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Contents
1 Introduction.....................................................................................................................3

2 Selection of Topic...........................................................................................................4

3 General Background.......................................................................................................5

3.1 BRAC......................................................................................................................5

3.2 RDF.........................................................................................................................5

4 Public administration and governance agendas OF BRAC............................................5

5 Public administration and governance agendas RDF Pakistan.....................................12

5.1 RDF Strategy.........................................................................................................16

5.2 Social Mobilization Strategy: 2020-2025..............................................................16

5.3 Boosting Community Development......................................................................16

5.4 Institutional Change that Takes Gender into Account..........................................16

5.5 Local Institutions and Leaders Identification and Development...........................16

5.6 Links and Financial Management.........................................................................17

5.7 Mobilization of resources......................................................................................17

5.8 Maintenance and permanence...............................................................................17

5.9 Different Approach to Social Mobilization...........................................................17

6 Similarities and differences of BRAC VS RDF...........................................................17

6.1 Established.............................................................................................................17

6.2 Working Networks................................................................................................17

6.3 Theme....................................................................................................................18

6.4 Head office............................................................................................................18

6.5 Vision....................................................................................................................18

6.6 Mission..................................................................................................................18

6.7 Objectives..............................................................................................................19

6.8 Partners of BRAC..................................................................................................19

 6.9 Ongoing Programs OF BRAC...............................................................................20

6.9.1 Rapid Research Response to COVID-19 (RRR)...............................................20

6.9.2 Women’s Economic Empowerment and Digital Finance (WEE-DiFine).........20

6.9.3 Historicizing BRAC...........................................................................................20

6.9.4 Covid-19 Learning, Evidence and Research Program in Bangladesh (CLEAR)

20

6.9.5 Research, Policy, and Governance (RPG).........................................................20

6.9.6 Digitizing Implementation Monitoring and Public Procurement Project..........21

6.9.7 Applied Research and Implementation Initiative (DigiDev).............................21

6.9.8 Program for Research on Digital Development and Innovation (DigiDev)......21

6.10 An ongoing program of RDF................................................................................21

6.10.1 Agriculture and Livelihood............................................................................21

6.10.2 Water and Energy Resource Development....................................................21

6.10.3 Education and Learning.................................................................................22

6.10.4 Community Resilience Building....................................................................22

7 Conclusion....................................................................................................................22

8 Works Cited..................................................................................................................24
Words Count: 4570 (Excluded Cover page, Contents, and References)

1 Introduction
Comparative public administration is the study of administrative structures from various
countries. It is also viewed as a movement that aims to change the romantic conception of
public administration to one that is realistic and practical. Furthermore, it tries to eliminate
national biases from general management and make it global. Public management is
becoming more ecologically friendly as a result. Using empirical trials and analysis also
helps to add and strengthen concepts, producing a solid and valuable knowledge of the
problem. Comparative public administration (CPA) aims to investigate administrative
phenomena with an emphasis on the organisation (bureaucracy), people (public servants,
managerial elites), and the connections between administrative actors/processes and
political decision-makers (Jreisat & E, 2019).
In this report NGO analysis will be conducted. An organisation not linked with a
government and not founded by the government is known as a nongovernmental
organisation (NGO). As a result, nongovernmental organisations (NGOs) typically operate
independently of governments. Although the phrase can technically refer to for-profit
organisations, it is often only used to refer to nonprofit organisations that advocate for
social, cultural, legal, and environmental issues. Most nongovernmental organisations
(NGOs) receive at least some of their income from private sources. Since the United
Nations is now primarily linked with the term, NGOs that have received UN recognition
are considered legitimate. Many NGOs now use the name private voluntary organisation
(PVO) since some people think the word "NGO" is overly vague and encompasses
anything nongovernmental (Werker, et al., 2008).

2 Selection of Topic
There are two NGOs have been selected for this topic.
 BRAC

NGO
Rural and
Development
Foundation
(Pakistan)

3 General Background
3.1 BRAC
To help to return war refugees in the wake of the Bangladesh Liberation War in 1971, Sir
Fazlé Hasan Abed established BRAC in 1972 in Shallah Upazillah in the district of
Sunamganj. According to BRAC, it erected medical facilities, distributed other supplies,
restored 14,000 homes as part of the relief effort, and rebuilt several hundred fishing boats
in under nine months. Before the middle of the 1970s, BRAC prioritised village
development through initiatives including adult literacy, health and family planning,
women's vocational training, and community center construction. In 1977, BRAC adopted
a more focused strategy and established Village Organizations (VO) to aid landless people,
small farmers, artisans, and weak women. Order to evaluate its actions and choose its
course of action, this was achieved by creating the Research and Evaluation Division
(RED). In the same year that it was founded, BRAC established a business printing press
to help fund its operations. Aarong, a retail chain for arts and crafts, was launched the
following year (Anheier, 2009).
3.2 RDF
The nine founding members of RDF signed a mission statement at a meeting held at Dr. M.
Sadiq Malik's home. Within six months of its founding, the Pakistani government
permitted the organization to register with several foreign organisations and UN
authorities. Accordingly, the Economic Affairs Division of the Pakistani government
issued Circular Letter No. 2(2), IBRD/IER/78 on December 31, 1978, requesting that the
Foundation be registered with all pertinent organisations.
Dr. Sadiq Malik opened an office for the Foundation in his residence at 26 Hill Road, F-6/3
in Islamabad, and covered all costs, including payroll, travel, and other overhead.
However, the organisation needs money and volunteer help to fulfill its mission. So the
battle went on, notwithstanding how challenging that time was for establishing the
organisation. Finally, to gain the support of the government and business community, the
executive board of the RDF decided to send a delegation to meet with the President of
Pakistan. As a result, the organization's offices were moved from Dr. Malik's home to his
business space in Islamabad's Jinnah Super Market (rdf, 2022).

4 Public administration and governance agendas OF BRAC

Since 2002, the nongovernmental organisation BRAC has been operating internationally. It
is based in Bangladesh. As of right now, its "microfinance plus" program, which offers
financial services as well as business support, education, and healthcare. It has formed US
and UK organizations to increase its global visibility and financial resources. It has long
been the most prominent nongovernmental organisation in Bangladesh and is swiftly
growing internationally. The internationalisation of BRAC seems to be a part of a more
extensive "South in the South" trend, which is shown by the growth of Chinese trade in
Africa and, it would seem, the spread of new types of nongovernmental organisations from
the South. The two obstacles to BRAC's international growth are discussed in this essay.
As the first worldwide NGO with a Southern emphasis, BRAC is experiencing trouble
expanding its programs and administrative capabilities to other nations. It is an ambitious
course of action. It can be difficult to raise funding and develop regulatory flexibility for
service delivery programs in changing political environments because NGOs of the BRAC
size are frequently unwelcome and met with hostility.
Regarding nongovernmental organisations (NGOs) in development is the second problem
presented by the term. Particularly among aid funders and observers, current discussions
on nongovernmental organisations in the story emphasize unhappiness with their
performance and a retreat from the "magic bullet" heyday of the late 1990s. Although
BRAC's global expansion has been complex, the group's ambitious expansionary goal has
helped to dispel mistrust of nongovernmental organisations (NGOs) and inspired fresh
inquiry into their functions in the development process.
As part of its public administration and governance initiatives, BRAC has implemented an
internal control system to help ensure the accuracy and completeness of its financial
records, the efficiency of its operations, and the observance of all applicable laws,
regulations, and corporate policies. Employees' more robust sense of self-control results
from the leadership's honesty, attitude, behaviors, and ethical principles. According to
BRAC management, rules are essential for achieving objectives and spreading awareness
of the organization's values across the ranks. The organisation is open to the public due to
its well-stated regulations and procedures, documentation procedure, a chain of command,
separation of roles, oversight, and responsibility. Since BRAC sees internal controls as
ongoing, the organization regularly audits and modifies the present framework to account
for changing circumstances and requirements. The organization's checks and balances
mechanism is based on BRAC's commitment to upholding a high level of internal control
and transparency (brac, 2022).
BRAC has designed different types of policies such as:

BRAC Policies
Child Protection Policy
BRAC Gender Policy
BRAC Sexual Harassment Elimination Policy
Safeguarding Policy

All BRAC employees must abide by the guidelines in this Code of Conduct while
engaging with children. If BRAC doesn't put children's safety and well-being first, it won't
be able to accomplish its mission (brac, 2022).
The Gender Policy aims to formalise the organization's commitment to gender equality.
Additionally, it seeks to prioritise gender equity and women's empowerment at BRAC
(brac, 2020).
From the government to the classrooms to the home, misogyny and discrimination against
women have a long history in every aspect of our culture. In our society, female children
are regarded less than male children. It places limits on women that are unfairly biased
against them, prioritises males over women in decision-making, disregards the
contributions that women have made to society, and condones violence against women.
BRAC is committed to achieving gender equality and is making strides in that direction. In
all of its operations and activities, BRAC is committed to eliminating all forms of gender
discrimination (brac, 2008).
BRAC values security highly. Its goal is to ensure that no company employee experiences
sexual harassment, intimidation, assault, bullying, degrading treatment, discrimination,
carelessness, or exploitation (brac, 2019).
BRAC has designed the Global Board according to a well-reputed person.
The destruction of public infrastructure Dr. Hossain Zillur Rahman, an economist and
social theorist, has contributed significantly to discussions about Bangladeshi policy for
more than three decades, both inside and outside the government (brac, 2022).

Ameerah Haq
(Member)

Lord Mark
Malloch-Brown
KCMG
(Member)
Baroness
Minouche
Shafik
Dr Martha Chen Dr Hossain
Zillur Rahman (Member)
(Chair) (Senior Trustee) Ken Caldwell
(Member)

Raymond C.
Offenheiser
(Member)

Irene Khan
(Member)

 Martha (Marty) Chen is a Harvard Kennedy School Lecturer in Public Policy, Co-
Founder, Emeritus International Coordinator, and Senior Advisor of the
international network Women in Informal Employment.
 Renowned economist and social critic Hossain Zillur Rahman has significantly
influenced policy debates in Bangladesh, both inside and outside the government.
 Ameerah Haq was the Under-Secretary-General of the Department of Field Support
of the United Nations.
  Mark MallochBrown is actively involved in the international business and
humanitarian worlds through his Board and Advisory duties. He co-chairs The UN
Foundation and serves on the boards of directors of the IMF and UNICEF.
 Expert economist Nemat (Minouche) Shafik has experience in both government
and academia.
 Raymond C. Offenheiser supervises and directs the academic, research, and public
policy activities of the Pulte Institute for Global Development and its long-term
growth plan (brac, 2022).
Similarly, with the designing of the Global Board, BRAC has structured the Governing
board. Which is given below

Adv. Syeda
Rizwana Hasan
(Member)

Adeeb H. Khan
(Member)

Shafiqul Hassan
(Member)

Melissa Parke
Dr Hossain Zillur (Member)
Rahman
(Chairperson)
Fathima Dada
(Member)

Tapan Chowdhury
(Member)

Dr M A Sattar
Mandal
(Member)

Dr Fahmida
Khatun
(Member)
  Economist and social theorist Dr. Hossain Zillur Rahman has worked on
Bangladeshi policy for more than three decades inside and outside the government.
 An attorney named Syeda Rizwana Hasan is admitted to practice before the
country's highest court and is a member of the Bangladesh Bar. She is the leader of
Bangladesh's recognised national environmental organisation, the Bangladesh
Environmental Lawyers Association (BELA).
 Since 2012, Adeeb H. Khan has served as the Senior Partner of Rahman Rahman
Huq, a KPMG International member firm. He earned his chartered accountant
designation in the United Kingdom in 1991.
 He is subordinate to Shafiqul Hassan, managing director of Echo Sourcing Limited
UK and Echotex Limited Bangladesh. Echoplex won three environmental honors in
2010: the National Environmental Award from the Bangladeshi government, one
from J Sainsbury plc, and the Metropolitan Chamber of Commerce and Industry in
Dhaka.
 Mr. Hassan co-founded the upscale apparel brand Ninety Percent in 2018,
contributing 90% of its earnings to nonprofits and textile workers.
 Fathima Dada has worked as a teacher her entire professional life. She has
experience writing children's books, college textbooks, lectures, external
examinations, and more. Over a million copies of her books have been sold
globally.
 The well-known businessman Tapan Chowdhury is the CEO of the renowned
SQUARE company in Bangladesh.
 The Centre for Policy Dialogue (CPD), led by Dr. Fahmida Khatun, is a well-
known South Asian think tank.
 With over four decades of expertise in teaching, conducting research, and
influencing agricultural and rural development policy, Professor Mandal is an
agricultural economist.
Global Executive Management Committee is given below
 Asif Saleh
Executive Director
BRAC Bangladesh

Shameran Abed
Executive Director
BRAC International
Exucutive Body
Tamara Hasan
Abed
Managing Director
Enterprises, BRAC

Tushar Bhowmik
Chief Financial
Officer
BRAC

BRAC Bangladesh Senior Management Committee is given below.

 Arinjoy Dhar
Senior Director
Microfinance, BRAC

KAM Morshed
Senior Director

Mohammad Anisur
Senior Management Rahman
Committee Senior Director
Enterprises, BRAC

Dr Md Akramul Islam
Senior Director

Moutushi Kabir
Senior Director
People, Culture and
Communications
BRAC

BRAC has excellent accountability and control system. In December 2013, BRAC became
a full member of the INGO Accountability Charter. Since its establishment in 2008, the
INGO Accountability Charter has controlled the conduct of global nongovernmental
organisations. Despite having its corporate offices in the UK, it has its basis in Berlin,
Germany. The goal is to draft a charter detailing NGOs' responsibilities and the procedures
for holding them responsible.
FMO handles finances for BRAC. BRAC received $50,000,000,000 in cash from a single
round of investments. On April 7, 2021, a debt funding round was completed. The FMO
Dutch Development Bank provides financing for BRAC. The Bangladesh Rural
Advancement Committee (BRAC), a global pioneer in providing opportunities to the
world's poor by disseminating solutions developed in Bangladesh, is a success story in
development. Fazle Hasan Abed, the organization's founder, and the current chair, is
merely one of the ten registered employees. The 17-member board of directors and
advisors of BRAC includes Abdul Bayes.
 The Chief Financial Officer and a member of the Executive Management Team are
S N KairyChief.
 According to G2 Stack, BRAC employs 34 technologies, including HTML5,
Google Analytics, and jQuery.
 BRAC employs 121 technologies on their website, according to BuiltWith.
Examples include WordPress, WordPress Plugins, and SSL by Default.
BRAC's Finance and Accounts division is in charge of everything from long-term financial
planning and record keeping to daily accounting duties, including controlling expenditures,
managing assets and liabilities, funding investments, and analysing cash flow and
profitability. Donor donations, property, provident funds, employee gratuities, wages,
taxes, and loans are all managed by this section. The organisation submits yearly and
monthly consolidated financial records and complies with all regulations set out by the
Microcredit Regulatory Authority (MRA), the NGO Affairs Bureau, and other governing
agencies. By upholding tight financial management and making available the relevant
economic data for all of our projects and companies through this division, we preserve the
trust of our partners, investors, and clients (brac, 2020).

5 Public administration and governance agendas RDF Pakistan

To accomplish its goals, RDF has built a network of reliable national NGOs that work
together to carry out development initiatives all around the nation. The organization's
primary method of achieving its goals is the RDF NGO network. RDF uses these NGOs to
carry out its field operations. RDF is a facilitator for these Network participants, providing
training and capacity-building assistance. RDF also offers them technical and functional
direction. Before presenting their requests for financing to the Pakistani government or
other organisations, members of the RDF NGO-Network send their requests for evaluation
and amendment.
The Rural Development and Finance (RDF) strategy adopts an integrated agricultural and
rural development program that puts the needs of the local community first while
safeguarding the environment to help the disadvantaged in rural areas.
The Foundation is a national non-governmental organisation that acts as a catalyst and
facilitator to help its affiliated NGOs (the RDF network) get funding from the government,
donors, and other organisations to carry out regional operations. The Foundation's main
areas of interest include marginal farmers, landless laborers, craftsmen, crafters, dropouts,
women, and young people primarily found in rural and economically marginalized regions.
RDF constantly seeks to grow its National NGOs Network by inviting other organisations
from all across Pakistan and Azad Jammu and Kashmir to join. RDF focuses on rural
development, poverty reduction, and other related issues. To expedite growth and bring
riches to rural regions and the masses, the National Network is designed to be well-
coordinated and integrated.
RDF has formally developed a plan to increase the number of its member NGOs around
the nation. To achieve this goal, the RDF established a formal membership structure with
application fees and other specifications for proving successful work for the cause of
development across sectors, as envisioned in the RDF Constitution (rdf, 2022).
Presently, the following are the members of the RDF NGO Network:
 Yasir Development Foundation
Khanewal
Punjab
 Al-Mustafa Welfare Society
Kahirpur
Sindh
 Hamdard Community Development Programme
Bannu
Khyber Pakhtunkhwa
 AIMS Organization
Muzaffar Garh
Punjab
 Bismillah Welfare Society (Regd)
Okara
Punjab
 Sustainable Development Vision
Haripur
Khyber Pakhtunkhwa
 Abaseen Social Welfare Organization
Malakand Agency
Khyber Pakhtunkhwa.
 Rural Area Development Society 
Jaffarabad
Baluchistan.
 Karwan Community Development Organization
Mianwali
Punjab
 Umang Development Society 
Khairpur Mirs
Sindh
 Horizon Development Organization 
Dara Ismail Khan
Khyber Pakhtunkhwa
 Himalayan Rural Support Programme 
Forward Kahuta
Azad Kashmir.
 Kuchlak Welfare Society
Quetta
Baluchistan
 Sukaar Welfare Organization
Umerkot
Sindh
 Latif Development Organization
Kashmir
Sindh
 Strategy to Empower People
Rajanpur
Punjab
 Rural Education and Economic Development Society
Rahim Yar Khan
Punjab
 Karakoram Environment Welfare Society 
Diamer
Gilgit Baltistan
  Pakistan Agency of Integrated Development
Muzaffargarh
Punjab
 Rural Infrastructure and Human Resource Development Organization
Laki Marwat
Khyber Pakhtunkhwa
The foundation is the member of international networking such as:

 Asian Institute of Rural Development (AIRD), India;

 The Centre for Our Common Future (CoCF), Geneva;
 Development Innovations and Network (IRED), Geneva;
 Asian NGO Coalition for Agrarian Reforms and Rural Development (ANGOC),
Philippines. RDF also is the member of ANGOC board of directors.
 World Rural Forum (WRF), Spain
RDF is the focal point for the:

 Asian Development Forum, Philippines;

 International Community Education Association (ICEA), UK;
 World Bank NGO Global Committee, Washington.
 The Environmental Liaison Centre (ELCI), Kenya
The foundation is accredited to:

 United Nations Environments Programme,

 Sustainable Development Policy Institute,
 Global Environment Facility
 World Food Summit
 United Nations Commission for Combating Desertification
Consultative Status with ECOSOC

RDF enjoys consultative status with Economic and Social Council of the United Nations
since year 2000.
5.1 RDF Strategy
To combat poverty and improve the lives of rurally disadvantaged people, RDF uses a
technique known as a "Village Based, People-Centered, Action-Oriented, Self-Reliant,
Environmentally Sustainable Integrated Agricultural and Rural Development Plan."

The Foundation is a national catalyst/facilitator NGO that supports the RDF network's
member NGOs in securing money from the government, funders, and other organisations
to carry out grassroots community activities. The Foundation focuses primarily on rural
residents below the poverty line, including marginal farmers, landless laborers, craftsmen,
crafters, young people, and high school dropouts.

In rural regions, social mobilisation is essential for formulating, executing, and planning
community-based socioeconomic development initiatives. To achieve this goal and assure
the long-term viability of community development initiatives and programs via widespread
participation and ownership, Rural Support Programs (RSPs) have prioritised social
mobilisation.

5.2 Social Mobilization Strategy: 2020-2025

5.3 Boosting Community Development
The RDF social mobilisation team will meet and speak with male and female
neighborhood residents starting with the new potential project location (Shahdara Village).
To help them more effectively engage in the process of identifying and resolving the
challenges facing their region, community members will be taught the importance of social
mobilisation and the establishment of Community Organizations (COs) at this conference.

5.4 Institutional Change that Takes Gender into Account

As part of the second stage of social mobilisation, community members will get assistance
in establishing VDCs/V/WOs with the appropriate registration authority based on the
criteria of equal representation of COs, proximity, and shared interests. Additionally, RDF
will let VDCs, VOSs, and WOs register with local LSOs established by RSP.

5.5 Local Institutions and Leaders Identification and Development

To facilitate communication between local communities and government institutions,
national and international NGOs, and other non-governmental organisations (NGOs), RDF
will mobilise and encourage communities to elect a governing council (president and
general secretary).
5.6 Links and Financial Management
RDF will help recently established COs get bank accounts so they may conduct business.
By levying a nominal membership fee of 50 to 100 rupees, RDF hopes to persuade CO
members to get bank accounts. RDF is also necessary to assist COs in fiscal management
training.

5.7 Mobilization of resources

The organisation will first rely on the workforce, finances, and infrastructure that it already
possesses to carry out RDF's Social Mobilization Strategy. Nevertheless, temporary local
employees will be engaged to assist the RDF team in successfully managing the field
operations.

5.8 Maintenance and permanence

CO members are advised to get together every two weeks or once a week to discuss
potential issues and look for solutions. The RDF team will make every effort to ensure that
all participants attend meetings.

5.9 Different Approach to Social Mobilization

Local leaders will see the need to accept responsibility for development efforts through
engagement and voluntarism early on in RDF's involvement with a community. RDF will
start planning its withdrawal after the Cos are fully operational, local leadership
competency, and long-term linkages have been created.

6 Similarities and differences of BRAC VS RDF

6.1 Established
Type BRAC RDF
Established 1972 1978

6.2 Working Networks

Type BRAC RDF
Working Network It is working in multiple It is working in Pakistan.
countries:
 Afghanistan
 Bangladesh
 Kenya
 Liberia
  Myanmar
 Philippines
 Rwanda
 Sierra Leone
 South Sudan
 Tanzania
 Uganda

6.3 Theme
Type BRAC RDF
Theme Institution building, Environment, Women,
including functional Economic Empowerment
education and training,
credit operation, income and
employment generation, and
support service programs

6.4 Head office

Type BRAC RDF

Head office Dhaka Bangladesh Islamabad

6.5 Vision

Type BRAC RDF

Vision A place where everyone is A just and environmentally
treated with respect and friendly world
given the resources they
need to reach their full
potential, free from all forms
of exploitation and
discrimination.

6.6 Mission

Type BRAC RDF

Mission Integrity in innovation Pakistan's Rural
Effectiveness Inclusivity Development Foundation
 (RDF) aims to help the
population reach its full
potential as a motivating
force for pursuing its
development in line with its
aspirations and objectives.

6.7 Objectives
Type BRAC
Objectives The two goals of BRAC are
to help the underprivileged
and give them a voice.
These goals directly lead to
the stated mission of BRAC.
BRAC's initiatives target
people whose lives are
controlled by poverty,
illiteracy, disease, and other
difficulties.
RDF
The program aims to
increase charitable giving
and donor support for
educational initiatives,
including new school
buildings, enhanced
classroom technology, and
academic competitions and
activities.

6.8 Partners of BRAC

Type BRAC RDF

Partner Australian Aid International Trade Centre.
Canada Concern Worldwide
University of Aberdeen PPAF
Government of Canada Caritas Austria
Chevron Sindh education foundation
Columbia University Welt hunger Hilfe
Fhi360 Kinder not Hilfe
The global fund UMR
+gmmb NCA
IRRI META
IFTDO
ILO
 IFPRI

6.9 Ongoing Programs OF BRAC

6.9.1 Rapid Research Response to COVID-19 (RRR)
In only a few months, COVID-19 has generated an unprecedented catastrophe. Due
to its dense population, numerous migratory workers returning from infected
countries, and inadequate health infrastructure, Bangladesh has a significant risk of
a COVID-19 epidemic. To assess the economic effects of COVID-19 on
Bangladesh, BIGD will conduct an urgent study in four key areas.

6.9.2 Women’s Economic Empowerment and Digital Finance (WEE-DiFine)

From 2019 through 2024, WEE-DiFine will provide funding for sizable research
projects in South Asia and Sub-Saharan Africa to examine how digital finance
(DiFine) affects women's economic empowerment (WEE) and the underlying
mechanisms that make this interaction possible.

6.9.3 Historicizing BRAC

By examining the organization's key development initiatives, the ambitious
endeavor known as "historicizing BRAC" seeks to provide an in-depth description
of the development strategy, growth pattern, and significant historical turning points
of the organisation. To answer the question, "How does BRAC manage to stay
afloat in the face of altering socioeconomic and political circumstances," is the
purpose of this study and theory-development project.

6.9.4 Covid-19 Learning, Evidence and Research Program in Bangladesh (CLEAR)

In the wake of the Covid-19 outbreak, the Covid-19 Learning, Evidence, and
Research Program in Bangladesh (CLEAR), an FCDO-funded initiative, seeks to
support an evidence-based rehabilitation effort in Bangladesh. The Institute of
Development Studies (IDS) and the BRAC Institute of Governance and
Development (BRCI) are responsible for running CLEAR (BIGD). The project's
primary goals are to strengthen policymakers' use of evidence, disseminate the
lessons learned from the Covid-19 reaction, and improve Bangladesh's research
community's ability to provide evidence and research that is important to policy in
the event of future shocks.

6.9.5 Research, Policy, and Governance (RPG)

The primary goal of BIGD's flagship RPG program is to improve Bangladesh's
decision- and policy-making processes by working with academics and decision-
makers to create institutions and conduct rigorous research. Themes including
digital literacy and access to public services, social responsibility in social safety
nets, and citizens' experiences with land services are now being examined by RPG.

6.9.6 Digitizing Implementation Monitoring and Public Procurement Project

Improving the government's capacity to oversee and manage infrastructure projects
is the goal of the Department of Infrastructure Management and Public Procurement
Performance Improvement Program (DIMAPPP). As part of DIMAPPP, BIGD is
testing and creating a model for local public procurement that is low-cost,
politically viable, and long-term.

6.9.7 Applied Research and Implementation Initiative (DigiDev)

The Applied Research and Implementation Initiative (DigiDev), which will improve
BRAC and BRAC International's institutional capacity to incorporate technological
advancements into anti-poverty initiatives, has received three years of funding from
the Wellspring Philanthropic Fund.

6.9.8 Program for Research on Digital Development and Innovation (DigiDev)

Nine years have been spent collecting and analysing data for the Global Adolescent
Growth and Empowerment (GAGE) research initiative, which aims to help
adolescents in developing nations realise their full potential. In a study in
Bangladesh, GAGE and BIGD are collaborating. Adolescent girls and boys are the
main subjects of GAGE's survey on "what works" for whom, where, and why in six
low- and middle-income countries in Africa, Asia, and the Middle East.
6.10 An ongoing program of RDF
6.10.1 Agriculture and Livelihood
SDG2 calls for ensuring that everyone has access to healthy food; hence these issues are
given priority in the program's overall plan. Furthermore, by funding government
organisations and educational institutions engaged in the research and promotion of sound
farming practices and the development of climate-resilient agriculture, the project aims to
assist small and tenant farmers as well as agricultural and urban employees. To help young
people find rewarding employment and create viable alternatives to farming, RDF also
offers training and assistance in company development and skill acquisition.

6.10.2 Water and Energy Resource Development

It is a crucial program for encouraging sustained growth in rural regions. Some rural
settlements lack the necessary water and electricity infrastructure, especially those further
removed from urban centers. Rain and groundwater provide all their household,
agricultural, and drinking water. Similar to how families and towns must rely on animal
power when there is no electricity. Groundwater resources have also been reduced by
commercial usage and droughts, and even if power is available, it is occasionally
unreliable for lengthy periods and is expensive to get
As a result of RDF's efforts in the WASH industry, this project was developed. Women's
groups and households are among our most significant consumer segments. The plan's
primary goal is to strengthen marginalised groups by providing better food, water, and
sanitation access. SDG 2 (Zero Hunger), SDG 3 (Good Health and Well-Being), and SDG
5 (Quiet the World and Protect Natural Resources) are all directly impacted by the RDF
HNS initiative (Water and Sanitation).

6.10.3Education and Learning

The initiative's primary goal is to secure philanthropic and donor money for the building of
new schools, the use of cutting-edge educational technology, and the organization of
engaging extracurricular activities designed to pique students' interest in learning. In
addition, RDF supports SMCs as a means of carrying out the program and forming ties
between the community and the government.

6.10.4Community Resilience Building

This program integrates catastrophe risk reduction, human rights advocacy, gender
equality, and humanitarian aid. The program's primary goals are to promote social peace
and eliminate all forms of prejudice. The initiative was put out at the provincial level, and
it will use the media and the press to get its message out to every province resident. To
better prepare rural families and community organisations to handle catastrophes,
accidents, and conflicts, RDF researches risk management and resilience-building
initiatives. Women and members of marginalised groups are granted full citizenship under
the proposal, along with all the benefits that go along with it.

7 Conclusion
The report concluded that BRAC has a well-structured organisation. It has an excellent
Organisation structure. At the same time, RDF has been working in just Pakistan. So due to
a single state, RDF is trying to develop. The advancement of local community concerns is
the responsibility of nongovernmental organisations (NGOs). Understanding that
nongovernmental organisations (NGOs) come in several forms and focus areas is essential.
After reading this, consider if and how NGOs will adopt accepted international best
practices. Nongovernmental organisations (NGOs) can only be successful if they take note
of and adjust to shifting possibilities and needs in local and global communities. The more
accessible access to enormous quantities of money has been one of the leading causes.
NGOs' inherent good is hampered by increased funding, more specialists, more
bureaucracy, and a shift in emphasis from "social mobilisation" to service delivery. The
difference between social mobilisation organisations with ample funding and those with
inadequate resources may widen if this trend persists. It's interesting to see how NGOs
vary in the composition of their target audiences, organisational structure, focus, and
service delivery. NGOs' independence from outside funding and sponsors differs
significantly. Information is required more and more frequently. Due to the difficulties
above, evaluating how well NGO development programmes and activities are performing
is difficult. To preserve their reputation, nongovernmental organisations (NGOs) must
uphold the standards of independence and objectivity, sincerity and honesty of purpose,
representativeness, and transparency.
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