49 RDRS Annual Report 2022-23 in collaboration with PKSF. The purpose of this loan is to improve water and sanitation facilities at the household level. In FY 2022-2023, BDT 36.74 million was disbursed among 1,401 members as water loans and BDT 161.10 million was disbursed among 5,398 members as household sanitation loans. The cumulative disbursement is BDT 198.47 million. Partnership with PKSF beyond Microfinance RDRS has partnered with PKSF since 1991 and implemented a good number of PKSF-funded development projects, such as ENRICH, PLDP, LIFT, RAISE, SEIP, Adolescent, BD Rural Wash, Poultry Value Chain Project, Integrated farming, RMTP, RAISE, MFCE, etc. As poverty is caused by multidimensional factors including lack of economic opportunity, all the project interventions targeted vulnerable and poor households and addressed the cause of poverty and well-being. Savings Programme RDRS offers four types of savings products - Compulsory, Voluntary, Monthly savings deposit scheme (MSDS), and Double benefit savings scheme (DBSS). During the year 2022- 2023, total savings mobilized BDT 728.49 million and total net savings as of June 2023 stand at BDT 4491.28. which is 35% of the outstanding loan amount. Loan disbursement. Highlights of 2023 Sl # Particulars June 2023 Geographic coverage 01 No of District 29 02 No of Upazila (Sub-district) 138 Portfolio Status 03 No of Branches 284 04 No of Groups 20,897 05 No of Members 427,160 06 No of Borrowers 336,909 07 Savings balance (million, BDT) 4,491.28 08 Loan disbursed during the year(Million, BDT) 2,0705.31 09 Loan realised during the year (Million, BDT) 19005.12 10 Loan outstanding (principal) (million BDT) 1,2894.17 Ratio Analysis 11 On-time Recovery (OTR) 96.22% 12 Portfolio At Risk (PAR) 8.04% 13 Savings/loan ratio 35% 14 Borrower/member ratio 79% 15 Operational Self Sufficiency (OSS) 137% 16 Financial Self Sufficiency (FSS) 111% 17 Yield on portfolio 21.09%
Savings Mobilized (Yearly) million BDT 2019-20 2019-20 2019-20 2019-20 410.85 363.66 500.54 728.49 Loan Disbursement (million in BDT) 00 2019-20 2020-21 2021-22 2022-23 25 20 15 10 05 10,850.17 13,210.30 17,032.00 20705.31 RDRS Annual Report 2022-23 50 Revolving Loan Fund (RLF): The Revolving Loan Fund (RLF) is one of the most important elements of the microfinance operation. RDRS RLF consists of different sources of long and short-term loans and RDRS equity. A glimpse of RDRS RLF is given below: (as of June 2023) Trend Analysis Loan Outstanding (Comulatie) million BDT 2019-20 2019-20 2019-20 2019-20 7,899.09 8,832.40 11,193.97 12,894.17 No. of Borrowers (Cumulatives) 2019-20 2019-20 2019-20 2019-20 274,479 310,088 340,694 336,909 On Time Recovery Rate (OTR) 2019-20 2019-20 120.00% 100.00% 80.00% 60.00% 40.00% 20.00% 0.00% 2019-20 2019-20 59.24% 90.24% 96.81% 96.22%
51 RDRS Annual Report 2022-23 Digitalization in Microfinance – Microfinance institutions evolved in Bangladesh for close to four decades and have impacted the lives of millions of poor people, but digitization was not a priority in this sector until the last two decades. Due to the program’s priority to maintain a huge database of clients and to track the progress MF software started as a first initiative of digitalisation. Subsequently, a lot of technological innovation took place like digital financial services (Mobile money), Mobile apps for field operation, AI-based software to assess creditworthiness and propensity to repay the loan, Hishab- IVR-based auditing and feedback software, etc. RDRS is at the forefront of the digitalization of microfinance programs. Staff Capacity Development (Training) – RDRS believes that knowledgeable, skilled, and motivated human resources with positive attitudes are valuable resources for the success of any program. During the year 2022-2023, the microfinance Source of fund Amount (BDT in Million) % Member savings 4,271.56 33% (excluding FDR) Loan with PKSF 1,506.93 12% Loan with the 4,461.89 35% commercial bank RDRS capital fund 2,653.79 21% Total Revolving Fund 00 % RDRS Capital Fund 20% Member savings (excluding FDR) 20% Loan with PKSF 12% Loan with commercial Bank 35% program provided training to 924 staff and an amount of BDT 72,14,595 expenditure incurred. The capacity development includes foundation training on Microfinance for MF Officers, Foundation training on Microenterprise for Loan Officers, Accounts and financial management training for Accounts Officers, Delinquency management training for Managers, Group dynamic and communication skills for MFO, leadership training for the Manager, etc. RDRS also sent staff to attend training outside the organization. During the reporting period, four microfinance staff members participated in four training courses organized by PKSF on accounting, procurement inventory, VAT and tax, and leadership development. Moreover, seven staff members of different levels participated in different courses organized by CDF in the areas of internal audit and monitoring, client protection principles, financial statement preparation, effective communication skills, and personal excellence in the workplace. Education Scholarship Program – The RDRS Board of Trustees have approved education scholarship for higher studies and also for diploma students coming from poor families. RDRS Board agreed to allocate a percentage of the microfinance program surplus for this scholarship program. Accordingly, with permission from the Microcredit Regulatory Authority (MRA), a total of 17 students were given scholarships amounting to BDT 718,000 during the FY 2022-2023. The selected student received a monthly stipend of BDT 4,000 for higher education and BDT 3,000 for diploma courses which were given out every quarter. Board Members Visits to Program Site – RDRS Board of Trustees visited program sites in November 2022. One group visited Lalmonirhat and another group visited Nilphamari district. In addition, Mr. Shabbir Ahmed Chowdhury separately visited Rangpur, Kurigram, and Nilphamari from 6 June to 8 June 2023. He visited the “Socio-Economic Empowerment with Dignity and Sustainability (SEEDS)” program in Mithapukur under the Rangpur district. He also visited the Kurigram district and attended a group meeting at the Rahjarhat Branch. Besides, he attended coordination meetings at Kurigram district and talked with Branch Managers, Area Managers, Regional Managers, and Divisional Managers. He visited some activities of the integrated agriculture project in the Rajarhat branch and visited a training center in Nilphamari.
RDRS Annual Report 2022-23 52 Md Ali Akkas launched his small manufacturing outfit Asian Accessories in 2018 with just six machines and a small working capital of BDT 1,000,000 (10 lakh takas) in Savar. Initially, the 51-year-old entrepreneur was doing modestly well with small orders but once the COVID pandemic broke and the government locked down everything, the orders dried up. And whatever orders there were, Akkas was not being able to serve them for want of better equipment. He was struggling so much to meet his operational costs that Akkas had decided to shut down the factory for good. This is when he came to know about RDRS in 2021 when a loan officer visited his factory for a survey. He shared his difficult situation and said he needed financial support to buy more machines. The loan officer listened to his problem and offered him an RDRS loan. Once he explained the details to Akkas, he thought it would be a good idea. Akkas got his first RDRS loan of BDT 1,000,000 in January 2022 and bought five new machines. As his factory was able to produce more with 11 machines, the volume of orders increased. Also, now that he was doing better, banks and financial institutions came forward. With the support of banks, he bought automatic machines which reduced production costs and increased his profits. At present, the value of machines and equipment at Asian Accessories stands at BDT 70,000,000. Akkas has a monthly operating cost of BDT 1,500,000 which he meets without any problem. Akkas has bought a piece of land to shift the factory there. With a total asset value of over 10 million takas, Ali Akkas makes a profit of a little more than one million takas every month. He says that the RDRS loan helped him significantly in turning around his business. Although Akkas can now secure funds and loans from any financial institution, he wishes to continue with RDRS and hopes to expand his business further with RDRS support. SUCCESS STORY I A SUCCESSFUL ENTREPRENEUR Md Ali Akkas Akkas Microfinance
53 RDRS Annual Report 2022-23 SUCCESS STORY I KAJALI, IS NOT ONE TO GIVE IN Kajali Mandal had been a successful member of the RDRS microfinance group of six when misfortune struck her in the middle of the Covid pandemic. Living in Sonatali Dangapara village of Syedpur sub-district in Nilphamari, Kajali had joined the RDRS program in 2014 with a loan of BDT 50,000 as seed money to set up a grocery shop with mobile flexiload services. Kajali diligently worked on her business expanding little by little as she went on to take higher volumes of loans for her business. She took out a loan of BDT 140,000 in 2021 and invested in her shop, which was running well till then. She was living a good life with her husband and two sons. But once the Covid pandemic hit the country and everything went under lockdown, her business collapsed completely. She was forced to shut down her shop. The situation worsened further when her husband died a few months later. But soon, Kajali found her resolve and tried to restart her business. It was difficult since the shop had fallen short of capital. At this juncture, RDRS came forward to help her in this situation and provided her with a loan of BDT 52,000 under the RAISE project. She restarted her business in 2023. She bought some beauty products and invested in her Flexiload and mobile banking (bKash, Nagad, and Rocket) business. She also received training on risk management and business continuity under the project which enhanced her knowledge and improved her capacity to strategise. Now Kajali Mandal’s daily transactions amount to BDT 20,000- 30,000 and her monthly income from the shop ranges from Tk 15,000-20,000. At present, her business capital is about BDT 400,000. She is running her business smoothly and has become self-reliant. She meets her family’s needs with the earnings and is also able to ensure the education of her two sons. Everyone in her community appreciates her struggle and encourages her to move forward. Kajali Mandal expressed her gratitude to RDRS for helping her revive her business. She hopes that her business will grow day by day. Kajali Mandal is in her shop. 400,000taka is the current capital of Kajali Mandal
RDRS Annual Report 2022-23 54 Emergency and humanitarian response Transboundary Flood Resilience Project in South Asia Transboundary Flood Emergency RDRS implements the Transboundary Flood Resilience Project in South Asia in 22 unions of four upazilas in Kurigram. Kurigram is the most vulnerable district due to frequent floods, and the project aims to increase flood resilience of local communities in the district and adjacent areas. The project is working to increase the capacity of communities in the Brahmaputra river basin on real-time information; establish and utilise flood preparedness and mitigation plans and increase the community’s coping capacity through diversified livelihood options; strengthen flood disaster risk reduction; and develop and replicate of lessons and best practices through the information exchange. The major results from the project are listed below: 10,00,000 community people were able to save household resources as they received early flood warning messages from Radio Chilmari (FM 99.2). l 198 Ward Disaster Management Committees (WDMC) were formed in the project area which were adopted by the government based on the Standing Order on Disaster (SOD). l 10,500 sack gardens, keyhole gardens, floating gardens, and floating seedbeds in 20 unions have met the nutrition demand of 3,000 families. l Climate resilient field school introduced 1,800 farmers to climate resilient agricultural practices, zero carbon farming, minimum tillage farming, using natural compost fertilisers promoting smart climate agriculture in Kurigram District. l More than 600 people became more climate resilient due to the raised plinth for the entire community. l Goat rearing has generated satisfactory livelihood improvement, earning households an additional BDT 3,000 per month. l 6 persons with disabilities who received sewing machines are able to earn BDT 400-500 daily from tailoring. This has enabled them to support their families and offered them a dignified life in society.
55 RDRS Annual Report 2022-23 The Aman season, which coincides with the rains, has been typically vulnerable to floods especially in regions that routinely experience flooding at the height of monsoons. Criss-crossed with many rivers Kurigram has been a witness to this phenomenon too many times and the farmers are always worried of the floods. For them Aman could be a boon or a bane depending on the flood. So, although the two locally developed varieties of BRRIdhan51 and BRRIdhan52 have the possibility of yielding considerably higher volumes, they would remain susceptible to floods. Consequently, thousands of farmers like Jasim Miah would be in potential peril. Being a small marginal farmer, Jasim Miah was desperate to try something new as he had suffered much with his seedbeds being washed off by the rising river water frequently. This small farmer from Nageshwari upazila of Kurigram was then supported by the Transboundary Flood Resilience Project in South Asia of RDRS with technical guidance for a floating seedbed, which has turned around his fortunes. Jasim Miah took BRRIdhan93 seeds for the Aman season and sowed them on a floating seedbed made of banana tree trunks and bamboo tied with cords or ropes. He sowed 2kg of the paddy and it yielded enough seedlings for his two-acre plot. He even had more seedlings left over, which he sold in the local market netting another BDT 15,000. Seeing Jashim’s success, the other smaller farmers have become interested too. Jashim says, “Before, I used to buy seedlings from the market at a high price but now I can in fact sell them and earn between BDT 15,000 and BDT 25,000 per season from a single floating seed bed.” The people of the shoals are exceptionally resilient having to face natural disasters as a part of their life. They face them courageously but now that the seasons are changing because of climate change, their traditional knowledge is not enough to cope with these phenomena, which is why people like Jashim Miah need the extra assistance that RDRS provides. Such assistance helps them adapt to climate change and, in the process, become more resilient. CASE STUDY I EARNING SOURCE FROM FLOATING SEEDBED Emergency Humanitarian Response Floating seedbed
Participants received soft and life skills training and improved their social and interpersonal skills and developed confidence RDRS Annual Report 2022-23 56 Humanitarian response In partnership with the Lutheran World Federation (LWF), RDRS has been implementing an emergency response programme titled “LWF-RDRS Emergency Programme (LREP)” in Cox’s Bazar to provide humanitarian response and support to the Rohingya community in the camps. The programme is being implemented since 2019 with the aim of cultivating social cohesion, ensuring social inclusion, promoting reforestation and providing humanitarian support to the Forcibly Displaced Myanmar Nationals (FDMNs) as well as the nearby host communities by implementing different projects. LWF-RDRS Emergency Programme The project is being implemented for the FDMNs and host communities in Ukhiya, Maheshkhali and Ramu upazila of Cox’s Bazar and the camps. RDRS is implementing the project with the support of Australian Lutheran World Federation (ALWS) through the EKOTA Consortium. The goal of the project is to create an enabling environment for Rohingya migrants and the nearby host communities to live in peaceful co-existence and social cohesion. The major accomplishments under the project are listed below: l 2,582 vulnerable households (1,623 in host communities, 959 in the camps) empowered through livelihood and self-reliance interventions. l Project participants engaged in IGAs are able to increase their income. l Following group approaches to livelihood, RDRS formed and worked with a total of 71 community groups including 5 youths, 62 women, 2 SHGs (self-help groups) and 2 federations in host communities. The community groups have started group contributory deposits and intracredit support within group members and are expanding their business. l The programme participants predominantly consumed nutritious food from their own IGAs, leading to healthy food intake that included meat, eggs, milk, pulses, vegetables, and fruits ensuring healthy and peaceful life. l 2,582 participants received soft and life skills training and improved their social and interpersonal skills and developed confidence to cope with the challenges of daily life. l RDRS developed 41 vaccinators (15 in Ukhiya, 15 in Moheshkhali, 21 in Ramu and 11 in Cox’s Bazar Sadar) with capacity-building training on vaccination. After the training, they are supporting their community and nearby villages to get the poultry vaccinated timely. It has added an additional income for families of the vaccinators. l Being engaged in the groups, the women members are becoming capable of playing leadership and decision-making roles in their families as well as in their communities. They have become aware of various social issues, and their social status and dignity have increased which has played a role in reducing gender-based violence. l RDRS has planted 2,09,880 saplings during the whole project period in the camps and at the host communities for reforestation. 2,582
57 RDRS Annual Report 2022-23 Md Ayub Ali fled Myanmar in 2017 when the Rohingyas were being persecuted and massacred. While the family managed to find refuge at Camp 18 of Cox’s Bazar, Ayub found it difficult to contribute to the income of his five-member household because of his physical impairment. Not having the use of his legs, Ayub could not manage to work like many others at the camp or those his age. But when RDRS found out about the predicament of this family, they gave him training and three chickens for poultry farming. “That was the beginning really,” said Ayub. He started to work on his poultry farm diligently growing his poultry. “But I wanted to do more and started a modest vegetable garden around the homestead.” Ayub now grows tomatoes, eggplants, bottle gourds, and chilli peppers that significantly increase his income. “I even managed to buy two ducks, which increased my income potential. I'm really proud of what I have done and hope to utilise this earning to fulfil my dream of opening a modest grocery store,” says Ayub with eyes full of dreams that look forward to a prosperous future. CASE STUDY I STORY OF AYUB ALI Ayub Ali Emergency Humanitarian Response Rohingya Prog I even managed to buy two ducks, which increased my income potential. I’m really proud of what I have done and hope to utilise this earning to fulfil my dream of opening a modest grocery store. Md Ayub Ali Refuge of Camp 18 of Cox’s Bazar
RDRS Annual Report 2022-23 58 Events and Visitors A delegation of ELCA visit RDRS programme in Rohingya camp and host community in Cox’s Bazar. RDRS observed the national mouring day and the death anniversary of the Father of Nation Bangabandhu sheikh Mujibur Rahman on 15 august 2022. Shabbir Ahmed Chowdhury, member of RDRS Board of Trustees visits microfinance women’s group in ???.
59 RDRS Annual Report 2022-23 Sesame Workshop Bangladesh delegation visit RDRS education programme in Moulvibazar. The Members of RDRS General Body and Trustee Board inaugurates the 16 days activism campaign against gender-based violence. RDRS observes International Day of Older Persons on 1st October 2022 in its woeking area. Rev. Dr. Rafael Malpica Padilla, Executive Director, Service and Justice Home Area, ELCA with Rohingya children in the camp, Cox’s Bazar.
RDRS Annual Report 2022-23 60 Staff training of Microfinance Programme A total of 965 staff members (167 females, 798 males) attended 43 trainings on different themes including foundation training, refreshers training, delinquency management training, leadership training and group dynamics training. 572 newly appointed microfinance officers, loan officers, and accounts officers took part in the foundation trainings. Through foundation training, staff members are oriented to organisational history, culture, vision, mission, core values, mainstream programmes, policies and fundamentals of their respective programmes. 165 employees took part in refresher trainings through which they revisited their programmatic knowledge in the light of field-level work experience. 121 employees in 5 batches participated in delinquency management training which were organised for branch managers, microfinance officers and loan officers. By receiving this training, the employees have acquired theoretical knowledge about delinquency management and what they should do when such situations arise. 4 batches of leadership, management and administration skills training have been organised for the newly promoted branch managers and area managers. Through this training, the participants are able to develop themselves as more efficient managers and prepare themselves as future leaders. There was a training for one batch on group dynamics, communication skills and Learning and development Skilled and motivated human resources are essential for the success of every organisation. Human resource skills are even more essential for non-government development organisations as they rely heavily on the capacity and dedication of their staff members. RDRS acknowledges the necessity to develop the management, professional and technical skills of its workforce. As such education and training is one of the main focuses of RDRS activities with a view to enable its personnel and enhance their skills. SONGO – An RDRS trained staff facilitating oientation on food and nutrition for mother and child.
61 RDRS Annual Report 2022-23 microfinance management in which 24 microfinance officers participated. This training focused on awareness about teams, team dynamics with target population and skills in proper management of microfinance team activities. 41 employees from the microfinance programme participated in a training on RDRS procurement and store manual. Staff training of development programme Different kinds of training were organised to create opportunities for the employees to enrich their knowledge, skills, and attitudes. In the reporting year, they covered a wide range of issues through 55 training courses for 1,056 (371 females, 1,137 males) employees. The training courses included life skills training; training on gender and safeguarding; refreshers training on Mantoux Test (MT) lab; Training of Trainers (ToT) on the champions of change methodology; ToT on Champion Mother and Father (CMF); training on feminist leadership; ToT on quick income generating activities and starting and improving business; training on family development plan and business development plan; refresher ToT on nutrition governance, management and planning; ToT of basic training for assistant teachers and head teachers; library management training; basic training on wash; training on quality, accountability and safeguarding; ToT on leadership and inclusion; training on understanding of value chain approach for strengthening poultry subsector in Bangladesh; training on health and nutrition. Besides these events, staff orientation and foundation training were also organised for staff members of different projects. These training sessions enable project staff to acquire and refine necessary skills and knowledge relevant to their roles. As a result, the skills among project staff have improved significantly. Beneficiary training of different projects To create meaningful impact and drive positive change, RDRS has successfully organised a wide range of training for its programme participants and the communities. The training courses were meticulously designed to address their specific skill gaps and empower participants with practical expertise. RDRS provided livelihood skills training to 88,189 (68,072 females and 20,117 males) programme participants in 2,949 batches. These trainings mainly focused on leadership development, organisational development, governance, gender, advocacy, networking and linkage development, life skill development, psychosocial support, entrepreneurship development, communication and linkage development, financial literacy, disaster management and early preparedness, documentation and record-keeping, reproductive health and GBV, primary health care, safe and nutritious food management, risk management and business continuity, IGA development, market linkage etc. External training Alongside the internal training, RDRS has prioritised professional development of staff members through external training initiatives as well. A total of 475 staff members received 53 types of training from 24 different national and international organisations. Income generating activities. Participants of the skill development training in using technology.
RDRS Annual Report 2022-23 62 In its effort to work towards a better life for the poor and marginalised, RDRS strives to reach all levels of stakeholders with information about its activities and initiatives through effective communication that reinforces the journey to achieve its goal. During the reporting period, we leveraged the potential of online and social media platforms besides print and electronic media. We used both internal and external publications as vehicles to carry forth news of RDRS’ significant events and activities, thoughts, programme outcomes, and the notable good practices. A quarterly newsletter, the ‘Sangbad Konika’ consisting of news and views on major activities, events, and interventions of the organisation was published on a regular basis. During the reporting period, RDRS published a number of issue-based posters, leaflets, banners and billboards as part of its awareness campaigns as well as to inform people about its thoughts and views. RDRS published a citizen’s charter with data and information to highlight its multifaceted development programmes in a bid to ensure transparency Communications Communications of RDRS various Bangladeshi newspapers.
63 RDRS Annual Report 2022-23 Radio Chilmari_Lutfun Nahar Happy, a broadcaster of Radio Chilmari is engaged in programme onairing work in the studio. and accountability and to communicate with people with updated information. The charter was installed at all the RDRS offices. RDRS also published booklets on successful case stories during this period. Besides, RDRS shared necessary information with its broader audience through its community radio, website, Facebook, Twitter, and different online media outlets and video documentaries. RDRS published an annual report covering all key information of its yearly achievements, audited financial statements, programme and project status along with information on RDRS Board of Trustees, donors and partners. The organisation published a yearly calendar and diary with RDRS vision, mission, goal, and programme strategy. Through the year, there were a number of workshops, seminars, trainings and meetings (both virtual and physical) which also played a substantial role as part of effective communications. Radio Chilmari 99.2 FM Radio Chilmari has been serving underprivileged communities with appropriate and timely information since 2012. The radio covers approximately 1 million listeners in Kurigram, Gaibandha (partly) and Rangpur (partly) districts. The main target communities of the radio are fishermen, farmers, weavers, labourers, pastoralists, youth, teenagers, homemaker women, professionals, children, students, and common people. Radio Chilmari has received 13 national and 5 international awards so far as recognition of their good work for positive change. Radio Chilmari programmes prioritise survival skills and tips, and routinely advise people on what to do, how to deal with and overcome natural disasters, individual and societal actions for climate change adaptation, seed conservation process, multi-purpose crops in one field, protection of crops and domestic animals from diseases, English language learning practice, awareness about diseases, benefits of safe drinking water, hygienic sanitation, maternal and child healthcare, women and child rights, youth development, actions on mental and physical development of adolescents, local heritage antiquities, folk songs, local cultural heritage, information and entertainment, etc. These programmes have a significant impact on the target community. The people have become more aware of the risks of child marriage which has played an important role in reducing child marriage in the coverage area. Medical superstitions have decreased, and birth control has become more successful. Maternal and infant mortality have decreased. With the benefit of early warning messages through Radio Chilmari during disasters, the community people can take precautions which help them reduce loss of life and property. The radio messages have also contributed in increasing people’s capacity to deal with disasters.
RDRS Annual Report 2022-23 64 The MEL unit is responsible for evaluating the progress and ensuring the quality of all the programmes/projects of RDRS along with ensuring that the organisation at large learns from these activities. Responding to the needs of times, the unit has been modernised and adapted to new digital technology. Being well-equiped with appropriate technology, the unit has seen its work accelerate. During the reporting period, the MEL unit has conducted process monitoring, outcome monitoring, post distribution monitoring, baseline study, and end-line evaluation of different programmes and projects. Outcome monitoring 1. Primary Education for Disadvantaged Children in Hardto-Reach Areas 2. Enhancing Resources and Increasing Capacities of poor Households towards the elimination of their poverty enrich (ENRICH) Project 3. Transboundary Flood Resilience Project Post distribution monitoring (PDM) 1. EKOTA Emergency Programme in Cox’s Bazar 2. Sustained Opportunities for Nutrition Governance (SONGO) Project 3. Out-of-School Children Education Programme Verification/validation survey 1. Verification of beneficiaries’ potentiality in the RMTP Project 2. Validation of selected beneficiaries of Transboundary Flood Resilience Project 3. Verification of beneficiaries for loan write-off in 2022 4. Verification of beneficiaries for loan write-off in 2023 Monitoring, evaluation, and learning (MEL) Begger Rehabilitation activity.
65 RDRS Annual Report 2022-23 Process monitoring 1. Nutrition in City Ecosystems (NICE) Project 2. Women’s Forum Meeting under Comprehensive Programme 3. Transboundary Flood Resilience Project 4. MSDS Status of Microfinance Client 5. Market System Development of Safe Poultry and Poultry Products (RMTP) Project 6. Empower Youth for Resilience Building (EYRB) project Socio-economic study of Char Rajibpur The MEL unit conducted a study in Rajibpur sub-district of Kurigram district to analyse the socio-economic condition of the area. The study data reveals that 79.8% of the population is ultra-poor, and literacy rate is 64.7%. The average monthly income is BDT 15,827 per household. The study found that 51.1% of households have their own land and 34.8% have their own cultivable land. It is also noted that only 35% households are involved in agriculture and among them 74.6% engaged in sharecropping or leased land. Monitoring results pointed out that 8.9% households transferred at least once from their homesteads in their lifetime. As a result, most of the households build temporary infrastructure for living. The survey found that only 46.1% live on their own land. On the other hand, 20% live on leased land and pay rent. The survey data reveals that 75.6% households have access to hygienic sanitation, 17.8% have unhygienic sanitation, and 6.7% households defecate openly. It is also found that 100% households have access to tube well water and among them, 90.6% have their own tube wells. The survey found that 36.7% households have transactions with microfinance institutions and among them 87.9% families took loans last year with an average volume of BDT 42,750. It is quite significant that only 3% families in Rajibpur deal with formal financial institutions like banks. The study revealed that 93.9% of households have been affected by natural calamities in the last three years. The effect of those natural calamities found that 2.4% of households were fully destroyed and 54.4% were partially destroyed. Women’s Rights Livelihood Skill development training.
RDRS Annual Report 2022-23 66 End-line evaluation of Covid emergency response programme The end-line evaluation of the project “LWF-RDRS Emergency Programme for COVID-19 Response in Cox’s Bazar” was undertaken in 2022. The data reveals that the people’s knowledge and awareness level increased compared to the baseline on Covid-related hygiene, primary healthcare practices, and WASH. According to the evaluation, 99.36% participants know well about Covid protection information and its symptoms, and 99.86% were aware of the means of infection as well as preventive measures. Participants received cash-grant support and IGA training and 85.67% were involved in some form of income generation. They utilised their knowledge and the cash in a positive way to increase their income level. Evaluation data showed that, due to the project intervention, household monthly income increased by BDT 2,115. Additionally, 29.61% participants were involved in the family decision-making process which indicates women’s economic empowerment at the community level. End-line survey of project on transforming lives of GBV survivors The end-line evaluation of the project, Transformation of Life for the Gender-Based Violence Affected Girls, was also conducted by the MEL department. This evaluation, conducted in March 2023 followed the six-step intensive approach. Funded by Kerk in Actie, the project was implemented over 42 months. The project has mainly worked to increase participation in self-help income opportunities for violence-affected young women and girls (aged 18 to 35 years) and to explore support for improving their livelihood conditions. The study reveals that impact at the beneficiary level is significant. Data found that 87% trained habitants have become involved with different IGAs and increased their income. A total of 33,291 community people were sensitised to reduce GBV and 45,600 community people were made aware of GBV and child marriage. Targeted student and community leaders explained their roles and responsibilities, which were related to reduced gender-based violence and child marriage. To sustain the project outcome, some activities need to be undertaken like nursing the adolescent groups, linkage with different GO-NGO and private companies, and establishing a proper channel for marketing the graduated habitants. RDRS distributing cooking ware to the Rohingya Families in the camp.
67 RDRS Annual Report 2022-23 RDRS Bangladesh (Combined Financial Statements) Independent Auditor’s Report and Audited Financial Statements As at and for the year ended 30 June 2023 S. F. AHMED & CO. Chartered Accountantssince 1958 House # 51 (2nd floor), Road # 9, Block F, Banani, Dhaka 1213, Bangladesh Phones: (880-2) 222270848, 222294026& 222270957 E-mails: (i) [email protected]; (ii) [email protected]
RDRS Annual Report 2022-23 68 To the Members of the General Body of RDRS Bangladesh Report on the Audit of the Combined Financial Statements Opinion We have audited the combined financial statements of RDRS Bangladesh which comprise the combined statement of financial position as at 30 June 2023, the combined statement of comprehensive income, combined statement of changes in funds, combined statement of cash flows for the year then ended, and notes to the combined financial statements, including a summary of significant accounting policies. In our opinion, the accompanying combined financial statements of RDRS Bangladesh give a true and fair view of the combined financial position of the RDRS Bangladesh as at 30 June 2023, and its combined financial performance and its combined cash flows for the year then ended in accordance with the basis and significant accounting policies summarized in notes 2 and 3 to the financial statements, and other applicable laws and regulations. Basis for Opinion We conducted our audit in accordance with International Standard on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditors Responsibilities for the audit of the combined financial statements section of our report. We are independent of the organization in accordance with the ethical requirement that are relevant to audit of the financial statements in Bangladesh, and we have fulfilled our ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Other Matter The combined financial statements of RDRS Bangladesh for the year ended 30 June 2022 were audited by another auditor who expressed an unmodified opinion on those financial statements on 17 November 2022. Responsibilities of Management and Those Charged with Governance for the Combined Financial Statements and Internal Controls Management is responsible for the preparation and fair presentation of the combined financial statements in accordance with accounting basis & significant accounting policies summarized in notes 2 and 3 to the financial statementsand other applicable laws and regulations and for such internal control as management determines is necessary to enable the preparation of combined financial statements that are free from material misstatement, whether due to fraud or error. In preparing the combined financial statements, management is responsible for assessing the organization’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the organization or to cease operations, or has no realistic alternative but to do so. Those Charged with Governance are responsible for overseeing the organization’s financial reporting process. Auditors’ Responsibilities for the Audit of the Combined Financial Statements Our objectives are to obtain reasonable assurance about whether the combined financial statements as a whole are free from material misstatement, whether due to fraud and error, and to issue an auditors’ report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these combined financial statements. As a part of audit in accordance with ISAs, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: INDEPENDENT AUDITOR’S REPORT
69 RDRS Annual Report 2022-23 Identify and assess the risks of material misstatement of the combined financial statements , whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the organization’s internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the management. Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exist related to events or conditions that may cast significant doubt on the organization’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we required to draw to attention in our auditor’s report to that related disclosures in the combined financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the organization to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the combined financial statements, including the disclosures, and whether the combined financial statements represent the underlying transaction and events in a manner that gives a true and fair view. Obtain sufficient audit evidence regarding the financial information of the organization to express an opinion on the combined financial statements. We are responsible for the direction, supervision and performance of the organization audit. We remain solely responsible for our audit opinion. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. Firm’s Name : S. F. Ahmed & Co., Chartered Accountants Firm’s Registration No. : 10898 E.P, under Partnership Act 1932 Signature : Engagement Partner Name : Md. Enamul H. Choudhury, FCA, Senior Partner/Enrollment No. 471 DVC Number : 2311060471AS458414 Date : 06 November 2023
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