, but particularly so in remote areas. The process is one of perceiving a need and filling in the 'gaps' in service delivery. CO members, their families and other village residents are invited to attend. NRSP provides the necessary logistical support (often, a vehicle and driver) to the medical practitioners and, if necessary, pays for medicines and supplies. On occasion, referrals are made to local Government hospitals. The health issues most often addressed included: hygiene, gynecological and obstetrical care, maternal health, blood pressure, family planning, eye health and cataract screening, malaria and TB. 16

NRSP & the Ministry of Population Welfare: Meeting the Need for Reproductive Health Information and Care

NRSP & the Ministry of Population Welfare:

Meeting the Need for Reproductive Health Information and Care. Since mid-2003, NRSP and the Ministry of Population Welfare have been working together to organize family planning health camps in the Islamabad Capital Territory (ICT). The motive for instituting these Camps is to explore the under-utilized potential of the Family Planning infrastructure, both human and physical. It is particularly necessary to provide reproductive health information and care to women in remote villages where no facilities exist. The joint operation between NRSP and the Ministry of Population Welfare will build on (i) the medical and technical skills of the Ministry and (ii) the trust and rapport between NRSP staff, Community Organizations and village residents, to fill a much-needed gap.

camps are held monthly. 88 camps were held between July 2003 and December March 2004. Information and

on Contraception materials are made available at the FWCs for distribution by CO office holders. The purposes of

mme are (1) to provide rural women with Family Planning methods and medicines (2) to provide accurate information about the use of contraceptives and (3) to minimise the health risks associated with frequent pregnancies. Medicines are provided to those patients requiring them. Those who attend the camps pay a nominal fee for IUCDs (Rs 3), injections (Rs 3), condoms (Rs 6 per dozen) and oral pills (Rs 3 per one-cycle pack). Women interested in contraceptive surgery are referred to Family Planning Centres or to Government hospitals for guidance and the surgery. Reducing Malaria with Insecticide Treated Bednets The Government of Pakistan has initiated a country-wide programme to help reduce the incidence of malaria by 50% by the year 2010. NRSP has been entrusted with encouraging communities at risk to take individual and collective action to prevent and control malaria. Community participation and social mobilization will be central to all of NRSP's contributions to preventive initiatives to meet the national goals. The Programme is managed by the Ministry of Health's Malaria Control Programme. NRSP is one of three NGO partners implementing the programme. NRSP will implement the Programme from its Turbat, Mardan and Mirpurkhas offices. The goal for this specific objective is to promote subsidized insecticide treated nets (ITNs) especially for the protection of high-risk groups in highly endemic areas from existing zero coverage (2004) to 10% in 2005 and 24% in 2007. In the first year, the Ministry of Health will supply 20,000 specially treated malaria nets to NRSP. They are treated with an insecticide that is safe for humans, kills mosquitoes on contact and remains effective for as 17

long as the net lasts. This is usually about five years, even though the nets will be washed many times in that period.



Rohi Model School Progress (PPAF):

Sr. # 1 2 3 4 4.1 4.2 5 6 Number of villages covered Total Enrollment Name of Indicators No. of Schools No. of Teachers No. of Village Education Committee (VEC) Formed No. of Village Education Committee (VEC) members Male Female Total 16 71 16 154 77 77 78 2744

Community School Programme: Where COs members identify primary education as a need which they are committed to addressing, NRSP works with the CO to establish a Community Model School. Community based schools occupy a particular niche in the education sector in Pakistan. In many rural and a few peri-urban communities, these schools offer the only primary education available to children. In other communities, they provide an alternative to Government schools, some of which - not all - are not functioning properly to educate young minds. In yet 19

other situations, community-based schools offer affordable education to children of poor families who cannot afford the fees of private schools. It is part of the mandate of NRSP Community schools that fees are subsidized for children whose parents are too poor to pay them. In many communities the schools occupy a single room. They have one teacher who must be a local person with at least Matriculate (10th Class) education. The community school has an in-built expansion strategy: each school is encouraged to add one class every year. Since 1997 NRSP has established 231 Community Schools in villages where CO members have identified access to education as a priority. NRSP has trained 1,268 teachers in contemporary teaching methods, organized a Village Education Committee for each school, and trained the VEC members in effective interaction and management techniques. Some schools have since been registered as Government schools; some have become private enterprises and a few have been taken over by donor agencies, leaving 131 presently supported by NRSP. Quality Education for All Project in Rahim Yar Khan, Punjab: The importance of education requires focus by the Government and developmental organizations in order to make useful and long-term effects on the development of the country and poverty alleviation. The Government has not been able to allocate sufficient resources to realize universal high quality education facilities. Whatever resources are granted are not being efficiently utilized because of organizational, political and management flaws in the system. The private sector has been able to respond to those sectors of the population with the capacity to pay for education, but commercialisation has not ensured high quality education and has been limited to urban and peri-urban areas. Although the Government is spending large sums of money on the establishment and operation of schools, many people remain dissatisfied with the quality of education. The Government is also worried about schools with low enrolment or high dropout rates. The need for remedies is urgent. The situation is most alarming in primary education, which has high dropout rates and a deteriorating quality of education. PHYSICAL INFRASTRUCTURE TECHNOLOGY DEVELOPMENT ( PITD)


Physical Infrastructure & Technology Development:

Many rural communities in Pakistan lack the most basic infrastructure required for water harvesting, storage and delivery. They also lack the means of linking their communities with markets and health and education services. Roads, bridges, sewage disposal systems and drainage systems are always amongst the top priorities identified by community members. Once communities identify the need for a physical infrastructure scheme NRSP's Physical Infrastructure and Technology Development section carries out feasibility studies relating to technical, financial and environmental aspects of the proposed scheme. The aim is to ensure that communities will be able to meet their commitments of resources and assume responsibility for the operation and maintenance of the schemes. It is also necessary to ensure minimal environmental impacts. Social Organizers work with community members to make sure they have the financial and managerial resources to implement and maintain the scheme. In all of these schemes, community members contribute at least 20% of the cost, and assume responsibility for the operation and maintenance of the schemes. PITD engineers have helped communities to construct ponds, reservoirs and wells, to line watercourses so that losses are minimized, to install lift irrigation schemes where these are technically feasible, to rehabilitate community-operated karezes in Balochistan, and to build water storage and flood protection bunds. PITD engineers also built roads linking remote villages to main roads. This latter activity brings economic and social opportunities to communities: people pay less for goods and services, opportunities to market their farm and other produce are greatly expanded and their access to medical care is increased. Opportunities to attend school and to find employment are also increased. 21

Small House-cum-Garden Scheme: Objective:

To alleviate poverty in the rural area of the project District. By augmenting their income through provision of Small Plot 2-kanals to the poorest of the poor landless house holds. Current Status:

Poverty Score Card has been completed of proposed nine UCs. Beneficiaries lists prepared through MIS and two sites Muzaffargarh and Yazman List of beneficiaries has been provided to concerned revenue department. 22



Introduction to NRM
NRM is the foundation from which the rural people can overcome their poverty. In southern Punjab the agriculture and livestock is not only the dominant occupation of rural people but also a mean of livelihood for many people who depend more or less on farming or its related activities to NRM plays a key role in lives of rural people. However planner and implementer of natural resource development do not always profit either information is lost or it is not easily accessible or changing circumstances may limit its value. Whatever the learning from the pas still makes sense, knowledge do not wear out although it is difficult to find some time. But it is experience that secure access of local communities to natural resources and technologies are the important steps in the process of poverty reduction.

Purpose of document:
The objective of this study is primarily to facilitate in project identification for investment decision. The study covers various aspects of project concept development, startup, production and business management.

Natural Resource Management:


Environmental degradation is a chronic and expensive problem for the rural poor, most of who depend directly on agriculture, livestock, and horticulture and orchard management for their livelihood. Whether it occurs naturally or as a result of human intervention, environmental degradation threatens the livelihoods of the rural poor. Similarly, poverty has negative environmental effects when the poor must resort to unsustainable practices cutting down trees and polluting water supplies, for example - in order to survive. In many parts of the country environmental degradation has created a new class of poor people those whose resource-based livelihoods have been destroyed.

All of NRSP's Environment and Natural Resource Management (ENRM) activities are focused on improving soil quality, reducing farmers' losses, adding value to inputs and increasing productivity and profitability. Many CO members have learned new techniques for planting, harvesting and processing, all aimed at improving crop yields. Many farmers have learned how to grow new crops which increase the profitability of their land and labour. Many others have been able to retain control of their assets and resources, as a result of increased profitability. A valuable activity is improving the inputs used by farmers. For example, seed banks have been established in a number of NRSP Regions: these allow farmers to plant high-yielding crops. Learning how to optimise the use of chemical fertilizers, and to use organic fertilisers when appropriate, also saves farmers money and contributes to improving the soil. Preventing soil erosion, especially important in areas such as Rawalakot, also makes a significant contribution. Renewable Enegery: Renewable energy from the wind, sun and biomass reduces pollution and global warming. NRSP is committed to helping farmers harness freely-available renewable sources of 25

energy, thus helping to reduce fuel costs, increase productivity and halt the depletion of natural resources. The Pakistan Council for Renewable Energy Technology has collaborated with NRSP and with COs for the transfer of renewable energy technologies, including the installation of a wind generator, solar LED lighting and a solar pump in Fateh Jang. A solar pump equipped with a tracking panel has been installed in Fateh Jang, with the active co-operation of the CO activist. Approximately 20-25 households benefit directly from the solar pump. The pump is installed 15 feet below the water level. Its daily output is close to 1500 gallons. NRSP's ENRM section constructed an adjacent water reservoir to store the water, which is used for irrigation. Local women tell us that their workload is reduced, and the water in the reservoir is cleaner than is otherwise available. The solar powered low-intensity Light Emitting Diode bulbs installed at NRSP's Head office and at CO Hattar (Fateh Jang Tehsil, Attock district) are an excellent, energyefficient means of converting daylight into usable energy. This is particularly useful where there is no electricity supply. An efficient 2 Watt LED bulb provides the light equivalent of a 20 W bulb, from a 15W solar panel. The system illuminates three 1.2 W LED bulbs for 56 hours. NRSP installed 3 wind chargers imported from the UK. Two were installed in COs in the Rawalpindi region, the other in Gwader, in June 2002. Three Effective Micro-organism Fermenters, which function to speed the decomposition of manure used as fertiliser and reduce urea fertiliser requirement by almost 50%, have been installed close to a tube well. Before the fields are irrigated, the fermenter is filled with water, manure and organic waste. The EM medium, a liquid, is added to the fermenter to speed the decomposition process. NRSP contributed Rs 56,000 to the cost of 3 EM fermenters for use by COs in Hyderabad. Two more were installed in Lodhran. The Rawalpindi office arranged information and demonstration sessions on solar cookers, which cook food quickly and safely, thus freeing busy women for other tasks. Two COs purchased a cooker after the demonstrations, paying 60% of the cost of Rs 2,000 per unit. We expect that demand for these environmentally friendly stoves will increase and the price will come down Unsafe drinking water causes an enormous number of diseases, many leading to death, in Pakistan. A solar distilling unit, a safe and cost-effective means of purifying drinking water, produces 10 litres of distilled water per day. The still is technologically simple but very effective. The residue contains salts, minerals, metals and most other impurities, including biological organisms. The end result is water cleaner than 26

the purest rainwater. The small biogas plants, constructed on the farms of CO members in Jabbi Niazi and Korak (Fateh Jang, Punjab), are an efficient means of disposing of organic waste and providing fuel and fertiliser. Both households found that the plants generated enough gas meet their cooking requirements. Each paid 50% of the Rs 20,000 cost of the plants. The two households found that the gas was enough to meet their domestic cooking requirements. The efficiency of effluents from the plants, which is said to be better than traditional natural fertilisers, will be tested in the next growing season. Many biogas plants in NRSP's project areas in Punjab are being constructed in collaboration with the Pakistan Council of Renewable Energy Technology. More than 700 fuel-efficient chulas (stoves) have now been installed in the Turbat and Rawalpindi regions. These are much more efficient than regular stoves and they reduce air pollution. Learning how to manufacture and use these chulas is very popular with CO members: In 2001-02, 111 men and 824 women learned how to either make or use them. In 2002-03, 1,542 CO members (408 men and 1,134 women) learned the necessary procedures. Mainstreaming Gender & Development: The low social and economic status of rural women and their significant contribution to the household and village economies in most areas of Pakistan are well known facts though not as well documented. It is generally agreed that their concerns and problems should be integrated into all rural development plans and programmes since their equal partnership with men alone can ensure a balanced development of society. Field visits have shown that the oft-cited constraints on women's involvement in the development process can be overcome. There has been significant progress in terms of changes in the attitudes of men to gender segregation, as is evident from the growing demand for education for girls. Education can and will make a big difference in the lives of women as well as in their relationships with men as equal partners. Similarly, with the rapid expansion of male education in the villages, there are clear signs of change in attitudes to the protection of female health and family size. It is fair to say that in many rural communities the constraints on female education and health care are on the supply and not demand side. Mahmood Hassan Khan 2003 NRSP's Vision of Gender Mainstreaming: At NRSP gender is a crosscutting theme. This requires gender integration into policy planning, programming, implementation and evaluation. We believe that our efforts to 27

reduce poverty cannot achieve their full potential unless we address the constraints that limit the capabilities of men and women to improve their standard of living and quality of life. The key aspects of this are:

Recognizing and harnessing the full potential of rural men and women. Increasing men's and women's productive capacities. Reducing the barriers which limit men's and women's participation in the economy and in society. The following principles guide NRSP's policy on gender mainstreaming: Gender Integration: NRSP realizes that addressing gender inequality as a crosscutting theme requires that women's views, perceptions, needs and aspirations shape the development agenda as much as those of men. Diversity and Intersection: Gender equality requires recognition that every policy, program and project affects women and men differently. Partnership between Men and Women: Partnership between men and women is necessary if a wider variety of choices are to be provided. Partnership involves working with men and women to bring about changes in attitudes, behavior, roles and responsibilities at home, in the workplaces, communities and in society at large. Empowerment and Agency: Empowerment enables women and men to identify unequal power relations and unequal access to and control over resources and the implications of unequal power relations for a prosperous society. Empowerment begins with consciousnessraising and leads to self-realization. Gender Equality and Equity: an effort to promote sustainable humane development. Achieving gender equality does not mean that women become the same as men. Rather, it is a conscious effort to ensure that one's rights or opportunities do not depend on being male or female. NRSP is aware that its efforts and contributions to poverty reduction must be coupled with actions to eliminate gender inequalities in order to promote sustainable humane development.


Mobilization for Empowerment (More) MORE: Mobilization for Empowerment is a World Bank PPAF case study. Project Objective: To enhance community participation and build civic capacity. Introduction of a community investment fund (CIF). District : Bahawalpur Tehsils : Bahawalpur, Yazman Plan Milk Value Chain Project Vehari (PMVCP)


Plan Milk Value Chain Project Vehari (PMVCP) Over all Provide animal health (prophylactic and curative) services; Educate the farmers to seek veterinary services at appropriate time; and Prepare a cadre of 200 Village Veterinary Workers (VVW). Specific Designing and implementation of vaccination, de-worming and veterinary extension programmes; Organization of livestock services camps in 100 villages of District Vehari. Organizing veterinary extension workshops to raise awareness of the farmers to seek appropriate veterinary services at appropriate time. 30

To select 200 young educated farmers for training as VVWs. Feed & fodder (as of dec, 2011) The Feed & Fodder component aims at achieving improved milk production per unit animal of subsistence/semi-subsistence farmers through introduction of better feeding practices, encouraging 100 percent farmers to incorporate fodder in cropping pattern, to use feed supplements in milk producing animals; make silage for use in scarcity periods. The component also aims at installing Feed Mixers to encourage use of blended and balanced rations; Water Troughs to provide ad lib water availability; distribute instruments and train farmers in adopting improved feeding practices. Indicators Feed Mixture Water Truf Demonstration Plant Farm Instrument Farm Inputs Training Feed & Fodder Target 100 100 100 100 100 3000 Achievement 51 15 50 50 50 1882 % age 51 15 50 50 50 63

FINANCE AND ACCOUNTS Finance and Accounts is very important and key section of NRSP. Key Functions of F & A: 1. Budgeting 2. Requisition 3. Purchasing 4. Inter Office Utilizations 5. Vouchers 1) .Bank Payments 2) .Bank Receipts 31

3) Cash Payments 4) Cash Receipts 5) Journal Voucher. 6) Blanca Sheets 7) Income Statement 8) Journal Ledgers 9) Operational and Personal Adjustments 10) Prepare Summaries of POL and Allowances Expenses 11) Prepare of Projects proposals 12) Record keeping 13) Comparative statements 14) Internal Auditing

Personnel and Administration: The Personnel and Administration section will maintain update record of service for all staff separate files be maintained for each staff containing the following information a) Name b) Fathers Name c) Date of Birth d) Place of Birth e) District of permanent residence with the name of Province f) Qualification g) Present Address h) Date of Joining i) CNIC # j) Name of Contact Person k) Legal Nomine l) Legal Dependant m) Copy of job Descriptions n) Two passport size photographs Ii-All regular employees will be evaluated by the concerned supervisor annually. A performance Evaluation Report (PER) will be prepared by the immediate supervisor and 32

submit to the competent authority for review and comments. Iii-Employee shall study and sign their PER so as to be informed for their perceived strengths and weaknesses in order to explain their position and improve their behavior. FUNCTIONS OF ADMINSTRATION IN NRSP: Prepare the Vehicle reports at the end of month Arrangements of all official activities Record keeping of POL expenses Record keeping of vehicles logbooks Registration of new vehicles Issue and block of vehicle POL fleet card Vehicles requests Office discipline Vehicles agreements. Arrangements of trainings and meeting hall Arrangements of rental vehicles Punching in MIS ( Medical and Leave records) MONITORING AND EVALUATION RESEARCH ( MER) Monitoring & Evaluation Research: The MER section constantly assesses the impact and effectiveness of NRSP's activities to ensure that Programme objectives are being met. For this a strong system of monitoring is in place which provides continuous feedback on the impact of NRSP's work to the managements and other development partners. The Monitoring, Evaluation and Research (MER) section is responsible for systematically Documenting programme implementation and collecting the data that makes it possible to analyze. The Flow of Data: Quantitative data recording begins with the CO itself, which records all details of its activities, Including its minutes, resolutions adopted, and Minutes, in a Karwai (proceedings) Register. The Field Units collect ground-level data about every CO the number of members, the savings they have accumulated, the training courses their members have taken, their NRM activities. Data collected in the Field Units flows in to the Regional offices, where it is verified and Consolidated into a Monthly Progress Report (MPR). The Regional MPRs and the sectoral data 33

(RCED, IRM, SSS, and NRM, HRD, PITD, HR) are consolidated into a single monthly Programme Update at the Head Office. Qualitative data is captured in case studies, which describe the impact of NRSP interventions on individuals. In addition to providing case studies to our donors, they are useful for micro level tracking of impact assessment. Pre-Project Analysis: The MER section prepares Project proposals that identify the activities relevant to the purpose and Intended outcomes of the Project POVERTY SCORE CARD (PSC) Poverty Score Card is based on poverty ranking of Household level .it consist of several bands Very Poor Poor Destitute This practice is not for poor all people are exist in this survey. It is actually case study and survey. Indicators of Poverty Score Card: 1. Area selection 2. Situation Analysis 3. Transact Walk 4. Resource Mapping 5. Mobility Mapping Poverty Score Card UC wise coverage


Poverty Score Card MIS Status Total # of UC Total # of U/C Entered in MIS % age 34

Bahawalpur Bahawalnagar RO-BWP

79 94 173

56 31 87

71 33 50

Flood relief activities


Flood Relief:
Staff: Currently working our 10 People for Flood relief fund in DG Khan


03 Person are working in Multan for flood victims In Ahmed Pur East, Staff Indentify the flood victims Staff has contributed for flood victims from their salaries. COs/VOs/LSOs: Sr.# 1 2 3 4 Total Union Council Bakhtiari Chanab Rasool Pur Khair Pur Daha Ban Wala Package Distributed 2598 1389 463 550 5000

Our LSO arrange Camps for collecting funds in shape of Goods & Cash for the Flood Victims. COs, VOs and LSOs themselves contribute for flood Vitims. Two tucks sent to D.G Khan. Distribute Food Items and Non Food Items among 156 flood affected families of Och, Bahawalpur. Agriculture (Target : Households 5000) Per Household Package : 50 Kg of Wheat + 50 KG of Urea + 50 Kg of DAP + 405 grams of Assorted vegetables

Livestock (target households: 3000 ) Per Household Package : 120 kgs compound feed plus dewormers plus 8 kg oats fodder seed, 405 grams of Assorted Vegetables Sr.# Union Council Oats seed, Vegetable Seed Distributed



Chanab Rasool Pur


Khair Pur Daha



NRSP Microfinance Bank Limited NRSP Microfinance Bank has commenced operations in March 2011. It has been planned to gradually transform the micro credit operations of the countrys largest provider of microfinance services (National Rural Support Programme) into a regulated privately owned microfinance bank. NRSP recognizes several advantages to the microfinance bank status. These include the ability to raise new sources of debt and equity funds, to offer savings other non-credit services, and the opportunity to achieve scale through adopting a fully-regulated environment.


NRSP Microfinance Bank's Mission The mission of NRSP Microfinance Bank is to reduce the effects of poverty by giving timely access to commercially viable financial products and services to the poor masses of Pakistan. Vision The NRSP Microfinance Bank's vision is to become regional leader for providing viable financial products and services to poor masses of Pakistan with special emphasis on small farmers Business Vision The broader business vision of NRSP MFB is to sustain NRSP's desi (local/close to earth) culture and brand among management, staff and clients. The bank intends to be known as a simple, trusted and locally available provider of financial service for common Pakistanis while at the same time achieving strong financial performance. Business Strategy NRSP Microfinance Bank will rely on NRSP's existing institutional knowledge of efficient delivery of services, skills and experiences for its growth. It will maintain focus on its core business in tested geographic areas. The success of initial phase will establish a foundation upon which other broader services be constructed in subsequent phases of the bank. Legal Structure The bank has been incorporated under the Companies Ordinance 1984 as a public company limited by shares and licensed to operate as a nationwide microfinance bank under the Microfinance Ordinance 2001. The authorized share capital of the bank is Rs.1 billion. The banks sponsor shareholders include NRSP, Acumen Fund, IFC and KFW. Corporate Governance NRSP Microfinance bank has adopted the best corporate governance practices. It has an independent board and its corporate governance model emphasize the interests of shareholders, management, managers, workers and customers. President Message The vision of NRSP Microfinance Bank is to become country leader for providing viable financial products and services to low income markets of Pakistan while at the same time achieving strong financial performance. To achieve our goals it is very vital for us to strive for continuous improvements in our systems. Therefore, whenever you come across any inaccuracy please dont ignore it but correct it immediately by going up to the last mile and not leaving the correction process in the middle. While working for National Rural Support Programme you proved that you are capable of maintaining the best microfinance portfolio in Pakistan. I hope that in future too you will continue with the same commitment and hard work to convert this new initiative in to countrys leader for providing regulated microfinance services.
Salient Features of NRSP

It is a home grown organization, registered as a Company Limited by Guarantee under Section 42 of the Companies Ordinance (1984) Government of Pakistan provided seed capital to establish NRSP in 1992 NRSP core operations are managed from the income of an endowment fund. NRSP is a Not for Profit Organization NRSP is autonomous and independent NRSP has no pre-conceived package for delivery of services or supplies NRSP is a Gender Sensitive development organization NRSP has no political agenda 39

Branch Network Branch Network Sr#. Branch District Bahawalpur Bahawalpur Lodhran Bahawalpur 1 Bahawalpur 2 Yazman 3 KahrorPacca 4 Ahmedpur East 6 Liaqatpur 7 Khanpur 8 Lodhran 9 DunyaPur 10 Vehari 11 Khanewal 12 Bahawalnagar 13 Chishtian 14 Fort Abbas 15 Sahiwal 16 ChichaWatni 17 Toba Tek Singh 18 Matiari

5 KhaipurTamewali Bahawalpur Rahim Yar Khan Rahim Yar Khan Lodhran Lodhran Vehari Khanewal Bahawalnagar Bahawalnagar Bahawalnagar Sahiwal Sahiwal Toba Tek Singh Matiari Nawab Shah

19 Nawab Shah

Sales and Service Centers

Sr#. Branch District Bahawalpur Rahim Yar Khan Multan Multan Multan Vehari 40 1 Hasilpur 2 Khanbela 3 JalapurPirWala 4 Shujabad 5 Lar 6 Burewala

7 Melsi 8 Kabirwala 9 Qadirpur Ran 10 Jahnian 11 Minchanabad 12 Haroon Abad 13 Dahranwala 14 Pakpattan 15 Arifwala 16 MianChannu 17 Kamalia 18 Gojra 19 Hala 20 Tandu Allah Yar 21 Maroot 22 Garhamore

Vehari Khanewal Multan Khanewel Bahawalnagar Bahawalnagar Bahawalnagar Pakpatan Sahiwal Khanewel Toba Tek Singh Toba Tek Singh Matyari Tando Allah Yar Bahawalnagar Vehari

Executives Mr. Zahoor Hussain Khan President Email: Syed M. Tayyab Owais Company Secretary Email: Mr. Javid Iqbal Bhatti Head Internal Audit Email: Syed Farrukh Jafri Chief Finance Officer Email: Mr. Zafar Iqbal Head Microfinance Email: 41

Mr. Kashif Naseer Head IT Email: Mr. Mohammad Ashraf Nasir Chief Banking Officer Email: Mr. Mir Yousaf Khan Head HR, Admin and Security Email: Credit Products The credit products are currently delivered through Credit Organizations (COs) which consists of 10 to 20 persons. The loan is secured through solidarity group guarantee. The group methodology employed requires the CO to hold regular meetings, demonstrate the ability to save before the first loan is made available, purchase accident and hospitalization insurance with each loan. The three primary credit products offered by NRSP MFB are: Agriculture loan Product Name: Small Farmers Loan (SFL) Description: These loans are offered to small cultivators through the Credit Group (CO) mode. SFL loans are highly seasonal and linked with the wheat, cotton, sugarcane and rice crops. During disbursement and collection of these loans a high percentage of the rural community at Southern Punjab is involved in planting and harvesting these cash crops. NRSP MFB field teams mobilize the local community and organize them in to groups for speedy disbursement and collection. Groups are evaluated on their level of attendance in their fortnightly meetings, attitude, repayment history and contributions to the group saving accounts. A quick loan appraisal is undertaken per borrower, assessing basic income and expenses at each household level. At disbursement, 10 percent of the loan is deposited in a compulsory saving account run by the community organizations. Purpose of loan: The SFL loans may be taken for the following purposes but are not limited to these: Payment for land lease Land leveling Land preparation for cultivation Purchase of diesel fuel Procurement of seeds, fertilizers, pesticides or tube well water Installation of tube wells and turbines Any other activity related to agriculture production Loan eligibility:


Age 18-60, should have a CNIC, permanent resident of the locality, independent head of household, land holding less than 15 acre. Loan Amount: Rs.5000 to 30,000 Loan duration: 1 to 15 months Repayment option: Lump sum on crop harvest Collateral: Group guarantee Disbursement: To individual Interest rate: 28% annually of declining trend Fee and charges: Loan processing fee Livestock Loans (LS) LS loans are also offered through the same CO channel with group guarantees but offered on a continual non-seasonal basis. Lending staff goes through a standard appraisal and assess the capacity of the household to manage another animal and their management expertise. These loans also incur a 10 percent savings guarantee at disbursements and repaid on monthly or six monthly installment bases. Livestock loans may be taken for the following purposes but are not limited to these: Livestock fattening, Livestock trading and for purchase of Milking animals, Goat and sheep farming and any other loan related to livestock Loan eligibility: Age 18-60, should have a CNIC, permanent resident of the locality, independent head of household. Loan Amount: Rs.5000 to 30,000 Loan duration: 1 to 24 months Repayment option: Lump sum / up to 24 installment Collateral: Group guarantee Disbursement: To individual Interest rate: 28% annually for lump sum on declining trend and 30% for installment loans on declining trend 43

Urban Enterprise Development Loan (UED) This loan is delivered to urban poor who have income generating enterprises or other activities. Borrowers form small groups to cross guarantee each other and loans are issued based on individual loan appraisal approach of assessing business and household cash flow. Loans are amortized on monthly basis. The UED's may be taken for the following purposes but are not limited to these: Grocery shops, Handicrafts, Procurement of animal for milk production, Repair of transport vehicles, Procurement of donkey cart, Mechanics workshop, Vegetable vendors, Barber shops, Electrician shops, Tea stalls, any business within the nature of a small enterprise Loan eligibility: Age 18-60, should have a CNIC, permanent resident of the locality, independent head of household for development of existing enterprise. Loan Amount: Rs.5000 to 30,000 Loan duration: 1 to 24 months Repayment option: up to 24 installment Collateral: Group guarantee Disbursement: To individual Interest rate: 30% for installment loans on declining trend Saving Services NRSP MFB recognizes the value of savings to poor and also understands the importance of new competencies required for saving services. These competencies would be built and improved over the time. However, to accelerate the process the NRSP MFB is trying to access external technical and financial assistance as it will enable the bank to serve its customers in an efficient and effective manner. Currently NRSP microfinance bank is offering backchat scheme account. Micro Insurance NRSP Microfinance bank is in process of following NRSPs microfinance insurance scheme through offering each borrower and spouse an insurance cover up to Rs. 15000 against hospitalization due to accidents and acute surgical and medical ailments.




The majority of rural poor in Punjab are landless tenants and agriculture labor, which constitutes 15.6% of the rural community. Lack of land ownership is a major contributing factor to enhance poverty in the rural setup as it is becoming a scarce source. Studies also show that the most vulnerable are those without having any assets. Owning a piece of land is a dream for them as it would provide them the monetary as well as social security. The proposed scheme will play a significant role to reduce the incidence of poverty among the landless rural poor through enhancing their income and resultantly adding nutritional value in food. The empirical evidence also supports the concept as it has been successfully implemented in a number of countries especially East Bengal in India. The concept is therefore, quite in line with the objectives of the present regime which believes in poverty reduction, social equity and aiming at empowering the rural poor. The project aims to eradicate poverty and bringing the poorest of the poor out of poverty on sustainable basis by providing them an additional resource base. These poorest households will comprise of landless farm laborers. The concept of House-cum-Garden Plots for eradication of poverty was initially discussed by Justice Retd. Mr. Khalil-ur-Rehman now Chairman, Project Steering Committee with Professor Roy Posterman, Chairman, Rural Development Institute, Seattle, USA and Mr. Yohnues Kassahun, International Development Law Organization, Rome in a video conference held on July 11, 2006. A series of meetings were held with the stakeholders in P&D Department & a consensus was developed to implement a project in the first phase in three southern districts i.e. Bahawalpur, Bahawalnager & Muzaffargarh. It was earlier proposed to allot plots of two canals land to 500 eligible households in each district having preferably fertile soil, sweet water & requisite socio-economic infrastructure. This exercise was initially taken by Planning & Development Department in 2006. After holding a series of meetings in P&D Department with respect to concept and identification of land, P&D Department submitted a summary to Chief Minister proposing a Project Steering Committee (PSC) under the Chairmanship of Justice (Retd.) Khalil-ur-Rehman. Agriculture Department was asked to work as Secretariat of PSC. PSC was notified on 20-05-2008 (Annex-A). Later on district Rajanpur was included as per directions of the then Chief Minister Punjab.

The main objective of the project is to alleviate poverty in the rural areas of the project districts by augmenting their income through provision of small plots measuring 2 kanals to the poorest of the poor landless households. This will also help to solve the food, social and economic security problems of the poor. The other objectives of the project are:

1. To provide an opportunity for enhancing the living standards through augmenting income generating resources. 2. To reduce migration to big cities mainly due to lack of employment opportunities in the rural areas. 3. To practice a strategy to gradually bridge the gap between the rich and the poor in poverty hit area of southern Punjab.

4. To set a model for alleviation of poverty for the poorest of the poor and to break vicious circle of poverty. Project Area
Southern Punjab consists of three Divisions and eleven Districts. Bahawalpur Division has three Districts namely Bahawalpur, Bahawalnagar and Rahimyar Khan. DG Khan Division has four districts which are DG Khan, Layyah, Muzaffargarh and Rajanpur. While Multan Division also comprises four Districts i.e. Multan, khanewal, Lodhran and Vehari. Total geographical area of the four project districts i.e.Bahawalpur, Bahawanagar, Muzaffargarh and Rajanpur is 54275 Sq. kilometers (26.4 % of total area of Punjab). Bahawalpur is the largest district (12.1% of Punjab) followed by Rajanpur, Bahawalnagar and Muzaffargarh. Total population of the four projects districts is estimated as 10540 thousand which comprises 11.5 % of the Punjabs population with Bahawalpur having maximum number of people while Rajanpur contains minimum. On the other hand population density is highest for Muzaffargarh i.e. 320 persons per Sq. meter while lowest for Rajanpur where value is 90 persons per Sq. meter. Population density for Bahawalpur and Bawalnagar are 98 & 232 persons per Sq. meter respectively. As far as physical infrastructure is concerned, data shows that the project districts of southern Punjab are lagging behind the other regions of the province in most of the facilities like education, health and law enforcing etc. Literacy rates of the concerned districts are low as compared to Punjab average. Population density is lowest in Rajanpur and exceptionally low for rural women i.e. 11.3%. Lack of appropriate education facilities is also a major reason of poverty in the region. More detailed view regarding population, land utilization, livestock population, crop yield differentials, number of Schools & literacy rate is evident from the table given below:




The project will be implemented in phases due to difficulties in the identification of suitable state lands, selection of beneficiaries, preparation of layout plans and issuance of NOC for allotment of lands to the project beneficiaries. It is also difficult to accommodate 500 households in each district in one time not only due to the paucity of available state lands but also to complete the necessary civil works. Thus, in first phase, the beneficiaries/ poor households in each district will be accommodated as per availability of suitable state lands and the poor households will be accommodated as and when state land would be made available. After the success of this project, it can be replicated.

Implementation Strategy

The land shall be identified by the concerned District Government, which shall be economically viable in term of availability of socio-economic infrastructure. In case of non-availability of land, the Project Steering Committee can recommend the purchase from private land owners. As the major task of project execution has been entrusted to NRSP, therefore, government will enter into an agreement with NRSP for smooth implementation of the project. In case of any dispute, the decision of Chairman, PSC will be final and the binding on concerned parties. 500 households in each district would be selected; however, the number of households in each area would depend upon availability of land. The size of plots shall be two canals for each household/ beneficiary. The list of entitled persons will be prepared by NRSP on the basis of Poverty Score Card and will be revalidated /verified by District Coordination Officer through Revenue Staff. The procedure & detail of Poverty Score Card is at Annex-B. NRSP will provide the financial demand as per work plan to PSC, on the recommendation of which Monitoring & Evaluation Unit will get the fund released from Finance Department. The fund released will be either on quarterly basis or biannual basis which PSC may deem fit. A project supervision/allotment committee under the chairmanship of DCO will be constituted at district level, which will recommend and submit the same to PSC. District Coordination Officer in consultation with its staff will verify the list of beneficiaries and submit his comments to PSC. The PSC will approve the list and communicate the same to the concerned DCO. DCO will inform the beneficiaries about the terms & conditions of the allotment, if the beneficiaries accept it, DCO will issue the allotment letter on the format approved by the Board of Revenue. Each household will first construct its own hut maximum on five Marla and the remaining land will be used for economic activities i.e. agricultural purposes or rearing of animals / poultry as prescribed in the PC-I. Mosque, Community Centre, Street soling and Hand Pumps will be made available on need basis with minimum support of the project if any of these do not already exist at the site.

In the light of the decisions made in the PSC meeting on 29-10-2008, a grant of Rs. 15,000 from project will be provided to each beneficiary. Out of this, Rs. 5000 will be for the construction of hut and remaining for the economic activities. NRSP will establish a Project Implementation Unit (PIU), which will function under the direct supervision/ guidance of NRSP headquarters to envisage the project objectives. PIU will be responsible to implement and coordinate the project activities. PSC at provincial level and Project Coordination Committee at district level under the chairmanship of District Coordination Officer concerned will supervise and monitor the project activities. Monitoring & Evaluation Unit (MEU) will be established in Agriculture Department. PSC will be responsible to make policy decisions including concept and implementation modalities. NRSP will also provide micro credit facilities to the beneficiaries for which project will bear only markup which will be made available in the project. Social mobilization and training in the relevant field is an important component. Social mobilization will be done by NRSP having expertise whereas for training of the farming households in relevant skills will be imparted from the concerned experts of related local departments for which per diem will be provided by the NRSP from Project Fund. NRSP engineering staff will execute the civil works as per standard and quality prescribed in the PC-I and according to the satisfaction of PSC.


Project Areas



The following enterprises along with the others decided by the Project Steering Committee (PSC) will be included under this scheme:

Cultivation of vegetables-vegetables such as cauliflower, okra, tomato, potato will be cultivated on the land provided for economic activities. Flower / Fruits production-flowers will be grown for cut flower purposes and fruits such as pomegranate, falsa, etc will be grown for commercial purposes. Some agro based small units-preservation of food i.e. mango & lemon pickle Raising of fodder crops for livestock-Fodders will be cultivated for their animals i.e. buffalo and goats. Cultivation of high value fruits-Fruits like mango & citrus will be cultivated for cooperative marketing or processing. Provision of poultry birds (13 female +2 male). Birds will be provided from the government poultry farms. Provision of sheep / goats (3 female+ 1 male) of four month age-Four goats of age 612 months will be provided from the project cost. Provision of buffalo / cow-RSP will provide one buffalo or cow through micro finance as per prevalent terms and conditions.


Organizational Structure


Human Resource Development

An extremely important aspect of poverty alleviation is creating a wider 'context of opportunity' for the rural poor. Bridging the gap between the demand for gainful employment and the skills required to enter the labour market is a vital part of widening opportunities. NRSP's Institute of Rural Management, is working towards Human Resource Development and conducts 'Training Needs Assessments' to determine the gender-andemployment-specific requirements of community members. The NRSP-IRM also trains NRSP staff members. NRSP considers Human Resource Development (HRD) to be a vital constituent of the process for achieving sustainable socio-economic development. Hence the very catalytic dimension of NRSP is its Human Resource Development component implemented by the Institute of Rural Management. The NRSP - Institute of Rural Management is one of Pakistan's foremost training institutes in the non-profit sector, working with firm determination for the cause of poverty reduction through skill enhancement that instill a spirit of self-reliance as well as pave ways for securing gainful employment. This also enables the rural masses to achieve a sense of dignity. The building block of its foundational premise is its objective "To harness people's potential to help themselves". Although an integral part of NRSP, it began its operations as a self-managed and autonomous institution in 1993. IRM combines a flexible organizational structure with integrated managerial control and provides technical support to NRSP and other partner organizations. The NRSP-IRM training programmes are distributed across all sectors, including natural resource management, vocational and occupational training and community management training skills. In addition, the Institute holds seminars, workshops and exposure visits, all focused on aspects of social mobilization and community development. Another important aspect of the IRM training programme is that conducted for the staff of the RSPs, for members of Government Departments and for elected Government officials. In 2002, IRM arranged to have some of the training programmes conducted by the Regional Offices. This was accomplished in part by training "master trainers" locally, to ensure that the programmes are consistent with existing IRM standards. Regional training is more costeffective for NRSP and it makes the training programmes more accessible to rural men and women.

SWOT Analysis of National Rural Support Programme SWOT:

1. Strengths 2. Weaknesses 3. Opportunities 4. Threats

1. Employment for qualified persons 2. Poverty Alleviation 3. Livelihood Enhancement 4. Women empowerment 5. Awareness for basic rights of Women 6. Community Organizations 7. Village Organizations 8. Local Support Organization 9. Village Development Plan 10. Micro investment plans 11. Social Mobilization 12. Capacity Building against the poverty Plans 13. Strong relation with top donor agencies in Pakistan 14. Community. 15. Lot of market and community share 16. Working in latest software (oracle) 17. Financially strong foreign funded projects

1. Funds for new projects 2. Funds for running projects 3. Less Government Support


4. Political Involvement 5. Economical problems 6. Cultural issue 7. Political Hiring 8. Employees dissatisfaction 9. Not impressive image inside the organization 10. Low salary packages

1. Promotion of Social Mobilization 2. Rural Development 3. Staff trainings by most qualified resource persons 4. Lot of financial activities 5. Women leadership programmes 6. Lot of space for new qualified persons 7. Learning with high professional and experienced staff 8. Healthy supplier relationship 9. The operations systems can be enhance or installations of latest software 10. Lot of relationships with top universities faculty

1. Job security 2. Other NGOs projects 3. Government policies 4. Stop funding without intimation 5. Donor agencies relationship



NRSP has improved its services in recent years after the emergence of the mobile telephone companies in Pakistan. Extremely mechanistic culture prevails at NRSP. Such a culture never supports any innovation. The employees are highly demotivated since there is no regard for performance at NRSP Extreme biased ness at NRSP The top management makes all decisions regarding selection, training, development, promotion etc on the basis of personal liking/disliking and affiliations. There is no proper human resource management software implemented at NRSP No proper TNA system exists. Incompetent people who have no idea about TNA take all the decisions.

Security system should be improved Less Working hours
Proper pick and drop facilities

Proper salary transfer guidance Avoid unseen training schedules Small length training sessions Hair high quality professionals resources persons Department wise transparency Conduct semi-annually audit Project duration at least 3 years & extendable

Provide all facilities according to project provision Need auxiliary staff training Promotion based on duration not performance Performance evaluation report should be submitted after 1 year Probation period should be terminated after 6 months according to company rules and regulation Accommodate the surplus staff in another project Instant issues resignation acceptance letter & experience for resigned employees Starting salary for maser degree holder should be 15000/ Loan facilities should be available for the staff members Soft wear facility should be implemented on units level of NRSP.