Isles and Actions - coastbd.netcoastbd.net/wp-content/uploads/2017/09/Annual-report-2009.pdf ·...

Isles and Actions1997 to june 2008

A report on partnership of COAST with the coastal poor

Isles and Actions1997 to June 2008

A report on partnership of COAST with the coastal poor

PrefaceWhen we started drafting the report, there was a feeling that we in the Coast alone have done some work. at the end of the report the notion changed completely. a confirm conviction grew; it is that we all including our member participants together achieved whatever is being done and achieved. In fact it is not the donors who gave us money; member participants contributed through service charges, people’s organization conducted social action for their legitimate rights and resources and also participated regularly in the management of the organization. We are also grateful to the local communities and local government leaders for their active support and participation. We could build a very strong relationship of mutual accountability while initiating a people centered development process in the coastal regions of Bangladesh with a commitment to address and redress coastal poverty incidence and power relationship.

We do not like to say that, we found our appropriate approach and we also do not like to say that we know the right answer; we can only say that, we are searching our avenues throughout our relentless journey. We are not the only actor in the coastal areas; we are committed to work with all other actors too. We also strongly feel that the state and the political process have to play a bigger role and have to take bigger responsibility. We tried to integrate right based approach with micro finance blending with a vision of sustainability both at the grassroots and organizational levels.

We contemplate a paradigm shift in the future development approach due to climate and geo political change in the coming days. We are trying to absorb the changing development paradigm and preparing ourselves that will be reflected in the next strategic planning. We feel we need to be reorienting ourselves, our human resources and above all with our humble accountability to public. We like to thank our partners at all levels to be with us for all these years and sharing pains and pleasures.

Rezaul K ChowdhuryExecutive DirectorCOAST Trust

Dr. Abbas BhuiyaChairpersonBoard of Trustee, COAST Trust

Isles and Actions1997 to June 2008a report on partnership of Coast with the coastal poor

Report written:

Sawkat Ali Tutultarik sayed HaroonMd Ahsanul Karim Babor Sanat K BhowmikRezaul Karim Chowdhury

Consultative Support:

Dr. Abbas BhuiyaChairperson, Board of Trustee (BoT), COAST TrustDr. Tofail Ahmed Ex chairperson and member, Board of Trustee, COAST Trust

Edit:

Syed Aminul HoqueRezaul Karim Chowdhury

Cover page design:

Atikul Alam PolashCoordinator- ICT, COAST Trust

Published by:

The COAST Trust, October, 2008House 9/4, Road 02, Shamoli, Dhaka-1207Tel: +88 02 8125181, 8154673Mobile: +88 01714 014203Fax: +88 02 9129395, Email: [email protected]: www.coastbd.org

Graphic Design & Printing: Genesis (pvt.) Ltd.

i s l e s a n d a c t i o n s

Executive Summary 7

1. Objectives and background of the report 13

2. COAST origin, coverage and governance 132.1 COAST origin 132.2 Coastal trends, COAST mission and values 132.3 Coverage and portfolio 142.4 Governance and external audit 15

3. COAST inheritance of development initiative since 1984 and progression up to June 2008 153.1 Integrated development project in Southern Bhola: 1984 to 1994 153.2 Reorganization toward local organization: 1994 to 1997 163.3 Consolidation and expansion: 1998 to June 2008 16

4. Program descriptions 164.1 Core and non core program approach with a vision to sustainability 164.2 Economic justice: empowering process to build up assets and income capacity 174.3 Social justice: empowering process for pro active citizenry, accountable and responsive

state institutions and advocacy for changing practices and policies 184.4 Tailored made program for hard core poor : asset transfer and capacity building to make them

with a sustainable income capacity. 204.5 Special funds for sustainable capacity in response to disaster management and to provide legal aid support

to crucial cases in respect of violence against women 214.6 Sustainable primary health care program : started with the support to the in-habitants of outreach chars. 224.7 Response after cyclone SIDR post disaster management through maintaining humanitarian accountability

principles and shaping of primary health care section 224.8 Education and advocacy : supporting drop out student, complementary to the mainstream

education and mobilizing civil society for quality education in local level. 244.9 Coastal Rural Knowledge Center (CRKC) 254.10 Social business : Coastal Renewable Energy Program, Totini: marketing outlet and guest house. 25

5. The year of July 2007 to June 2008 265.1 What was done and what was not 265.2 Focus was management reorganization 265.3 Providing ICT facilities and strengthening the regional offices 265.4 Reorientation of social justice program: focus interactive local government, People’s Organization

and civil society building at local level 265.5 Integration of disaster management and primary health care program 275.6 Revised approach in macro (national and international level) networking and advocacy:

for a credible and sustainable movement building 285.7 Accountability principles in humanitarian principles: international networking 28

6. Plans and budget for the year 2008 286.1 Introduction: changing of financial year and participatory process 286.2 Critical management learning during 2007 296.3 Planning and strategies for 2008 306.4 Budget summary of the year 2008. 31

Contents


7. Futureplanning:perspectiveandfiveyearrollingplan 327.1 Methodology toward perspective and five years rolling plan 2009 to 2014 327.2 Issues for perspective and next rolling five year planning 32

a. What are the global and Bangladesh trends 32 b. Macro level campaigning and networking 32 c. Reorientation of program: revising definition of core program and additional specialization 33 d. Tailored made programs in view of response to climate change 33 e. Organizational management: Towards distinctive excellence. 33

Boxes 1. COAST mission and values. 092. COAST working area. 133. COAST professional standard. 144. Difference of basic statistics during 1997 and 2007. 155. Three cases on Impact of economic justice activities among member participants in different time span,

5.a Hanufa’s involvement: a history of decades (1995) 16 5.b Fatema has changed her fate (1999) 17 5.c Zosna as an entrepreneur (2002) 18

6. Chars the land of Allah Jane : COAST participates for survival strategies in the fringe. 197. Building People’s Organization (PO) as alternative power structure and to make the organization people centered. 208. Three case studies as impact of social justice activities;

8.1 Acid victim Rosonara survived and the criminals are convicted 21 8.2 Civil Society mobilization against hill cutting 22 8.3 Mobilizing duty bearers for human right culture in districts 23

9. Motor Vessels (MV) Nasreen capsize and a policy research based campaign for safe river way. 2410. Our Board of Trustees: Our Source of Inspiration and Guidance. 2711. Strengthen Local governance: Interventions & review findings 29

Annexure1. Certified audit report from Hoda Vasi Chowdhury & Co. the external auditor for the year of 2007. 342. Last five year’s (2003 to 2007) performance analysis of micro finance program. 373. Last five year’s (2003-2007) balance sheet and Income & Expenditure accounts. 424. Last five year’s micro finance trend and sustainability analysis. 445. Program coverage by district and program components. 456. Social action through mobilization of People’s Organization in the

Coast Trust during the period of May 2007 to June 2008. 467. List of senior staff. 47


AbbreviationsADRRN : Asian Disaster Risk & Response Network

APMDD : Asia-Pacific Movement on Debt and Development

BAPA : Bangladesh Paribesh Andolan

BELA : Bangladesh Environmental Lawyer’s association

BIDA : Bhola Inter-village Development association

BNNRC : Bangladesh NGOs Network for Radio Communication

BWDB : Bangladesh Water Development Board

CaRE : Cooperative for assistance Relief Everywhere

Coast : Coastal association for social Transformation Trust

CRKC : Coastal Rural Knowledge Center

DC : Deputy Commissioner

DfID : Department for International Development

DMF : Disaster Management Fund

DMR : Debt Management Reserve

DRF : Depreciation Reserve Fund

EJWG : Equity and Justice Working Group

FDR : Fixed Deposit Receipt

GDP : Gross Domestic Product

GoB : Government of Bangladesh

GPRS : General Packet Radio Service

HAP I : Humanitarian Accountability Partnership International

HSC : Higher Secondary Certificate

ICT : Information and Communication technologytechnologyt

ICVA : International Council of Voluntary association

ICZM-PDO : Integrated Coastal Zone Management-Project Development Office

IDCOL : Infrastructure Development Company Limited

IFAD : International Fund for Agricultural Development

IG : Income Generation

INGO : International Non Government organization

JS-APMDD : Jubilee South Asia Pacific Movement on Debt and Development

MF : Micro Finance

MJF : Manusher Jonna Foundation

MRA : Microcredit Regulatory Authority

NGO : Non Government Organization

NORAD : Norwegian Agency for Development Co-operation

ODA : Overseas Development Assistance

PCP : Project Concept Note

PgO : Program Organizer

PHALS : Program for Helpless and Lagged Societies

PIU : Project Implementation Unit

PKSF : Palli Karma Shahayak FoundationPalli Karma Shahayak FoundationPalli Karma Shahayak

PRA : Participatory Rural Appraisal

PRDI : Participatory Research and Development Initiatives

PRSP : Poverty Reduction Strategy Paper

RCF : Revolving Credit Fund

REFLECT : Regenerative Freire and Literacy through Empowering Community Technique

ROSC : Reaching Out School Children

SAAPE : South Asia Alliance for Poverty Eradication

SAARC : South Asian Association for Regional Cooperation

SF : Stromme Foundation

SHOUHARDO : Strengthening Household Ability to Respond Development Opportunity

SP : Superintendent of Police

SSC : Secondary School Certificate

SUPRO : Sushashaner Janna Procharavijan (Campaign for Good Governance)

UN : United Nation

UNFCCC : United Nation Framework Convention on Climate Change

US : United States

Wto : World trade trade t organization

7i s l e s a n d a c t i o n s

The organization and the report this report of Coastal association for social Transformation (COAST), in Bangladesh covers in brief an overview of its last ten years activities along with detail report of last financial year (2007-2008). The organization originated in the beginning of 1998 from a project of an international development organization working in Southern Bhola, an island situated just in the mouth of Bay of Bengal where joint flows of the Ganges and the Brhamaputra met. COAST has been registered as a trust, it is also registered with the NGO Affairs Bureau of Government of Bangladesh and also secured license from Micro credit Regulatory Authority (MRA) of Bangladesh Bank. There were two reasons to create the organization; one was to carry forward the development activities which were initiated on that remote island and another one was to address the growing pauperization and vulnerability of the coastal area both in micro level with service delivery and in macro level with policy advocacy for the coastal poor.

Governance, maximizing program participation, accountability, transparency, gender sensitivity and the coverageat present, the organization is providing direct support to 80,365 poor families of the coastal districts of Bhola, Coxsbazar, Feni, Noakhali, Laxmipur and Patuakhali. During 2008, it has the operating cost of taka 121.08 million ($1.73 million) with required revolving credit fund (RCF) of taka 241.05 million ($ 3.44 million). Most of this RCF are as loan from PKSF (Palli Kormo Sahayak Foundation) and SF (Stromme Foundation), Norway. In last ten years from 1998 to 2007, the organization has externally been audited by various prominent audit firms; last two years it has been audited by Hoda Vasi Chowdhury & Co. (Independent Correspondent Firm to Deloitte Touche Tohmatsu). Board of Trustee is the highest policy making body of the organization, represented by eminent personalities, the board sits quarterly. Apart from this, there is a set of meeting systems with pre set dates declared for the whole year, prepared in such a way that participation from all level of staff

Executive Summaryhave been ensured. Along with the representation of beneficiaries as member participants, committees of people’s organization have been developed who also participate in these meetings. the organization has a mission, set of values and professional standard, written human resource management, finance and audit manuals with periodical updating. It has also a set of generic and special training courses for human resource capacity building and maintenance. this is how the management of the organization tries to maximize the principles of accountability, transparency, participation and gender sensitivity. all these information are available in the web site www.coastbd.org.

Evolution in last ten years: consolidation to expansion, core programs with a vision to sustainabilityDuring1984 to 1994 were the years of integrated development project operated under the direct management of an international organization. New management took over during 1995, and then up to 1997 reorientation toward local organization has happened amidst a lot of turmoil. And, finally, during 1998 the organization emerged and up to June 2007 consolidation and expansion of the organization has happened.

In respect of programs, the organization maintains an approach of core and non core, with the

Tahera Yasmin, the founder chairperson and Ton van Zutphen, the founder member of Coast Board of Trustee.


principles that the organization will not develop any program which is supplementary to the government services, rather the organization will try to mobilize poor people to claim/or to have their legitimate demand on those services and resources. Core programs are based on an income aiming for long term sustainability of the organization. Non core program could be partly cost recovery based or partly grant based. Core program consists of four components, micro finance, good governance, development education and institution building, running with the income from a progressive micro finance operation. The organization has two basic sets of programs, economic justice which combined with micro finance, technical support and input supply for enhancing income generation capacity. And the social justice programs which combined with building institutions i.e., organization of poor people for their legitimate demand mediation, facilitating them to build alternative power structure and to facilitate their access in local government structures, strengthening local government institutions, institutionalizing democracy, advocacy and networking for policy and practice changes with micro macro linkages. At present Economic justice program has been supported by PKSF and SF and the social justice program has been supported by MJF (Manosher Jonna Foundation). In respect of network and macro level advocacy there were piecemeal basis support from Action Aid, Christian Aid, Oxfam Novib and Cordaid.

Programs for hard core poor, sustainable primary health care, endowment fund for legal support and disaster response.there is a specialized tailored program for hard core poor, being implemented with asset transfer and capacity building to make them micro finance worthy or with a sustainable income capacity. This is happening with the support of CARE SHOUHARDO program and also with the support of PKSF. At present 7882 group members are being supported through this hard core poor program separately. Sustainable (running with subsidy from micro finance surplus) primary health care program has already been started in outreach char areas for last four years; also it will be started

in the areas of more four branches by this year. Coast has a long term vision to integrate this as a component of core program which should be running with micro finance surplus to address the primary health issues / behavioral changes in this regard to minimize income erosion of poor families. this program needs some initial investment, initially it was supported by Action Aid and at present it is supported by SF. With the surplus from micro finance income, the organization has also initiated two endowment funds; one is to provide legal support to poor families, at present which is tailored to support to three types of violence against women namely, acid victims, rape victims, and evicted minority families. There are 24 cases being supported in this regard. another one is disaster response fund, which enables the organization to conduct immediate responses immediately after any calamity ( e.g., on 15th November 2007 cyclone SIDR happened, and 16th November out of the fund COAST relief team reached in remote chars(sand bar small island) without any external help.

Education and advocacy, for drop-out and non attending school children, adolescent girls and civil society mobilization for quality education at local level.The organization implements education and advocacy program to support drop out student, pre school children centre complementary to mainstream education and mobilization of civil society for quality education in local level. The

Income Generating Activities (IGAs) has been implementing for hard core poors in remote char areas.


program has four components, i) Songlap i.e., REFLECt for adolescent girls who does not attend school, ii) Early childhood development centre where 50 % is with Moktab based and rest 50 % in remote area to support high enrolment in government primary schools; iii) Back to school support which support bags, school dress, shoes, books, Harican, umbrella, examination fees and coaching fees etc to talented but poor drop out girls in the locality; and iv) result analysis and

civil society mobilization for quality education in secondary and higher secondary education are also being implemented. These activities have been implementing in the remote upzilas of Cox’sbazar district with the support of SF.

apart from this, the organization is also working as an education resource provider for reaching out school children (ROSC) centers in Charfassion and Noakhali sadar upazilas in partnership

Box-1COAST Mission and Values

Mission

COAST organizes strategically important activities related to development, which in turn, will facilitate the sustainable and equitable improvement of life, especially of women, children and disadvantaged population of the coastal areas in Bangladesh through their increased participation in the socio-economic, cultural and civic life of the country.participation in the socio-economic, cultural and civic life of the country.participation in the socio-economic, cultural and civic life of the country

Values

Our Existence: We exist for the poor and for their interest.

Work Approach: We believe that what we are doing is not the final answer to the quest of development. The progressive cycle of learning, action and experiences will pave the way of our destination.

Learning: We do what we know. We say what we understand. We do not do or say anything what we do not know or understand. Therefore, we never hesitate to admit our mistakes. We are always ready to learn the new.

Human Potentials: We believe in the equality of human potentialities as human being born with equal potentials. If equal opportunities, resources and facilities are made available, then everyone can develop equally.

Economy: We believe in economy in our personal life also in organizational behavior. Because, consuming culture, and in most cases, competition may expose individual as well as organization to a great danger.

Honour: We may stand differently in terms of salary and responsibilities. But we all are equal in showing honour each other.

Gender: We believe in the equality of men and women. The inequality in gender is due to imposition of socio-cultural differences. Women should be provided with special facilities of positive discrimination since they play a very vital role in raising children.

Right to participation in decision-making: We think that the person who makes or implements a decision and the individual who is influenced or affected by the decision have the rights to expressing respective opinions before the decision is made.

Culture: We want to acquire the best from all the different cultures of the world but we want to uphold and maintain our own tradition and cultural heritage.

Communication: Our thoughts must be updated, modern and universal. Therefore, we want to ensure the best use of communication and education materials even within our limited capacities.

Relation and Accountability: We try to keep good relationship with all without compromising our values and organizational interest. Since we are people-centred, we do not have any hesitation to be accountable to anyone for our activities.

People’s Organization: We believe the separate role of people’s organization of the poor, oppressed and vulnerable people. Therefore, we play the animator role for building up an alternative power structure.

Governance: We believe in demand mediation and of being accountable in relationship between the government agencies and people. Therefore, we try to mobilize people to place their demands to the legitimate agencies and in the political process rather than developing alternative services or channel for those people.

Environment and Diversity: We believe in ecological perseverance and balance. Therefore, we give due importance to the local knowledge of culture and tradition. As we want to keep those diversities in tact for the next generation; we think globally and act locally in this context.

Meaning of Symbols: Three waves are the institution building, social development and economic development of the coastal areas. Direction of waves to the right means the success. The rising sun on the waves is COAST. By this way COAST thinks itself the animator of institution building, social development and economic development of the coastal areas.

These mission and values were discussed and developed by COAST staff in a series of workshops, during October – November 1998. Finally they were approved in fifth meeting of the Board of Trustees in February 1999. It is also agreed that our activities will be reviewed in view of these values through a participatory process. And in demands of time, the values may be revised through participatory process.


with Directorate of Primary Education. This is to support dropped out and non attending school aged children with functional education in remote coastal areas through 855 centers.

Social business: renewable energy, dry fishproduction,marketingoutletandaguest house.The organization has a social business program with the components of selling solar home system with three years of guarantee where so far 2216 solar home systems have been sold out; running of marketing outlet shop “Totini”, sea dried fish production without chemicals, and maintaining a guest house in Coxsbazar. The program is running with no loss and no profit basis with annual turn over of taka 529.04 million in last year (2007) including revolving credit fund. The solar home system program is being implemented with the support of Infrastructure Development Company Limited (IDCOL).

The year July 2007 to June 2008: focus management reorganizationThe immediate past reporting period i.e. July 2007 to June 2008 was mostly focused on management reorganization. Front line management has been reorganized through appointing accountant in each of the branches and providing motorbike to each of the branch managers. Area manager’s position has

been created between Regional Program Coordination office and branch offices for ensuring intensive support supervision. Balancing audit being designed and implemented with the direct involvement of central level. In fact these have resulted drastic reduction of malpractices in field level. Central administration and finance have been shifted in Dhaka, Regional Team Leader position has been created, monitoring and control has been streamlined. Senior and qualified staff has been appointed in human resource management and finance control sections. one senior level staff

has also been engaged for looking after state affairs and asset management. New qualified staff has also been appointed in the accounting position in field level. All senior level staff, who has to move frequent for support supervision, has been provided with laptop and mobile GPRS (General Packet Radio Service) internet facilities. All offices have been brought under 165 Grameen mobile phone business solution network support. In fact all these management reorganization / ICT facilities have streamlined monitoring and control from the centre with easy and quick communication. Position of regional team leader has helped to provide human right orientation in micro finance program in the field.

Final external review has taken place in social justice program at the end of first phase of the project; with review findings new second phase project has designed especially focusing on strengthening local government and local level civil society mobilization for human rights culture. A senior staff has been assigned for disaster management and primary health care program; these two have been integrated in one sector. In respect of network and campaign in macro level and in view of last six years experience a new initiative for a sustainable and credible civil society building has been initiated with the formation of Equity and Justice Working Group Bangladesh (EquityBD). EquityBD has already successfully

Robert Chamber, the world-renowned Sociologist and Rosalind David from UK visit the Char Motahar island of Bhola, one of COAST working area during 2001.


participated in different international events based campaign along with specific positions in regards to national situation, especially in UNFCCC Bali Conference, G8 Summit in Japan, and conducted national level campaign on PRSP review and pre and post budget discourse.

Taking the opportunity of response to cyclone SIDR, COAST has implemented humanitarian principles of Humanitarian Accountability Partnership International (HAP-I). COAST got the membership and prepared a three year action plan to integrate the HAP-I principles in the organization. In this relation COAST has also been invited to participate Global Humanitarian Partnership (GHP) initiatives of UN (United Nations), Red Crescent and INGOs. COAST has also got the membership of ADRRN (Asian Disaster Risk & Response Network) and also applying for the membership of ICVA (International Council of Voluntary Association). In fact these are the recognition to the good work of COAST in the ground.

Plan and Budget for the year 2008COAST is on the verge of changing financial year. At present it follows calendar year January to December as financial year too, and from July 2008 financial year will be July to June. This is to commensurate with the financial year of PKSF, but it will not hamper to meet any time specific financial requirement of other donors or partners. Usually COAST prepares annual plan and budget in a participatory way by October of each year which gets finally approved by the Board of Trustee during December. Like other documents, it is also an open and available document in all offices and website. Critical review of the last year in analyzing what has done and what has not, also discussed in the process. Enough attention was not given in internal training system and in exploring donor / partners for primary health care, livestock development, food security and disaster management project; on which project concept paper (PCN) has already been developed. There were slight less in micro finance income and getting actual receipt of donors grant in 2007, there were also less expenditure in the year too, because of budget control.

Objectives for 2008 there are making surplus in the branches in Noakhali region along with four new branches, there should be initiatives to find additional source in alternative revolving credit fund (RCF) as the existing RCF providers some time are unable to provide sufficient RCF. To increase productivity there should be 300 active member per Program Organizer (PgO) and outstanding of taka 15 lacs. Funding partners should be explored for the PCN (Project Concept Note) s which have developed already especially in respect of Primary Health Care, Livestock Development and Hard core poor program. Internal training system has to be reorganized and reemphasized. Internal monitoring and control have to be further strengthened. Impact review has to be done to use review findings in the next stage of perspective and five year planning by June 2009.

Budget for the year 2008 is taka 121.08 million which is 19.01% higher than the last year with the surplus of taka 8.54 million. Donor grants for different programs are 37.64 million for different non core programs, which is 9.67% higher than the last year. Among total expenditure budget 68.92% is from the surplus of micro finance program, which is fully financially sustainable. It is expected that during the year the organization will be dealing with RCF of taka 721.67 million which is 68.89% higher than the level of 2007 (taka 427.30 million). There was different reserve investment (disaster, debt, and depreciation) of taka 11.99 million in 2007 and which will be increased to taka 13.62 million in 2008, 13.60% higher than the last year. At the end of 2008, 95,062 poor families will be benefited from the organization directly, which is 26.57% higher than the last year (75,105). There were 634 staff members in 2007; at the end of 2008 it will be 694 staff member which is 9.46 % higher than the last year where 43 % will be female.

Future planning: perspective and rolling fiveyear.The organization has have only five year planning for the period of 2001 to 2006, due to other business it has not prepared the second five year planning as yet, but it does not mean that it has run without a vision. COAST believes that having a five year plan drives staff and the organization toward a specific goal. The organization has a plan to have


an impact assessment study, and external review and finally a strategic plan by June 2009. But here are some ideas for future planning in this regard.

In fact there will be a trend of regionalization especially in trade as because of failure in Doha round in WTO (World Trade Organization) will be happened in global level. There might be reduction of ODA (Overseas Development Assistance) as the developed countries have to meet their own economic crisis, although there are chances of increase amount of ODA in Bangladesh especially to meet the climate change crisis. there will be increase level of investment in agriculture which might lead commercialization of the sector leading to the displacement of small farmers and degeneration of environment. In the country in the beginning of 2009 when the new political regime will come in power, country might again leading toward confrontational politics, but there will strong urge among ordinary people and from civil society to crystallize institutional changes which has already taken place, especially in respect of anti corruption, right to information, consumer right, local government commission and introduction

of upazila, and police reform etc. But there will be increasing amount of concern from both political and civil society on accountability and governance aspects of NGOs.

Taking these entire situation in view, the organization can play pro active role through EJWG (equitybd) both in national and international level with greater flexibility in structure, quality policy research, and campaign. It should target and emphasize build a force which is not only from NGO based civil society and to whom mass people will have more confidence too.

In respect of COAST there should be a reorientation of the program in view of climate change impacts, especial emphasize have to given on primary health care, integration of disaster risk reduction, building capacity of the hard core poor, integrated agriculture, strengthening and building a accountable and responsive local government institution. Whatever it has the capacity the organization should have short and long term research on climate change impact in its area. Research and monitoring will have to get importance for quality program development.

organizational reorientation is a concern, especially how it is rotting in local level with accountability and participation, managing knowledge for changes and human resource development, and how the staff behavior and attitude to the values related to the equality, humanity, justice and responsive to the environment and ecology, and all above to the costing pattern, how they are humble and polite to place accountability to the publics at local level. From the past it is a strong believes that COAST will be able to show its excellence in this regard.

Dr. Tofail Ahmed ex-chairperson of COAST Board of Trustee presenting his some publications to the president Justice Shahabuddin Ahmed in his office on 28th September 2000. Dr. Tofail Ahmed now become a member of Local Government Commission.


1. Objectives and background of the reportThis report is from a coastal area based local Non Government Organization (NGO) COAST (Coastal Association for Social Transformation) in Bangladesh. This is a brief report of its past ten years (1998 to 2007) and also of the immediate past year i.e., July 2007 to June 2008 activities. Although COAST maintain a regularly updated website www.coastbd.org , and prepare reports to meet only for statutory requirement but it has not prepared any annual report in such a way; this report is basically for public relation and for information to external stakeholder, by this COAST is encouraging all concern for participation in its organizational management.

2. COAST origin, coverage and governance

2.1 COAST originCOAST has originated from a project of an international NGO (INGO), which was working in the southern part of the island of Bhola. Bhola is an island which is around 400 km from the capital Dhaka, need over night river journey to reach, situated in the mouth of Bay of Bengal,

The Reportwhere both the flow of mighty river the Gangesand the Brahmaputra met in the name as river Meghna. The INGO worked there from 1984 in an integrated approach of development, in 1994 it has been evaluated by Dr. Geof Wood (“Thinking Differently” 1995) and provided different options for phase out. New management leadership came up at the end of 1994, some of the committed staffs initiated the process of transformation, and a phase out long term plan was prepared in a participatory process. Finally it emerged as an independent organization on 1st January 1998. It has registered as a trust under the Ministry of Law, Justice and Parliamentary Affairs of and also registered as an NGO with NGO Affairs Bureau, Prime Minister office, Government of Bangladesh.(first registered in 1998 as the no. 1242, second time in September 2003 and recently in June 2008, it has been renewed for next five years). COAST has also received license from the Microcredit Regulatory Authority (MRA) of Bangladesh Bank, the central bank of Bangladesh (number 00956-04041-00068 dated 29th November 2007).

2.2 Coastal trends, COAST mission and valuesThere were two basic reasons to initiate such an organization, first to carry forward the development activitities for the coastal poor which have had initiated by the INGO in the locality and second is to establish an organization which is exclusively coastal area based and will work for coastal poor along with services integrating right based approach.

Poverty and poor people in the coastal area are increasing, which could be understandable from following indicators. according to the report from World Food Program, most of the poor people of Bangladesh are being concentrated in coastal areas; there are around 35 million people live in 19 coastal districts which is 28% country’s total population. Some of the poverty features of these coastal populations are as follows;

a. Average per capita GDP of these coastal districts was taka 21,379 in 1999-2000 compared to taka 22,684 outside of the coastal zone.

Box-2


b. Absolute and extreme poverty is respectively 52 % and 24 % which is respectively 48 % and 22% in non coastal areas.

c. Nearly one million people have been killed in coastal areas of Bangladesh since 1820 due to the cyclones they are being estimated 80 % damages of all the world cyclones.

d. Out of 10,000 around 4000 hectares of coastal natural forest of Cox’sbazar district were illegally grabbed by the political leaders during the period of 2001 to 2007. This coastal natural forest is critical to provide food to the sea fishes and act as first protection from cyclone surge. (COAST study, June 2004).

e. Coastal islands of Kutubdia and Bhola would be submerged by water next 40 and 70 years if its present rate of river erosion continues. (COAST study, April 2003).

f. Human factors cause 58% of natural disasters while natural 19%, governance factors 16 % and others 7% in these coastal areas.

g. Cyclone of 19-23 September 2006 alone caused death of 3577 poor fishermen along with missing of 493 boats, which happened just due to the simple negligence of weatherman and administration. (COAST study, September 2006)

h. In view of the World Bank report climate change impact would cause submersion of one third area i.e., coastal area of Bangladesh and around 22 million of population will be displaced.

(except if it otherwise not mentioned, all the data has taken from ICZM-PDO documents-Mollusc Aquaculture for Sustainable Coastal Livelihhd-2004).

so it demands an organization who can take care of this both, i.e., service delivery and also policy advocacy both in national and international level. These have reflected in COAST mission and core values which were prepared during 1999 in a participatory way and finally approved in the Board of Trustee meeting.

2.3 Coverage and portfolioAt present COAST is supporting80,365 (June 2008) families directly as the member participants of the organization in remote unions and chars (sandbar small island) of the districts of Bhola, Cox’sbazar and Patuakhali and coastal areas of Noakhali, Feni and Laxmipur districts. During the year of 2008 it has the annual operating cost of taka 121.08 million

Box-3

COAST Professional StandardGood health and good mind: We should integrate the mental and physical labour. For this why we should take slight exercise. To keep mind fresh we should create comfortable work environment. We will also integrate among the personal and organizational plan.

Global knowledge and continuous training: Though we are working with a specific matter but our knowledge should be updated and we will keep ourselves in a process of continuous training.

We should have regular review and planning: We should review our daily work in a quite and calm place and time and we should identify the learning points and we will note down them. As per those learning we will make plan for the next daily, weekly, monthly and quarterly.

Courtesy and personality: Our courtesy will take care of to others feelings and our knowledge, approach, cleanliness and good dress will reflect our personality.

Advance Information and pre-preparedness: If we want to get others appointment, if we want to give message to others then those should be done before seven days of starting. Not only that is any body wants to participate and workshop, meeting etc s/he should take preparation through brain storming process.

Supportive supervision and staff training: We will continue our supportive supervision to the colleagues. Our success will not only depend on our work but also the work of colleagues. We always keep the environment so that staff can learn something from the process.

Communication initiatives: According to our minimum ability we will keep our communication with our relatives and friends. We will not block our communication if we are not in any major problem. We also continue our communication with our well-wishers too.

Good behavior but strict in principle: We will strict to hold the organizational principle but our behavior will be mild to others. For the sake of organization we will also control our emotion and anger.


($ 1.73 million) with required revolving credit fund of taka 241.05 million ($ 3.44 million), where 39.85% from whole sale lending organization like PKSF (Palli Karma Sohayak Foundation, a government initiated autonomous micro finance apex body in Bangladesh) 29.04 % from Stromme Foundation (SF)Norway and 31.11 % from own fund. At the end of 2007 it had the assets of taka 19.87 million ($ 0.28 million) and also different reserve funds of taka 23.18 million ($ 0.33 million).

2.4 Governance and external auditIn past the organization was externally audited by ACNABIN & Co, Howladar Yunus & Co. , S.F. Ahmed & Co., Masih Muhith & Co., A. Wahab & Co. The last two years it was externally audited by Huda Vasi Chowdhury & Co, affiliate with Independent Correspondent Firm to Deloitee Touche Tohmatsu .The key audit report of the account of 2007 is attached in the annex 1.

Board of Trustee is the highest policy making body of the organization who sit quarterly; eminent social worker / activist personalities of the country are the member of board. Apart from this, in operational level, the organization tries to maximize participation, accountability, transparency, gender sensitivity and knowledge management through following six course of actions (i) defined meeting system and setting the dates for the whole year in advance to facilitate the participation of staff in all level for on going organizational sharing, planning and review process, (ii) building People’s Organization (PO) with the participation of member participants in all level. Committees are formed and active parallel to different organizational layer not only for social

action on their legitimate rights in government agencies but also for participation in organizational management. (iii) the organization has two sets of policies; one on professional standard and, another one on file management; the organization provides continuous orientation and evaluation on those policies, (iv) the organization follows principles of open communication but decisions in line management, (v) written human resource, finance and audit manual with annual updating and orientation to all staff, (vi) positive discrimination and recognition of female’s special need in all the policies and implementation level (vii) training system with generic and special courses for staff’s knowledge development and maintenance.

3. COAST: Inheritance of development initiatives since 1984 and progression up to June 2008

3.1 Integrated development project in Southern Bhola: 1984 to 1994It has already been mentioned that COAST has inherited a project from an INGO, the project was running from 1984 in southern Bhola i.e., in the upazila of Charfassion, Lalmohon and Tazumaddin, covering 13,406 beneficiary poor families. It was an integrated development approach including micro credit, water and sanitation, education and disaster management. There was huge disaster mitigation activity after 1991 cyclone. The project was evaluated by Dr. Geoff Wood (title of the report “Thinking Differently’ 1994), taking the changing nature of policy of the INGO the evaluator proposed a progressive phase out of the project, i.e., for

Box 4: Differences in basic statistics between 1997 and 2007 Indicators 1997 2007 Increased rate%Coverage – districts 1 6 500Coverage – Upazila 5 21 320Coverage – direct beneficiary family 13406 67223 401Revolving credit fund – own 49.6 million BDT 242.8 million BDT 390Reserve fund - 23.18 million BDT NALegal Aid Endowment fund - 0.60 million BDT NAStaff member – male 136 359 164Staff member – female 40 275 588Total organizational assets 4.71 million BDT 19. 86 million BDT 322


nationalization of the project, if the staff and the community are interested, the project should turn as an independent development organization, in long run which should participate in the survival strategies of the poor of the area.

3.2 Reorganization toward local organization: 1994 to 1997taking this in view, new management leadership taking this in view, new management leadership tcame up at the end of 1994 and from1995 to 1997 major reorganization took place which were (i) preparation of long term phase out plan based on rigorous participatory process aiming for building a local, people centered development organization, (ii) development of an in house learning, knowledge management based capacity building system so that the local staff will not have any intellectual dependency on outsiders, (iii) reorientation of the program so that there will be a micro finance program which is operationally sustainable but integrated with right based approach, (iv) building of people’s organization with the participation of beneficiaries as member participants of the organization, which will demand legitimate share / rights from the government and simultaneously participate in the organizational management process, and finally (v) formation of a local board of trustee as a high level policy making body for the organization. the reorganization was not so easy, there was staff turmoil mostly as because of reduction of salaries and facilities, but there was unprecedented cooperation from beneficiaries, media, communities and from the government.

3.3 Consolidation and expansion: 1998 to June 2008The first board of trustee formed at the end of 1997; the INGO handed over the project to the board on 1st of January 1998. The INGO representative was in the board until 2000. In fact first ten years are the years of consolidation and expansion of the COAST in following ways (i) preparation of first five year plan in a participatory way and based on external review of different programs, (ii) expansion of the area, first covering the whole island i.e., whole Bhola district, second to all the chars, sandbar islands of the district, third to Coxsbazar district, (iii) streamlining the monitoring and internal control of micro finance program with the partnership and assistance from PKSF,

(iv) streamline of social justice program with the components of building people’s organization as institution for alternative power structure, activities of institutionalizing democracy in grass roots, strengthening local government and advocacy in both policy and practice level.

4. Program descriptions

4.1 Core and non core program approach with a vision to sustainabilitySince 1995, the organization is maintaining core and non core program approach based on following premises, (i) COAST believes that, it should not develop any services which are available with government agencies in local level rather to mobilize people, especially poor people, to claim their legitimate demand on those resources/ agencies so that there will be pro active accountable relationship, (ii) taking this in view, there should be core programs with

Hanufa’s involvement: a history of decadesHanufa begum (ward no. 2 of Charfassion Municipality) was a poor women at Charfashion area with having seven children. she had no land and no other assets of her own. Her husband worked as a daily labour and they were living hand to mouth. In 1995 she has joined in the

group while the project was directly operated by Action Aid Bangladesh. She took 1st loan taka 1000 and started agriculture taking lease of a piece of land. at the same time she started savings also. At the end of the year she got some profit from her agriculture activities. Then she took 2nd loan taka 3000 for agriculture. 3rd time she took taka 5000 and purchased a shop at Charfashion market. 4th time she took taka 10000 and purchased two cattle and at the end of the year she sold those cattle by taka 20000. At the same time she took three ponds as lease and started fish culture. After that she took loan taka 20000 and leased two more ponds, and started nursery and fish culture and she bought 4 goats with the profit money.

Still Hanufa is dealing with COAST having bigger financial support to expand her business. She maintains 10 decimal of land as she own and 6 ponds under her fish culture and nursery activities. She also created two new employments through her effort in this enterprise development.

Box-5.a


appropriate blending of program components like micro finance, development education, institution building (people’s organization) and good governance, and these programs have to be operationally sustainable with the surplus from a progressive micro finance component. Non core programs are fully grant based, programs like education, capacity building of hard core poor, disaster management and also partly grant and cost recovery based programs like coastal renewable energy etc. The approach has been taken as a vision of long term sustainability of the development initiatives and the organization in the area.

But, at present, the components of development education, institution building and good governance have been running with donor support since 2004, but plan and vision exist that if there is no external funding an appropriate level of those program components will run with the support from micro finance surplus. A second approach of sustainability integration has also been maintained, e.g., institutional strengthening to local government, as if there is no project inputs the capacity of those institutions will remain, all those local government institutions would continue to provide services to the poor.

4.2 Economic justice: empowering process to build up assets and income capacityMajor components of this program are micro finance (including micro enterprise), technical assistance and input delivery for development of livestock and integrated agriculture.

In respect of micro finance we maintain some principles, for giving the program a human face, the principles are (i) Micro Finance (MF) should be tailored to greater contribution to poverty reduction and social welfare rather than taking this as an approach of commercialization, (ii) MF is not mere a service it should be considered as a socially responsible business, (iii) MF has to be blended with appropriate to the livelihood activities of locality, (iv) MF should be the part of a holistic approach of empowering people, i.e., facilitating capacities on realization of their rights as active citizen, (v) savings of the poor people not only as a means of capital accumulation but

also to meet the expenses during the crisis period, (vi) MF management should be transparent, accountable and participatory, especially, to the member participants and (vii) in respect of maintaining professional standard there should not be any compromise. Since 2000 the organization has been trying to maintain those principles in implementation. so far, we provide micro finance service to 72483 poor families and 334 micro enterprise services to the same number of families and especially flexible micro finance services to 453 hard core poor families. It should be noted that hard core poor program in here being implemented with the support of PKSF just started during May 2008.

In respect of technical assistance and input delivery for the development of livestock and integrated agriculture, we provide training on cow rearing, beef fattening, goat rearing, poultry rearing, vaccinator development and vegetable gardening in homestead. We also arrange training on mini hatchery (hatching duck and hen eggs through rice husk method) and model breeder development with PKSF support to develop model poultry chain to increase production and decrease mortality rate in relation. We maintain a chick rearing unit with no loss and no profit basis. As a result of these initiatives, so far, we have developed 2 chick rarer, 4113 duck rarer, 1997

Fatema has changed her fateFatema Begum (village: Latakhali, Union : Shakuchia, Upazila : Monpura) got married with her cousin ten years before. Her father was a poor and was not been

able to give any asset to her daughter, even they had no land and other assets. In 1999 Fatema got involved with COAST in order to get financial support to do fishing activity in nearby Meghna river. Both Fatema and her husband worked hard to change their fate while COAST ensured necessary financial support which initially started taka 4000 which is now taka 50000.

Now she has become a successful women, who own two fishing trawlers (the assets has the value of taka 150000) and six fishing net (the assets has value of taka 100000). Her husband with other three people do fishing in the river and their monthly income is around taka 8000. They also send their three children to school.

Box-5.b


poultry rarer, 26 model breeder, 29 mini hatchery holders, 114 poultry vaccinators, 8592 cow rarer, 3287 vegetable gardener, and 5992 goat rarer. In total, these activities have directly contributed to income capacity of 24,152 families, especially, to the female member of the families, facilitated nutrition supply and intake in the communities. The program has been supported by Micro Finance Technical Support (MFTS) project of PKSF and International Fund for Agricultural Development (IFAD).

In respect of this economic justice program we are receiving revolving credit fund, technical and monitoring support from PKSF and SF. In fact PKSF provides 80% of RCF along with regular monitoring, technical assistance and training support.

4.3 Social justice: empowering process for pro active citizenry, accountable and responsive state institutions and advocacy for changing practices and policies.The program has following components (i) development education and training to the member participants for their awareness raising and leadership building, (ii) building institutions i.e., people’s organizations in all level for legitimate demand mediations from state agencies and for common actions to facilitate a just and

a human right based society, (iii) access to local government through facilitating leadership among the poor people, especially, among females so that they will have increase number of access in formal and informal governance structures at local level, (iv) strengthening local government institutions i.e., union parishad, this is being done through training, direct technical assistance and facilitating interaction with local constituencies so that there will be a need responsive and accountable local governments, (v) institutionalizing democracy, here the course of actions includes, conducting voter education, facilitating public participatory vote monitoring for free and fair elections and finally (vi) advocacy and campaign for policy and practice changes with micro macro linkages.

so far, we have developed two development education manuals; the front line workers facilitate the session’s weekly basis in group, and the content has developed based on program objectives and the needs of the member participants. There are two training modules, i.e., one on group dynamic and awareness rising, and leadership development, later one especially for the people’s organization leaders. So far, there are 74 people’s organization committees in different level with the participation of 518 member participants in leadership position. three are regular monitoring and legal action support on social actions. There were 58 member participants elected in last local government election held during 2003, it was 18 during 1997 local government election. During 2005 -2006 COAST trained around 1008 Union Parishad member and 72 Union Parishad Chairmen of Cox’sbazar and Bhola districts. at present, the organization is giving direct institutional strengthening support to 20 Union Parishads in these two districts, which were 11 during the period of 2004 to 2007. Since 1996 COAST has been involved in public participatory election monitoring in cooperation with different national organizations with the recognition from election commission. During last year the organization supported the government for voter mobilization for registration and national identity card preparation with the support of Election Working Group (facilitated by The Asia Foundation). There were issue based mobilizations with local level civil society and people’s

Zosna as an entrepreneurWhen Zosna (village : South Hazi Para, Union : Khuruskul, Upazila : Cox’sbazar Sadar) involved with COAST in December 2002, she was living hand to mouth without any land and physical assets. At that time they would earn their living through

selling labor. In 2002 Zosna approached to COAST for having necessary support to start family based income generating activities. COAST gave her a small loan of taka 5000 and also provided training and technical assistance on livestock rearing. Now Zosna Begum owns 5 hi-breed cows earns taka 9000 in a month and also enjoying taka 100,000 loan facilities from COAST Trust.

Box-5.c


Box-6

Chars the land of Allah Jane: COAST participates for survival strategies in the fringe.

We participate in the survival strategies of the coastal poor in the fringe, i.e., in the chars (sandbar islands), which faces the cyclone waves before the mainland. One researcher while mentioning about those chars used the phrase as the land of Allah Jane, it means that it is only God knows the fate of those area. Government facilities hardly available there, access difficulties due to rough sea; these chars are isolated and situated in the Bay of Bengal. Mostly it is the extreme poor who do not have any others means only go to live in those charsand islands.

Most of these chars are inundated with high tidal surge, face threats of natural disasters often especially during monsoon (April to October). There are men made disaster too especially in respect of having land title, law and order, control over production and equal right to the women. Fishing and farming is the main occupation of the population live in chars. Land man ownership structure is mostly skewed. We give importance to reaching those outreach areas first, in the beginning it was difficult to establish our organizational network, especially due to the strong opposition from vested interested groups, and still we face those challenges to some extent.

almost in all the chars we have our own office, communication and power supply infrastructure. Especially in the chars of Bhola district, we have started our work with ActionAid support during 1997. Rest in the islands of Kutubdia, Moheskhali, Saint Martin of Coxsbazar district and in the Chars of Patuakhali districts we have started our work with the support of Stromme Foundation-Norway and also with own income since 2001.

Basically we provide support through our micro finance, good governance, development education, health, mainstream education, solar home system, water sanitation and disaster response to poor families in those chars and islands. We have also constructed cyclone shelters, schools, simple road and bridge network support in almost all those chars. As impacts it is observed that law and order situation has remarkably improved, real farmers have been able to cultivate their crop during harvest seasons, violence against women has drastically reduced, child and maternal mortality has also decreased but still these chars and islands people need support. Here we do like to provide brief profile of some of those remote chars.

Char Nizam, a char situated around 75 km from mainland of Charfassion, Bhola; it takes around 3 to 4 hours by an engine boat. We have started work there since 1997. Human habitation has started their in 1975. Total population of the char is around 3000, mostly depended on fishing. It’s an island of around 1.5 square kilometer. We provide direct support to 564 poor families.

Dhal char, the next char, which is around 65 kilometer from mainland of Charfassion, it takes around 2 to 3 hours journey by an engine boat. It is an island of around 20 square kilometer. Human habitation started during 1945. We have started our work there since 1991 support with the relief and rehabilitation work after devastating cyclone of 1991 supported by Action Aid. It’s a forest island of 20 square kilometer, population is around 10,000. Main occupation is also fishing and farming. We directly support 2340 poor families.

Char Patila, a tiny island of 1 square kilometer on the way to Dhal char, which takes around 1 hours boat journey from mainland Charfassion. Elderly people said, human habitation has started in this island during 1825. It has the population of 2500; we support 468 poor families.

Char Kukri Mukri, another forest island with a population around 15,000 with 7.5 square kilometer. History says that this island has been created even before of Bhola, during 1800AD, elderly people say that Portuguese Vikings used to lives there. We provide direct support to 3892 families. Its takes around 1 hours boat journey from nearby mainland of Charfassion.

Char Motahar, the nearby char to the mainland of Charfassion, half portion of these chars falls under Dosmina upzila of ptuakhali. It takes around 45 minutes boat journey from the mainland of Charfassion. It has around 9000 population; we provide direct support 3740 poor families. Elderly people said that, human habitation in this chars has started during the 1940s.

Char Zahiruddin, takes around 2 hours boat journey from the mainland of Tazimuddin upazila. It is situated just in the middle of MeghnaRiver, where the river meets the Bay of Bengal. Half of the area of this chars falls in the district of Lakshmipur. Human habitation has started during the 1960s. The population size is around 15000, we provide direct support to 7972 families.

Char Kazal, is situated in the districts of Patuakhali under Golachipa upazila. It has a population around 50,000. Human habitation started around the1870s. It takes 2.30 hours journey from mainland Charfassion. We directly support 4736 poor families.

organization in Coast working area, especially for khas land distribution to the landless poor, campaign against the hill cutting, strengthening law and order situation in remote char areas so that the real cultivator could get their paddies and to reduce the violence against women. Apart

from this, effort for macro level policy changes, Coast involved directly in the formation of three independent networks, whose are actively involved in both national and international level namely SUPRO (www.supro.org), BNNRC (www.bnnrc.org) and Equitybd (www.equitybd.org).


Box-7

Building People’s Organization (PO) as Alternative Power Structure and to Make The Organization People Centered

We believe that existing power structure is one of the major causes for the reproduction of poverty, as the existing power structure has very little representatives from the poor, and even the existing power structure is hardly poor and marginalized people centered. So there should be an alternative power structure representing poor people or a power structure who are taking stand for the poor. These could be facilitated by course of actions to build alternative power structure so that there will be increase level of representation from poor people and also there will be a leadership which has pro poor orientation. We believe that such an approach will make a balance in the present power structure and will yield more services and egalitarian relationship for the poor and marginalized people.

Taking above in view, for access in local government, COAST has been facilitated through a process of motivation and training to the members with quality leadership to contest in the local government elections, these was only through training and awareness. Here are some statistics that the members has been contested and elected in the local government elections during 1997 and 2003.

Apart from this above activities, there are also systematic effort for having access of the leadership from poor and marginalized people in other informal governance process / committess (e.g., school committees, salish / arbritrtion committees, market committees etc) in localities.

We also believe that COAST exist for poor people, so there should be a space for their participation in organizational management too. Taking these in principle, we do following institution building / people’s organization activities, ie, (i) form committees with the representation of member participants (ie, beneficiaries) in different level, e.g., with the representation of SMCs (Shomitiee / Group Management Committee) in Union level Union Janasangatan Committee (UnJC), with the representation of UnJC there are Upazila Janasangatan Committee (UzJC). There is a by-law for those committees.

All the member participants give regular subscriptions, which maintained through bank accounts. (ii) The UnJC and UzJC meets regularly and they transact three major agenda as follows; (a) social action for ensuring justice in their locality (b) social action to place legitimate demand in the local level state / government institutions; these activities are like mobilizing local level civil society against kid-nap, against corruption in a local government in respect of allocation / distribution of services etc and (c) to take accountability of the staff in face to face meeting and provide comments on COAST organizational management with reference to local efforts, (iii) COAST also provide training on leadership to these PO leaders so that they are informed on their rights as citizen, they get skills on how to be assertive, how to build organization and unity, and how to get access in local government through election and finally, (iv) In all level PO representatives meets in different annually schedule COAST meetings regularly, especially in central level on six month, where all the central sectoral head and Executive Director participates.

These are the ways how we build parallel institution of People’s Organization and these are the approach how we are making the organization people centered.

Year Candidate for Contest Winner t total total t Male Female t total total t Male Female1997 38 12 26 18 08 102003 109 58 51 58 35 23

these networks are active in respect of promoting critical civil society participation in PRSP process, budget analysis, campaigning against neo liberal economics, food sovereignty and information communication technology for fairer and just world. apart from these three networks Coast is also actively involved in climate change research and climate justice campaign.

In respect of COAST social justice program, we are getting funding support from Manosher Jonno Foundation (a funding organization in respect of human rights and governance supported by DfID and NORAD). And in respect of network there

were piecemeal basis support from ActionAid, Christian Aid, Oxfam Novib and Cordaid.

4.4 Tailored made program for hard core poor: asset transfer and capacity building to make them with a sustainable income capacityIn normal micro finance there are some disciplines. And, due to those disciplines hard core poor, especially who do not have any assets (even the homestead land) or who do not have even physical capacity to sell labor, are unable to participate. With the support of PKSF the organization has developed a special micro finance program for hard core poor. Main features of the program are


Box-8.1

COAST’s stand by legal support endowment fund activities for crucial cases on violence

against women.

Acid victim Rosonara survived and the criminals are convicted.

On 16th Novemeber, 2006 Rosonara Begum (45) W/O Nazir Ahmed, at Pangasia, Char Umed union under Lalmohon upazila, Bhola District, burned in her part of face and chest out of acid thrown by criminals. COAST staff assisted her to reach Acid Survivor Foundation in Dhaka for treatment and also support her family for legal battle. Finally on 17th January 2008 court has announced verdict and convicted 7 accused person for 14 years jail and fine of taka 20,000 each.

At present in COAST project area, the organization supporting 24 (13 acid victims and 11 rape victims) number such cases through its Legal Support Endowment Fund. There are 3 number of case has already resolute in the court with punishment to criminals. This is a fund developed out of a portion of income from micro finance program, and which has deposited in the bank, and out of the interest the cost is being incurred. The fund is being operational since 2004 with the premise that this is the way of sustainability of legal support to the poor families. COAST gives only support to three types of cases, these are for poor families in respect of those are acid victims, rape victims and any evicted victim if it is to a minority family. COAST has social mobilization and campaign program also in this regard along with people organization and local civil society. It is being observed that acid throwing is being increased in Bhola in recent time, this is being studied to develop a long term campaign.

(i) no fee or not any charges to become members, (ii) no weekly fix savings and (iii) interest rate is 10% which is 2.5% less compare to normal micro finance program. The program has already started at the end May 2008 in all the regions.

the program process has already started in integration as a building sustainability in phase out of the SHOUHARDO project area of Kutubdia island and Pekua upazila (sub district) of Cox’s bazar district. COAST does like to see that after the project wind up all the beneficiaries will be able to go along with the organization as a member of hard core poor’s micro finance program, and it has aiming that this will run without any donor support and also with free primary health care support. Taking the inference from mid term review of the SHOUHARD project COAST has already transplanting the process.

SHOUHARDO is a project in partnership with CARE. The project exclusively targeted for hard core vulnerable poor of those two upazila wherein 7882 families have been identified through rigorous survey. Promoting sustainable food security for those vulnerable families is the prime objectives of the project. The project has started during January 2006. There are four types of course of actions (i) appropriate training to the groups, (ii) appropriate input supply, (iii) basic food ingredient supply on regular basis to pregnant and lactating mothers for their basic nutritional intake and (iv) facilitating interaction with local government and building people’s organization for need responsive local government and pro active citizenry for legitimate demand mediation.

4.5 Special funds: for sustainable capacity in response to disaster management and to provide legal aid support to crucial cases in respect of violence against women.

The organization has developed two funds in pouring a portion of surplus income from micro finance; the disaster management fund so far accumulated taka 2.03 million and legal endowment fund so far taka 0.61 million. The disaster management fund is to initiate immediate response without any donor support, as because it was observed that to get donor response it is

needed some time, but for the disaster victims first twenty four hours is most important. As COAST working in most of high risk disaster zone, so support is necessary to increase the fund. We are looking for progressive donor / partner in this regard.

Since the beginning of the organization, we believe that any sort of legal support to the poor should not be donor dependent, because donor support can not sustain in long term. Taking this in view the legal endowment fund has developed. Out of


Box 8.2

Issue based local level civil society mobilization in district

At the end hill cutting stopped at Coxsbazar but COAST has to face……Coxsbazar economy are based on tourism and the town is attractive because it has sea shore and hills. Along side the Bay of Bengal it has around 100 km of hills which also save the population from disaster especially which comes from southern directions.

One fine morning of January 2007 inhabitants of the town saw that at a time 30 bulldozers are working and demolishing Kolatoli hills. And it was in 51 acres to prepare residential plots for high level officials, and it was happening in cooperation with district administration. along with local civil socity COAST has joined in protest, they assisted in formation of “Coxsbazar Paribesh Bachao Andolan” started protest in writing in local and national news papers, giving memorandum to the administration with signature collection. The committee has sought support from BAPA and BELA in national level. Press conference has organized in national level to stop the hill cutting. On 18th February a visit was arranged for prominent jurist Dr. Kamal Hossain and Justice Naim Uddin Ahmed. It was a relentless effort; finally government has cancelled the allocation and stops the hill cutting during April 2007.

As beneficiaries of that hill cutting was top officials of government, still Coast faces several threats and non cooperation from some part of the administration, but in overall there are strong support from all corners in this regard.

this fund, since 2001 the organization started direct legal support to three types of cases in respect of violence against women in all over working area, these are (i) acid victims, apart from legal support we also support to sending the victims to Acid Survivor Foundation in Dhaka for treatment, (ii) rape victims and (iii) in respect of evicted family who are minority. So far COAST has supported 24 cases and already one case has resoluted in the court.

4.6 Sustainable primary health care program: started with the support to the in-habitants of outreach chars.It is observed that, major income erosion of the poor families being happened due to the lack of health awareness and support especially on primary health care. so, the organization has a wishful thinking to integrate the primary health care support in its core micro finance program, which will run with the income from micro finance program, although there is some initial support is needed. Course of actions in this program are (i) selection of young females from the locality on a principle that, they will not leave the place, (ii) training them as paramedics in prominent national institution (e.g., Gonoshastya Kendra, Dhaka) , (iii) depute them in their own locality as paramedics who provide services which are basically, (a) awareness in groups, (b) home visit and support to all the pregnant mothers and under-five children in the locality (c) counseling and provide essential medicine from the local branch offices. There are laboratories in Bhola Management and training Center for different pathological tests, training Center for different pathological tests, twhere Health Managers sit and provide support supervision to the paramedics. Since 2002 the support has started in 6 branches of outreach island region, during last year 11 paramedics are being received training and they have been working in more 7 remote branches of Bhola and Coxsbazar region. Initial investment, especially, the training cost in respect of outreach region was provided by Action Aid and in last year it was from SHOUHARDO project and SF. We have a vision to provide primary health care support to all the group members by next five years.

4.7 Response after cyclone SIDR, post disaster management through maintaining humanitarian accountability principles and shaping of primary health care section It has already been mentioned that with the support of organizational own fund on disaster management, we have been able to conduct immediate response. COAST team has been able to reach the remotest island Char Nizam, Char Patila, Dhalchar and Char Kukri Mukri, on 16th November, with its own rescue boat and relief materials. Cyclone has happened on 15th November and the team has been able to reach in the affected areas


Box 8.3 Mobilizing duty bearers for human rights culture in districts.In cooperation with two local organizations namely PHALS in Cox's bazar and BIDA in Bhola, human rights violation cases being documented and analyzed six monthly basis since September 2007. There were upazila wise awareness sessions on human rights in view of international charter and also in view of constitution have also done. These are the activities aiming to mobilize important duty bearers of the districts for promotion of human right culture in local level through interaction with civil society members.

As a part of this activity there were two seminars on presentation and review of six month human right situation of the district have happened both in Bhola and Cox's bazar during March 2008.

Former Care taker Government Advisor and Chief Executive of Ain O Shalish Kendro Advocate Sultana Kamal was present at the seminar of Bhola and Deputy Inspector General of Bangladesh Police, Chittagong Division Md. Monjurul Kader Khan was present in Cox’sbazar as chief guest. Both the seminars among others DC, SP, district level govt. officials, Journalist, Human Rights organization, NGOs, Officer In Charge of the upazila and chairman of Union Parishad, peoples organization leaders were present.

The presentation of periodical (September’07 to February’08) status of Human Rights of the respective district drew attention to all guest and the audiences. At a glance the status said that police were positive to file cases. But violence against women, rape and kidnapping, acid throwing was recorded a highest rate in both the districts.

Both the chief guest and audiences recognized the events were useful and pleaded to continue the process. Advocate Sultana kamal urged for neutral utilization of police forces, she also urges to train police force on human right issues. Mr. Monjurul Kader Khan in Coxsbazar call for eradication of poverty as poverty is the root cause of violation of human rights. He also mentioned the need of reform in the police force for its effective utilization.

on 16th November. Bhola and Patuakhali are two affected districts of cyclone SIDR where COAST is working. In the area total 44 people died, one third of houses have been damaged and 34020 families lost their income generating activities, especially 60% of the standing crops has damaged in these two districts. With the amount of taka 1.2 million from own disaster management fund the organization provided one month food supply to 1100 families of three chars namely Char Nizam, Char Motahar and Char Momtaz. There were 9000 packets of emergency nutritional biscuits and one medical team support from CARE, who also worked in those chars. The Asia Foundation has supported taka 0.228 million of which 3 tube wells for clean water supply have been installed in Char Zahiruddin as per people‘s demand. Stromme Foundation has come up with taka 3.7 millions based of which a one year rehabilitation program has been planned for Char Motahar of Charfassion Upazila, Bhola district, Char Kazaland Doshmina upazila of Patuakhali district, the programs includes (i) 18 tube well installation, (ii) 278 sanitary latrine supply to same number of households, (iii) 4.5 km of road development through cash for work, (iv) 3 Paramedics training and introduction of primary health care on

permanent basis, and (v) tree plantation. Apart from these, with the support of PKSF, COAST has distributed three year repayment basis interest free loan taka 4.00 million to 742 families for house repairing and of taka 36.00 million for income generating activity restoration to 8057 families. One of the best things of the work is that this has done with careful assessment and within first two months after the cyclone.

In fact, due to the work, the long term and sustainable primary health care services has been initiated in the affected areas on permanent and sustainable basis and, for COAST, permanent team of staff exclusively working for disaster management and primary health care has evolved. It should be noted that since the beginning of the disaster response humanitarian accountability principles of HAP-I (Humanitarian Accountability Partnership International, a Geneva based INGO, detail information available in website www.hapinternational.org ) were maintained, later all the staff have been trained on this and now the organization is in process to integrate those in the total organizational management based on a three year plan which has been submitted to HAP-I.


4.8 Education and advocacy: supporting drop out student, complementary to the mainstream education and mobilizing civil society for quality education in local level.It was already mentioned that COAST does not like to duplicate the activities covered by the government rather try to supplementary the government initiatives. taking this in view, in taking this in view, in tCox’sbazar district the organization has been implementing following course of actions; (i) Songlap (it is a method with REFLECT- Regenerative Freire and Literacy through Empowering Community Technique, an adult education process based on Paulo Freire’s process of consceintiazation and PRA- Participatory Rapid Appraisal and without using any primer

at participants level, although there is a teacher / facilitator guide) a tailored made program to adolescent girls who are mostly dropped out. This is a one year course, after the course there is a systematic process of Income Generating (IG) training, input supply and loan so that income capacity of those adolescent develops and they could gain some meaningful capacities to contribute in their families and to their societies. There are 1450 girls getting support through 58 centers in four remote coastal upazila; Moheskali, Cox’s bazar sadar, Ukhia and Teknaf. There are 128 Songlap graduated participants have already been involved in IG activities since 2007. (ii) early child hood development center, objectives of the centre is to provide pre-school education

Box 9: Motor Vessels Nasrin Capsize and A Policy Research Based Campaign for Safe River Way

On 8th July 2003, MV Nasreen, a Lalmohn bound (Lalmohan is an upazila of Bhola island) launch had been capsized in Meghna river, nearby Chandpur, which took lives of around 800 people, most of them were poor. It should be noted that Launch or the river journey is the only cheapest and easy of transportation way for the poor people of the island to come in the capital, which is the main place for their employment and earning.

As COAST is originated in Bhola and its mission is to work for coastal poor, with its capacity immediately it send a rescue and assessment As COAST is originated in Bhola and its mission is to work for coastal poor, with its capacity immediately it send a rescue and assessment As COAST is originated in Bhola and its mission is to work for coastal poorteam in Chandpur , and also a team in Lalmohon and Charfassion to help burial of the dead bodies and to help the victims families. It has provided taka 2000 to each of the families who lost their relatives and taka 10000 to all the orphans.

It was found a bit difficult to ascertain the exact figures of human lost, but COAST conducted a survey, exclusively in three upazilas of Lalmohon, Charfassion and Tazumaddin in following major steps, i.e., (i) announcement in the whole area with request to all victim families to report our offices, and (ii) filled the survey format directly visiting the families. It was found that, 402 families of these two upazilas were affected, out of them 31% in Charfassion, 65% Lalmohon and 3.2% in Tazumuddin. Major findings of the survey were, 21% of the dead victims were child and older people, and except business and house wives (15% and 16%) all were employees and poor self employed people. Again 61% of the victim families were from the income group of taka 5000 and less, 53.8% from the families were landless own less than 0.50 decimals. Among the families 32%of the families became women headed due to the launch capsize.

On 24th August 2003, we organized a press conference in Dhaka which attracted wider media coverage and with in the next subsequent couple of days we gave a memorandum to the prime minister office, for full investigation of the launch capsize, compensation and relief to the victim families and to bring safe order in the launch and river journey. With a response to the demand in September 2003, government distributed around taka 7.5 million among the victim families in Bhola.

As this is the cheapest and only means of transportation of the people of Bhola island, COAST also invited other coastal NGOs to join in campaign; all together we have launched “Alliance for Safe River Way (in campaign; all together we have launched “Alliance for Safe River Way (in campaign; all together we have launched “Alliance for Safe River W Nirapod Naopath Joth)” and initiated a longitudinal study on findings the major causes of frequent launch capsize and developed recommendation. The study was conducted by a senior staff and formally launches the report on 8th July 2005 through a national seminar, where all relevant stakeholders including the then minister, representatives from Launch owner associations, experts, and islands water transport authority officials were present. Major recommendations were (i) fitness of the launches should be verified by independent certification agencies, (ii) low grade Launches which has already identified should be stopped, (iii) the money which is being collected in the name of passenger welfare fund should be put in a trust fund, there should be a board in running with passenger representation and its audit should be transparent, (iii) launch accident law has to be revised so that the launch owner should take full responsibility and all victims should get appropriate level of compensation.

Now, the 8th July, the MV Nasrin Capsize Day, is being observed in whole Bhola by different social organizations, in national level by COAST, it is to keep the momentum to have a safe river way and to keep the advocacy alive.

this is one of the approaches of Coast to draw learning from micro cases and to promote macro advocacy on long term basis. It should be noted that the relief work and the campaign has been done with the surplus from micro finance operation.


and motivation to support high enrolment in mainstream education. There are 56 such centre, all are in the remote coastal upazilas of Moheskhali, Ukhia and Teknaf supporting to 1680 children. 50% centre are existing (a community initiative for religious education centre) with the condition that they will follow the syllabus of government mainstream education, so that the children motivated to get entry in mainstream education, (iii) community mobilization based on SSC (Secondary School Certificate) and HSC (Higher Secondary Certificate) result analysis, in each year secondary and higher secondary education result are analyzed in local level and based on this, seminar is being organized in upazila and district level. Honorary prize or recognition has also been given to the good teacher and schools so that there are a community accountability pressure and positive competition for quality education, and finally (iv) back to school, where support is also being given to the talent dropped out but poor girl students. The support has been given in the form of school dress, shoes, books, Harican, umbrella, examination fees and coaching fees bags etc. These components are being implemented in Cox’sbazar district with the support of SF.

Within the framework of partnership agreement with Directorate of Primary Education of the government, COAST is working as an education resource provider in its Reaching out School Children (ROSC) in two upazila, i.e., Charfassion and Noakhali sadar. This is to support to 855 centers in those upazilas. There are four types of support is being provided, these are foundation training, teacher group meeting, academic supervision and refresher training. These activities, in fact, helping dropped out and non attending school children to continue their education with functional knowledge. The project has started in 2006 and will continue up to 2010.

4.9 Coastal Rural Knowledge Center (CRKC)We have two CRKC one is situated in Charfassion attached to our Bhola Management and Training Center and another is in island of Kutubdia hosted by Kutubdia Model High School. Objectives of this two CRKC are to provide computer and internet knowledge and services to the inhabitants of these remote islands especially to females.

CRKC in Charfassion has started during October 2006 and the Kutubdia one has started during January 2007. Apart from giving services to the general population, we have regular course on basic computer literacy (especially on MS word, MS excel, power point and internet operation) and simple english. Initially these centers were run by the trainers from the outside of the locality, but now four local female trainers have been developed and running the center with supervision from centre. So far from Charfassion CRKC 86 students has graduated where 50 % are female, and from Kutubdia CRKC 153 student has graduated, here it is 80 % are female. At present there are 24 students in Charfassion and 18 in Kutubdia continuing study. Charfassion center equipped with three computer work stations from BNNRC (Bangladesh NGO Network for Radio and Communication) and Kutubdia center with three laptop and solar system; here it is partially supported by CARE SOUHARDO project. There are 13 number of graduate from Kutubdia got temporary employment with election commission, and one got permanent job in a local engineering firm. In Charfassion there are two graduates has got permanent job in locality and 9 graduate have had temporary job with election commission. CRKC in Charfassion has received full support from BNNRC for one year and the Kutubdia one was from COAST fund. Now those two centers being run with partly grant from Coast and partly with cost recovery, technical and monitoring support is being provided by BNNRC.

4.10 Social Business: Coastal Renewable Energy Program, Totini marketing outlet and guest house.The social business sector is running with no loss and no profit basis. The sector consists of (i) coastal renewable energy program, so far 2216 solar home systems have been provided to the same number of households, the organization provides three year warranty service and the payment is installment basis for three years. After the price hike of fuel and frequent power failure the solar home system is getting popular. (ii) under this social business sector there is one marketing outlet shop “Totini” in Cox’sbazar which promotes Bangladeshi products mostly made by group members. (iii) Along with the Cox’sbazar region office, we also maintain guest house for outsiders


and (iv) we also produce pestisides and chemical free dry fish; the methodology has been developed in cooperation with Bangladesh Agricultural University, Mymensingh with the assistance from DfID.

5. The year July 2007 to June 2008

5.1 What has done and what has notDuring July 2007 to June 2008, we have had to give importance on four sets of work ; (i) reorganization of management, revising of salary structure especially of front line staff and revising of central monitoring and control system aiming for more quality program and staff stability, (ii) providing ICT facilities up to field, (iii) reorganization of the social justice program in view of the external review report and second phase of project start with MJF, (iv) streamlining of disaster response efforts with new set of staff as aftermath effect of cyclone SIDR and (v) revised approach in macro advocacy and networking. In fact as because of those efforts, as this was need of time, less importance given in (a) in-house training, (b) searching effort for new partnership and (c) future strategic work (i.e., impact study and next five year planning).

5.2 Focus was management reorganizationBecause of some mal practices in the front line as identified in the beginning of the year, we have made following changes (i) freeing financial information system from overall management of the branches through appointing separate accounts manager, (ii) provide motor cycle to each branch manger so that his support supervision will increases, (iii) increase salary of the front line staff in view to adjust the price hike and also to make competitive to other organizations so that there will be more staff stability, (iv) created a level of area manager for support supervision to 5 to 6 branches and (v) conducting balancing audit with direct planning and supervision from central level. We observed although it has increased management cost, but it has reduced a lot of malpractices in front line especially in micro fiancé program and increased staff stability in front line too.

apart from these, a post of Regional team Leader team Leader thas been created in the regions, two senior and

experienced staff have been designated for Bhola and Cox’sbazar, who coordinate all the programs and projects in the region, lead COAST in view of its mission and values, manage the regional centre. seems that it is working well, especially, in respect of integrating social and human values in micro finance operation.

Senior level staff has been appointed for managing human resource, administration, research and monitoring. A sector has been developed with another one senior staff who exclusively looks at state affairs and asset management. New qualified staff has also been appointed in finance position both in centre and field level.

5.3 Providing ICT facilities and strengthening the regionalofficesAll the branches have been given mobile phone facilities with pre paid especial business solution from Grameen Phone; all together in COAST it is now 165 connections. Total 26 branches in remote chars have already been equipped with solar power system. All the Regional Program Coordinators (RPC) have been supported with lap top and mobile internet facilities. In fact the RPCs are the mid level roving team. all the regional management training and management centers, i.e., Bhola-Charfassion, Cox’sbazar have been provided with internet, standby generator based power supply, full residential facilities for 30 to 40 people and with intercom system. Two other regional offices are being developed in Noakhali-Maijdee and in Bhola-district headquarters.

5.4 Reorientation of social justice program, focus interactive local government, People’s Organization and civil society building at local levelAs the first phase (2004-2006) was ended with the partnership with MJF, there was a project end evaluation. Based on the feedback new project has been designed focusing above issues. The new project has started during May 2007, there are changes in staff level too. Joint field visit with MJF has resulted better understanding, later phase of the project suffered funding crisis which caused some set back in program implementation. There are three challenges in future e.g., consolidation of work with local government, mobilizing


civil society for human rights culture with the partnership of local NGOs and mobilizing pro poor leaders, non partisan civil society for free and fair elections scheduled to be held at the end of 2008.

5.5 Integration of disaster management and primary health care program Although there are stand by disaster management policies and disaster management staff in the organization, but there are no senior level staff

that are exclusively responsible for this purpose. Aftermath of the cyclone SIDR, an experienced field staff has been deployed as the leader for rehabilitation team, now process is going on to integrate the primary health care and disaster management activities permanently under him. All together there are 23 staff of which, 3 male and 20 female. This will help the organization to bring those activities in focus and for integration in all level.

Box 10Our Board of Trustees (BoT): Our Source of Inspiration and Guidance

Board of Trustees is the highest policy making body of COAST, annually meets at least four times, in a pre set schedules. BoT has been first formed during 1997. Since then we have had to release five trustees, Mr. Rabinarayan, Mr. Ton Van Zuthpen and Mr. Feisal Hussain the Asia Regional Director and Bangladesh Country Director (s) of Action Aid respectively. According to the trustee rules they have had stayed in the board in initial four years. Ms. Tahera Yesmin our first Chairperson, she has resigned because of her moving out fo the country during 2000. Mr. Shamsuddin Ahmed FCA who joined our board during 2002-2003 and resigned because of his time constraint due to his other involvement. We are grateful to them for their support and encouragement during the initial years.

Our current board comprises of the following personalities.

Abbas Bhuiya Ph.D, a social scientist with background of research, management and policy advocacy both in home and abroad especially in respect of health equity. He has been included in the board during March, 2003 and taken the responsibility of the Chairperson of the board since April, 2006.

Professor Tofail Ahmed Ph.D, educationist, researcher, author and a social activist especially in policy advocacy in the broad field of governance and politics. He is one the founder Trustees and hold the positions of Treasurer from January 1998 to February 2001 and Chairperson of the board during the period August 2001 to April 2006. He is a member of the board now.

M. Zahirul Alam, FCA, has specialization in internal audit and finance control both in international and national institutions. He has been included in the board during December 2006. He is a board member now.

Maqsudur Rahman, Master in Commerce, by profession he is a college teacher and principal of a college for last 10 years, established several education institutions in Bhola Island. He has been the Vice Chairperson of the board since inception. He is also a founder trustee.

Begum Shamsun Nahar, Master in social science and LLB, women rights activist, networking organizer and gender expert in IWRM (Integrated Water Resources Management) and ICZM (Integrated Coastal Zone Management). She has been included in the board during March 2003 and acting as Treasurer since March 2004

Rezaul Karim Chowdhury, Masters in social science, has the background of training, management and activism. He has been acting as Executive Director since January 1998 and his contact will be up to December 2010.


5.6 Revised approach in macro (national and international level) networking and advocacy: for a credible and sustainable movement building.In view of the experience of six years intensive support and work for networking both in national and international level it was realized that more flexible approach is required to build credible and sustainable civil society movement. Accordingly, Equity and Justice Working Group Bangladesh (equitybd) has been formed with like minded organizations (i.e., PRDI, Rupantor, BNNRC, and Prodip). This group has emphasized quality policy research and campaign at national and international level. there were systematic campaign on climate justice during UNFCCC Bali Conference (December 2007), demanding compensation and reparation campaign during Japan G8 summit (June 2008). Apart from these there were food sovereignty based food security campaign on the eve of world rural day observation (October 2007) with a lot of local level organizations, PRSP, pre and post budget discourse on the eve of national budget preparation (May-June 2008). These campaigns have done in cooperation and with the support from Jubilee South – APMDD and SAAPE, and these have got wider media coverage both in national and international level. We have played role as a member of preparatory committee in organizing People’s SAARC held in Colombo in July 2008. Details are available in www.equitybd.org.

5.7 Accountability principles in humanitarian assistance: international networkingCOAST got the HAP-I (Humanitarian Accountability Partnership International,

www.hapinternational.org, a Geneva based organization) membership in the beginning of 2008 and also elected as the executive committee member. This gave the organization two fold scopes (i) to integrate the accountability principles in own organizational management and, (ii) to promote and advocacy for promotion of humanitarian accountability principles in Bangladesh. accordingly, Coast has prepared a three year accountability development plan for the organization and it is under implementation. COAST has also been invited by Global Humanitarian Platform, a UN initiative with Red Crescent and all INGOs, to promote the accountability and equal partnership principles in humanitarian assistances, the organization played a role in its global and Asia regional review conference. ICVA (International Council of Voluntary Association) is coordinating the effort. Coast is also in the process of applying for the ICVA membership. The organization has already got membership of ADRRN (Asian Disaster Reduction & Response Network, website is www.adrrn.net). We believe, as a small local southern organization, COAST has got enormous recognition due to its commitment, capacity and good work in the field.

6. Plan and Budget for the year of 2008

6.1Introduction:changingoffinancialyearandparticipatory processThrough the participation of stakeholders of different levels i.e. group members, local level civil society, government officials and staffs the Plan of Operation 2008 of COAST Trust had been prepared in October 2007 which had been discussed and approved in the Board of Trustee meeting in December 2007. This has also been posted in our website for public in due time i.e. December 2007. In respect of planning and financial year we are in transition; now it is January to December 2008, we are proceeding toward the financial year of July to June, which will be executed from July 2008 to June 2009 in respect of external audit. So, to meet this transition, there will be six month external audit for the period of January to June 2008, there will also be a January to June plans and budget in 2009, and now this organizational annual report being produced for July 2007 to June 2008. So from July

Tube well installation work as a part of SIDR rehabilitation program at Char Motahar.


2009 all these will be regularized. This has done to synchronize the financial year especially with PKSF, but it will also be able to meet the need of other donors who maintain different financial year.

All the staff of different Sector/Section/ Project Implementation Units (PIU) were requested for covering the subjects like last year’s achievements, stakeholders’ comments, last year’s limitation, the next year objectives, the activity plan and budget for the year 2008. After compilation of all the papers from Sector/Section/PIU, this document has been prepared and summarized. There are separate details plan and budget books available in all offices and there is a summary version too.

In this year we tried to make the plan of operation in a simple manner and of less time consuming. We

tried to give importance to the opinions from the staff and stakeholders in front line.

6.2 Critical management learning during 2007In respect of program and management we have following learning that (i) although staff drop out in grass root level reduced (in January-June 2007, per month average was 1.79% and in July-Nov 2007, per month average was 1.34%), we are not satisfied that we are able to attract and retain quality staff in the field level, (ii) we have not been able to give needful attention in internal training and its quality assurance, (iii) although budget wise monitoring strengthened but we have not been able to develop program quality monitoring, (iv) although high level government official involvement in Chokoria case have been handled efficiently and courageously but it could

Box11:StrengthenLocalgovernance:Interventions&reviewfindingsCOAST Trust has undertaken a program with the support of Manusher Jonno Foundation (MJF) during the period of 2003-2006 titled “Promoting local level civil society and capacities for human rights and governance: a micro macro linkage”. Under the project, COAST has implemented the following activities to improve local level governance especially selected 11 Union Parishad (UP) in Bhola and Cox’s bazaar district,

1. Sensitization on human rights & governance issues to UP chairman and members

2. Developing role model UP on participatory culture especially budget preparation and resource mobilization process.

3. Minimizing gaps between UP leaders and poor people’s aspiration in respect of policy declaration and implementation.

4. Promotion of People Organization (PO) for interaction with local leaders and stakeholders for social justice and good governance.

After completion the above activities the project has achieved the following

- The UPs are able to increase their tax realization than previous holding taxation method

- Budget process is more participatory where local people are actively participates

- Regular birth, marriage and death registration is happened.

- Local level civil society especially Peoples Organization interaction have been increased with improvement in social justice and service delivery.

Bangladesh Academy of Rural Development (BARD) has acknowledged the above success in conducting a performance review between project and non project area. The report has published during June, 2008 titled “Governance in Union Parishad of Bangladesh: Problems and Perspectives”. From this review BARD has prepared some policy recommendations for macro level intervention,

1. National policy planners may think to decentralize many responsibilities that can be better managed at the local level, such as management of primary schools, primary health complex as well as other national programs related to basic services, for example, sanitation program.

2. Local government may act as an appropriate source of information regarding birth, death, marriage, household as well as proper voter list. Gradual development of computer based information system could be the next step so that it can deliver information service quickly.

3. Existing tax assessment system is prescribed by the central government is not effective, rather practicing participatory tax assessment and realization process in local government units in Bangladesh can give better performance in local resource mobilization.

4. Lack of accountability and transparency in the operation of local bodies is a serious obstacle to ensure good governance. Interaction between civil society and local government leaders has been found an effective means of ensuring accountability and transparency of between civil society and local government leaders has been found an effective means of ensuring accountability and transparency of between civil society and local government leaders has been found an efthe local government, and this can be replicated in all local government units in Bangladesh.


have been handled earlier when the information has came first, it has grown due to the negligence of some of our senior staff, but the case has given enormous learning for the organization especially to bring some changes in the system to give a human face in micro finance operation, (v) two of the senior staff have been involved in forming separate organization using their position and organizational linkages, while they are the staff of the organization, which was direct violation of integrity and loyalty to the organization, due to our personal biasness we have not been able discipline them in time (vi) we have not been able to come to a permanent settlement with government for the BWDB (Bangladesh Water Development Board) lands in Charmanika, still struggle is going on for land rehabilitation also in CharZahiruddin, (vii) groups and people’s organizations leaders are not so assertive for their legitimate rights and demands in Cox’sbazar area. (viii) although the ratio of staff absconding has decreased (in January-June 2007 per month average was 1.06 % and in July-Nov 2007 per month average was 0.15%), we have not been able to fully stop the staff leaving away with the money and we could not stop the staff drop out in the field level. This sudden flew away increases indiscipline and creates overdue. After management reorganization, the ratio of staff drop out and staff flee has drastically reduced. (ix) we have not been able to develop the new manual for the development education in the group level as planned, so the development education in group level are not so systematic. (x) still now we could

not manage the development partners for food security, community health, disaster management and education programs. (xi) we have not completed the internal or external review of the five year programs although we have attempted several times.

The last year’s target of micro finance service charge was taka 68.38 million and the achievement was taka 51.47 million (24.73% less). We did not achieve the target due to the irregular Revolving Credit Fund (RCF) support from partners.

The target of development partners’ grant was taka 34.23 million but we have received taka 29.11 million (14.96% less) and the target of cost recovery was taka 18.05 million and we have achieved taka 15.95 million (11.63 % less). The main causes of not achieving the target as we did not take back the overhead cost from the branches as per the target.

The budget of 2007 was taka 106.71 million where the expenditure was taka 91.92 million. This is 13.86% less than the targeted budget. This has been done due to the cost control over budget.

We have made FDR (Fixed Deposit Receipt) of taka 7.69 million among taka 4.90 million is group savings and taka 2.79 million is as Debt Management Reserve, Disaster Management Fund and Depreciation Reserve Fund.

6.3 Planning and Strategies for 2008During the year of 2008 we are proposing the following major objectives.

In respect of program (i) making of surplus level for the four existing branches in Noakhali region and plus introduction of four more new branches by the first six months of the year, (ii) in respect of SF funded branches revolving fund should be managed from another source like Bangladesh Krishi Bank or the number of branches to be reduced, (iii) in all branches PgO wise group number should be increased up to 300 and per PgO outstanding should be minimum taka 1.50 million, (iv) an ambitious and desperate business plan should be developed for social business sector especially to meet the increased demand for solar home system and dry fish product (v) new funding

People’s Organization (PO) leaders are participate their regular monthly meeting


partners should be explored for (a) building sustainable livelihood capacities of hard core poor programs in remote islands, (b) primary health care with initial donor support but aiming to run with progressive income from micro finance as like as what COAST has already achieved in outreach chars in Bhola district, (c) sustainable disaster management capacity with local government (d) quality education and community accountability at local level, and (e) macro level policy advocacy and networking on climate change and other issues with EJWG. Some projects concept paper and communication has already initiated in this regard.

In respect of management (i) introduction of systematic but simple approach of training for human resource development, the training will also be offered to external organizations, this will be part of initiative to develop Coast as intermediary organization to fund and develop local level organizations especially in the coastal areas. With this vision, same efforts will also be given in respect of monitoring and research development; (ii) capacity of the branch level accountants and support supervisory capacity of the mid level staff in field will be developed with constant trial and error process of orientation/monitoring efforts, (iii) full review and overhauling is needed in personnel administration to take quick decision and also to give quick services to the field and also to the outgoing staff, (iv) strengthening audit from central level in systematizing frequency and format, (v) preparation of next five year plan with new vision, mission and values in a participatory way after having an internal impact assessment and an external review. (vi) Executive Director should spent more time for strategic linkages and so that Deputy Director should fully be devoted for planning and looking over whole operation.

6.4 Budget summary of the year 2008.In this year we have prepared the budget of taka 121.08 million which is 19.01% more than that of last year; 2007 (101.74 million) with the surplus amount of taka 8.54 million.

The break up of total budget is for Social Justice (funded by Manusher Jonna Foundation) is taka 12.94 million, Reaching Out of School Children

taka 1.08 million, SF funded education activities taka 8.30 million, SHOUHARDO Program funded by CARE Bangladesh and GoB taka 15.32 million, core program taka 66.80 million, Social Business sector taka 7.04 million, health and disaster mitigation taka 0.94 million and food security taka 0.13 million. The budget of Bhola Management and Training Centre and Dhaka Management and Training Centre is taka 8.57 million.

The donor grant is taka 37.64 million, which is 9.67% more than that of last year (taka 34.23 million), and the cost recovery and overhead income has been estimated as taka 20.61 million, which is 14.18% increased from the year of 2007 (taka 18.05 million).

this year the earning of service charge from micro finance will be taka 71.02 million that is 34.05% more than that of last year (taka 52.98 million).

The total budget will be of taka 121.08 million for 2008. Among them taka 37.64 million (31.08%) will be come from different development partners and taka 652.36 million (68.92%) will be supplied from surplus money of micro finance service charge and Renewable Energy Project (total tk.7.71 million). The percentage of administration cost will be 5.62% (taka 47.40 million), while the percentage of program cost will be 94.38% (taka 73.68 million) along with taka 721.67 million as Revolving Credit Fund Operation.

the administration cost means the cost of salary and benefits of all the staff. The program cost includes revolving credit fund (during 2008 it will be taka 721.67 million) and the cost directly involved with the member participants and other stakeholders.

In this year we need taka 241.05 million as Revolving Credit Fund (RCF). We are expecting to receive taka 96.05 million from PKSF, Tk. 70.00 million from SF and the rest amount will be from own fund as RCF during the year of 2008. The rest amount of RCF requirement of taka 25.00 million will have to be managed from group savings and other internal sources. In the mean time we will also try to explore other sources for the RCF money from other than PKSF and SF.


At the end of 2008, the total number of member participants will be 95,062 which is 26.57% more than that of last year (75,105). The outstanding balance at the end of 2008 will be taka 389.08 million which is 65.19% more than the last year (taka 235.53 million). The member savings at the end of the year 2008 will be taka 106.77 million that is 17.48% higher than that of 2007 (taka 90.88 million).

This year the amount of cost of fund is taka 11.13 million. The cost of fund includes the group savings interest of taka 2.59 million and 8.72 million as interest payable to PKSF and SF for using Revolving Credit Fund.

Total investment in favor of Debt Management Reserve (DMR), Disaster Management Fund (DMF) and Depreciation Reserve Fund (DRF) is taka 8.88 million, taka 1.69 million and taka 1.33 million respectively. The target of accumulation of DMR, DMF and DRF during 2008 will be taka 7.39 million, taka 2.21 million and taka 4.02 million respectively.

7.Futureplanning:perspectiveandfiveyear rolling plan

7.1Methodologytowardperspectiveandfiveyears rolling plan from 2009 to 2014 In fact there was only first five year planning in COAST, during 2001 to 2005. During 2006 to 2008, in fact we were driven with a core vision and with a core program approach; we have not been able to prepare a long term plan. It is realized that a perspective (a long term but not a time specific long term vision) and a five year planning is imperative as not to fall in the trap of others and all above to drive staff commitment with specific directions. the organization has already one year operational planning approach and feels that one perspective and another one five year rolling ( it means there will be rolling revision in each planning year) plan might be needed. Taking this in view there will be (i) one impact assessment / review in view of its core and non core program approach, (ii) review of program and management done by external evaluators and (iii) finally there will be a perspective and five year planning for

2009 to 2014. Participatory methodology for preparation is being chalked out in this regard.

7.2Issuesforperspectiveandnextrollingfiveyear planning a. What are the global and Bangladesh trends?

These planning will be depending on how their will be global and national trends in respect of social economic and in respect of non government organizations. As observed, there are some trends which are as follows (i) there will be more integration of economy, society, politics to the global level but due to the failure of multilateral talks in WTO, there might be more efforts for regional integration, (ii) due to food price hike, there will be more importance in agriculture which may lead to the commercialization and more pauperization for small land holders. (iii) There is little hope on enhancement of aid / ODA (Overseas Development Assistance) as most of the developed countries has to cope with their own economic crisis. Except changes in agriculture, other two trends might change if there are leadership changes in the next US presidency election. (iv) In Bangladesh there are chances of increasing confrontational politics from the beginning of 2009 when the political parties will take power, and there might be regime change in 2014. All the incoming regimes might retain or will give endeavor for strengthening of institutional changes (e.g., anti corruption commission, local government system including upazila, right to information, police reform) which have had initiated during last two years of interim government; in fact these attempts have got some popularity, and there are a general urge for these reforms those have already initiated. And, finally, (v) NGO accountability and governance are in increased level of scrutiny both in public and among the donors too.

b. Macro level campaigning and networkingThe organization has to be more active in networking and campaigning through EJWG (equitybd) in national and international level but with greater flexibility which can accommodate committed people rather than embarking on formalities and structure.


Horizontal and vertical communication would play a role in this regard, new targeting especially young, students with long term education would give more tangible results in respect of generation building. As blanket market freedom has failed, as proved from twin (food and fuel) crisis, importance on the role of state has realized. Thus, campaign against neo liberal economics will get momentum, regular budget analysis; food security within frame work of food sovereignty will get importance. For quality impact of campaign, policy research and media linkage will get importance. astrategy to build campaign force, alternative to the so called NGO based civil society should be examined.

c. Reorientation of program: revising definitionofcoreprogramandadditionalspecialization.In respect of COAST field work, still seems that the approach of core and non core program is valid, as results seem quite vivid all the time, but there might be new realization after impact assessment. It has already realized that primary health care service can be integrated along with core programs. Disaster management and legal endowment fund has already proved its independent journey worthy, avenues should be explored to increase those funds. Project ideas have already been developed for (i) primary health care and (ii) livestock development through enhancement of the income capacity of poor women families, donor should be explored. Based on experiences from some of the on going projects two more project idea should be developed, i.e. (i) integration of disaster mitigation on sustainable basis in both community and organization level, (ii) building sustainable capacity of hard core poor in hard to reach areas, (iii) enhancing farmers capacity in view of food sovereignty concept both in production and campaign level, and (iv) empowering hard to reach char population and fishermen community through popularizing

community radio and partners/donors should be explored too.

d. Tailored made programs in response to climate changeThere should be research to trace climate change impact, especially in respect of migration, erosion, changing of weather pattern (e.g., frequency of tornado, rough sea, high tide, incidental tidal surge etc), and special/unknown diseases in the working area. this is to provide data to different stakeholders and also to reorient program approach. as the organization working in important coastal places, this is a natural expectation from all external stakeholders as well. Action research project could be implemented in respect of (i) technical education to the vulnerable population so that migrated families will have appropriate skills in new places especially in urban areas, (ii) preservation and dissemination of seeds, plants and species which are adaptive to climate change impacts in locality.

e. Organizational management: toward distinctive excellenceIn respect of organizational management, affectivity of the organization will be very much dependent on following factors (i) how much it is rotting in local level with accountability and participatory governance, (ii) managing knowledge for changes and human resource development (iii) developing a sense of long term security among the staff and (iv) the staff and the organization should have the images that they are less consumerist, with firm believes in equality, humanity and justice. In respect of management how they will have greater flexibility in response to any crucial need of the community, and how they will always humble and place accountability to public at local level. COAST has to gain distinctive quality and image for its dignified survival through standing beside the poor, while role of NGOs are in questioned especially for the NGOs who are dealing with micro finance.


We have audited the annexed consolidated Balance Sheet of COAST Operation and Revolving Credit Fund, Post Cyclone Rehabilitation Project (PCRP), COAST IGA (Income Generating Activities) & CREP (Coastal Renewable Energy Project) and COAST Donor Program of COASTAL ASSOCIATION FOR SOCIAL TRANSFORMATION (COAST) TRUST as of 31 December 2007 with the related Income Statement and Receipts & Payments Statement for the year then ended together with the notes 1 to 33 and annexure 1 to 10. The preparation of these financial statements is the responsibility of the COAST management. Our responsibility is to express an independent opinion on these financial statements based on our audit.

We conducted our audit in accordance with Bangladesh Standards on Auditing (BSA). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management as well as evaluating the overall financial statements presentation. We believe that our audit provides a reasonable basis for our opinion.

In our opinion, subject to our separate report to the management, the accompanying financial statements prepared in accordance with Bangladesh Accounting Standards (BAS) gives a true and fair view of the state of the COAST’s affairs as of 31 December 2007 and comply with applicable laws and regulations and we also report that the annexed financial statements are in agreement with the books and records of the COAST Trust.

Dhaka, 31 March 2008 Chartered Accountants

Auditors’ Report To The Trustee of

COASTAL ASSOCIATION FOR SOCIAL TRANSFORMATION (COAST) TRUST

Annexure - 1

35i s l e s a n d a c t i o n s C

OA

STA

L A

SSO

CIA

TIO

N F

OR

SO

CIA

L TR

AN

SFO

RM

ATI

ON

(CO

AST

) TR

UST

C

ON

SOLI

DA

TED

BA

LAN

CE

SHEE

T A

s at

31

Dec

embe

r 200

7

Am

ount

in T

aka

Part

icul

ars

Not

esC

OA

ST O

pera

tion

& R

evol

ving

Cre

dit F

und

Post

Cyc

lone

CO

AST

IGA

&C

OA

ST D

onor

Gra

nd T

otal

Reha

bilit

atio

n C

REP

Proj

ect

Pro

gram

Pr

ojec

t (PC

RP)

Non

Cur

rent

Ass

ets

Tan

gibl

e fix

ed a

sset

s 3

10,

554,

916

2,6

40,3

16

1,8

36,8

49

444

,398

2

73,3

12

15,

749,

791

-

807

,254

3

,312

,460

19

,869

,505

In

vest

men

t 4

37,

728

9,3

08,2

06

5,3

71,8

88

1,0

56,4

97

103

,915

15

,878

,234

-

1,0

89,7

10

-

16,9

67,9

44

Cur

rent

Ass

ets

C

ash

& C

ash

Equi

vale

nt

5 1

4,75

1,02

2 7

,955

,345

1

3,85

1,26

1 5

,971

,172

2

,821

,147

4

5,34

9,94

7 2

7,26

1 2

,318

,874

7

,788

,970

5

5,48

5,05

2 L

oan

Port

folio

6

-

122

,596

,379

7

6,74

9,27

2 3

2,50

4,25

0 1

1,00

8,84

4 24

2,85

8,74

5 -

-

-

2

42,8

58,7

45

Inve

ntor

ies

7 -

8

20

2,0

68

1,6

21

-

4,5

09 -

6

,242

,213

-

6

,246

,722

L

oan

and

Adv

ance

8

222

,896

1

,029

,426

1

,047

,145

1

28,4

93

242

,736

2

,670

,696

-

247

,951

3

77,5

88

3,2

96,2

35

Rec

eiva

bles

9

166

,387

,234

6

46,6

01

53,

664

72,

737

-

167,

160,

236

4,2

42,7

36

26,

456,

265

318

,928

19

8,17

8,16

5

Tot

al A

sset

s 1

91,9

53,7

96

144

,177

,093

9

8,91

2,14

7 4

0,17

9,16

8 1

4,44

9,95

4 4

89,6

72,1

58

4,2

69,9

97

37,

162,

267

11,

797,

946

542

,902

,368

Fun

d an

d Li

abili

ties

Cap

ital f

und

10 (2

42,7

09)

20,

723,

699

5,1

50,5

48

(4,2

79,1

93)

(1,5

25,7

85)

19,8

26,5

60

4,2

69,9

97

2,5

89,6

56

-

26,

686,

213

Res

erve

fund

11

441

,934

1

6,85

5,98

4 4

,395

,229

5

16,2

25

72,

413

22,2

81,7

85 -

9

01,6

49

-

23,1

83,4

34 U

nutil

ized

Don

or fu

nd

12 6

,053

,701

-

-

-

-

6,

053,

701

-

-

6,9

52,6

73

13,0

06,3

74

Fix

ed A

sset

s Acq

uisi

tion

Fund

13

-

-

-

-

-

-

-

152

,520

3

,312

,460

3

,464

,980

Long

term

Lia

bilit

ies

Pay

able

to P

KSF

14

124

,060

,002

-

-

-

-

12

4,06

0,00

2 -

-

-

1

24,0

60,0

02

Pay

able

to S

F 15

42,

187,

500

-

-

-

-

42,1

87,5

00 -

-

-

4

2,18

7,50

0 P

ayab

le to

Mot

her L

oan

PKSF

16

-

56,

363,

791

25,

339,

991

20,

199,

856

13,

835,

000

115,

738,

638

-

-

115

,738

,638

P

ayab

le to

Mot

her L

oan

SF

17 -

3

4,41

3,43

6 7

,669

,063

4

2,08

2,49

9 -

-

42

,082

,499

Pay

able

to ID

CO

L 18

-

-

-

-

-

-

-

23,

430,

418

-

23,4

30,4

18

Em

erge

ncy

fund

19

-

1,6

48,4

23

704

,190

4

68,6

66

48,

794

2,8

70,0

73

-

-

-

2,8

70,0

73 C

urre

nt l

iabi

litie

s P

ayab

le

20 1

9,34

3,36

8 1

01,8

18

236

,539

3

,812

,767

4

,500

2

3,49

8,99

2 -

3

,603

,470

1

,532

,813

2

8,63

5,27

5 P

ayab

le fo

r exp

ense

s 21

110

,000

-

-

-

-

11

0,00

0 -

6

,468

,854

-

6

,578

,854

Mem

ber S

avin

gs B

alan

ce

22 -

4

8,48

3,37

8 2

8,67

2,21

4 1

1,79

1,78

4 2

,015

,032

9

0,96

2,40

8 -

1

5,70

0 -

9

0,97

8,10

8

Tot

al F

und

& L

iabi

litie

s

1

91,9

53,7

96

144

,177

,093

9

8,91

2,14

7 4

0,17

9,16

8 1

4,44

9,95

4 4

89,6

72,1

58

4,2

69,9

97

37,

162,

267

11,

797,

946

542

,902

,368

Thes

e fin

anci

al st

atem

ents

shou

ld b

e re

ad in

con

junc

tion

with

the

anne

xed

note

s

Ex

ecut

ive

Dire

ctor

Aud

itors

’ Rep

ort t

o th

e Tr

uste

e SC

- Bud

get a

nd F

inan

ce C

ontr

ol

See

anne

xed

repo

rt o

f dat

eD

haka

, 31

Mar

ch 2

008

Cha

rter

ed A

ccou

ntan

ts

Not

es

-

-

-

-

-

-

Cen

tral

Bho

la

Cox

’sba

zar

Out

reac

h N

oakh

ali

Sub

tota

l

ope

ratio

n

36i s l e s a n d a c t i o n s C

OA

STA

L A

SSO

CIA

TIO

N F

OR

SO

CIA

L TR

AN

SFO

RM

ATI

ON

(CO

AST

) TR

UST

C

ON

SOLI

DA

TED

INC

OM

E ST

ATE

MEN

TFo

r the

yea

r end

ed 3

1Dec

embe

r 200

7

Am

ount

in T

aka

Part

icul

ars

Not

esC

OA

ST O

pera

tion

& R

evol

ving

Cre

dit F

und

Post

Cyc

lone

CO

AST

IGA

&C

OA

ST D

onor

Gra

nd T

otal

Reha

bilit

atio

n C

REP

Proj

ect

Pro

gram

Pr

ojec

t (PC

RP)

Inco

me

Serv

ice

char

ge fr

om M

embe

rs

-

2

4,62

0,19

4 1

8,14

6,85

1 7

,064

,530

5

54,5

19

50,3

86,0

94 -

2

,594

,932

-

52

,981

,026

Ove

rhea

d re

ceiv

ed a

s inc

ome

28 2

,035

,463

-

-

-

-

2

,035

,463

-

342

,536

-

2,

377,

999

Don

or G

rant

29

-

1,8

42,4

02

-

165

,499

-

2,

007,

901

-

411

,211

3

4,69

5,06

6 37

,114

,178

Part

ners

con

trib

utio

n -

-

-

-

-

-

-

-

8

3,53

3 83

,533

Bank

inte

rest

3

0,84

4 4

76,3

76

119

,090

-

8

08

627,

118

1,0

49

34,

517

13,

424

676

,108

Oth

er in

com

e 25

22,

077

-

-

23,

920

13,

876

59,

873

-

454

,378

-

51

4,25

1To

tal I

ncom

e 2

,088

,384

2

6,93

8,97

2 1

8,26

5,94

1 7

,253

,949

5

69,2

03

55,

116,

449

1,0

49

3,8

37,5

74

34,

792,

023

93,

747,

095

Expe

nditu

reSt

aff s

alar

y &

ben

efits

23

3,2

20,0

21

12,

164,

419

7,6

69,5

70

3,8

67,6

64

1,4

15,5

00

28,3

37,1

74 -

8

45,2

13

10,

208,

932

39,3

91,3

19U

tiliti

es

279

,731

1

05,4

14

98,

096

24,

651

31,

747

539,

639

-

55,

101

71,

869

666

,609

Offi

ce re

nt

26 2

86,8

86

586

,220

7

78,8

40

114

,423

2

45,8

00

2,0

12,1

69 -

9

3,90

0 4

55,8

40

2,56

1,90

9O

ffice

mai

nten

ance

-

1

07,7

45

323

,790

6

0,36

0 6

8,55

1 5

60,4

46 -

-

3

06,2

74

866,

720

Refr

eshm

ent

95,

499

83,

681

49,

761

28,

834

8,6

99

266,

474

-

200

,594

9

9,65

2 56

6,72

0M

ail &

pos

tage

8

4,46

1 2

,301

1

8,86

1 -

6

15

106,

238

-

1,4

05

1,1

99

108

,842

Phon

e &

fax

108

,828

8

1,43

0 1

12,5

49

257

,420

1

8,31

1 57

8,53

8 -

2

5,74

4 4

80,4

20

1,08

4,70

2Tr

avel

ling

cost

8

12,7

71

518

,230

4

33,0

48

431

,152

9

7,75

7 2,

292,

958

-

605

,898

1

,034

,872

3,

933,

728

Fuel

& o

il 2

77,2

38

643

,972

2

58,3

30

98,

445

43,

807

1,32

1,79

2 -

1

27,9

10

427

,101

1,

876,

803

Repa

ir &

mai

nten

ance

-

6

7,64

2 2

3,73

2 3

6,11

8 8

,298

13

5,79

0 -

-

1

22,5

56

258

,346

Stat

ione

ry &

prin

ting

27 -

2

66,1

02

186

,990

-

-

45

3,09

2 -

-

4

55,4

90

908,

582

Lega

l exp

ense

s 2

3,10

0 6

1,27

0 2

1,94

4 2

7,57

8 -

13

3,89

2 -

6

,850

-

14

0,74

2Tr

aini

ng/

Sem

inar

/Wor

ksho

p

7

1,90

6 3

77,8

61

59,

571

73,

214

19,

512

602,

064

-

43,

126

-

645

,190

Cen

tral

ove

rhea

d -

-

8

87,2

00

154

,133

-

1,

041,

333

-

100

,000

2

,184

,434

3,

325,

767

Prog

ram

cos

t for

oth

er d

onor

-

-

-

-

-

-

-

-

18,

266,

022

18,2

66,0

22Ba

nk C

harg

e 1

87,7

39

200

,694

1

41,1

68

45,

361

12,

493

587

,455

-

36,

113

47,

246

670,

814

Inte

rest

exp

ense

s 24

369

,041

4

,081

,253

4

,540

,213

1

,362

,778

1

9,98

3 10

,373

,268

-

1,0

05,4

13

-

11,3

78,6

81

Adv

ertis

emen

t cos

t 1

53,2

00

-

-

-

-

153,

200

-

18,

660

-

171

,860

Aud

it fe

e 1

10,0

00

-

-

-

-

110,

000

-

-

40,

000

150,

000

Prov

isio

n fo

r exp

ense

s

-

858

,755

1

,923

,479

1

53,6

25

72,

413

3,00

8,27

2 -

1

84,2

47

-

3,19

2,51

9Fu

rnitu

re a

nd e

quip

men

ts

-

-

-

-

-

-

-

-

5

90,1

16

590

,116

Dep

reci

atio

n on

fixe

d as

sets

1,2

80,3

84

218

,705

3

64,6

21

120

,607

3

1,50

2 2,

015,

819

-

178

,658

-

2,

194,

477

Tota

l Exp

endi

ture

7,3

60,8

05

20,

425,

694

17,

891,

763

6,8

56,3

63

2,0

94,9

88

54,

629,

613

-

3,5

28,8

32

34,

792,

023

92,

950,

468

Exce

ss o

f inc

ome o

ver e

xpen

ditu

re

(5

,272

,421

) 6

,513

,278

3

74,1

78

397

,586

(1

,525

,785

) 4

86,8

36

1,0

49

308

,742

-

7

96,6

27

Gra

nd T

otal

2,08

8,38

4 2

6,93

8,97

2 1

8,26

5,94

1 7

,253

,949

5

69,2

03

55,1

16,4

49 1

,049

3

,837

,574

3

4,79

2,02

3 93

,747

,095

Thes

e fin

anci

al st

atem

ents

shou

ld b

e re

ad in

con

junc

tion

with

the

anne

xed

note

s

Exec

utiv

e D

irect

or

Aud

itors

’ Rep

ort t

o th

e Tr

uste

e SC

- Bud

get a

nd F

inan

ce C

ontr

olSe

e an

nexe

d re

port

of d

ate

Dha

ka, 3

1 M

arch

200

8 C

hart

ered

Acc

ount

ants

Not

es

-

-

-

-

-

-

-

-

Cen

tral

Bho

la

Cox

’sba

zar

Out

reac

h N

oakh

ali

Sub

tota

l

ope

ratio

n


Last Five Years (2003-2007) Performance Analysis of Micro Finance ProgramA. Branch Growth Trend

B. Member and Borrower Trend

Year 2003 2004 2005 2006 2007Bhola District (No of Branch) 23 24 25 25 24Cox’sbazar District (No of Branch) 9 13 17 17 17Patuakhali District (No of Branch) 0 0 2 2 2Noakhali District (No of Branch) 0 0 0 0 4Total Branches 32 37 44 44 47Growth Rate in % NA 16% 19% 0% 7%

Year 2003 2004 2005 2006 2007Member Balance 29,853 36,953 59,374 66,586 67,223Growth Rate in % NA 24% 61% 12% 1%Borrower/Loanee Balance 22,840 27,943 45,301 51,447 55,112Growth Rate in % NA 22% 62% 14% 7%% of Borrower on Member 77% 76% 77% 86% 82%

0

10

20

30

40

50

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

Bhola Cox’s bazar Patuakhali Noakhali

0

10000

20000

30000

40000

50000

60000

70000

80000

2003 2004 2005 2006 2007

Mamber Balance Borrower Balance

During 2003 COAST had total 32 branches covering two district i.e. Bhola and Cox’s Bazar. During 2004 it has increased 5 more branches where 1 in Bhola and 4 in Cox’s Bazar. During 2005 it has opened 7 branches where 1 in Bhola, 4 in Cox’sbazar and 2 in new district i.e. Patuakhali. The year 2006 was remain unchanged and during 2007 COAST has opened 4 branches in new district i.e. at Noakhali.

End of 2007 COAST have had total 47 branches being operated by four regions which were Bhola (18 br), Outreach-Bhola (9 br), Cox’sbazar (16 br) and Noakhali (4 br) headed by four Regional Coordinator.

Since the beginning COAST has been giving emphasize to increase the group member in it’s working area as well covering the borrower ratio by keeping it average 80%. As a result COAST has able to increase 125% member in 2007 than 2003. It happened due to open new branches in different areas and district. End of 2007 total branch office is 47, where end of 2003 it was 32 nos. Borrower balance also been increasing according to member balance and COAST has a plan to cover 95% of group member as borrower by the end of 2008.

C. Per PgO Member BalanceYear 2003 2004 2005 2006 2007

Per PgO Member Coverage 231 224 265 283 280Growth Rate in % NA -3% 18% 7% -1%

0

50

100

150

200

250

300

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

A standard member coverage by Program Organizer (PgO) is very important to achieve sustainability of an organization. During 2003 per PgO group member was 231 and it has been increased till to 280 ends of 2007 i.e 21.2% increased than 2003. COAST has a plan to achieve per PgO member 350+ end of 2008.

Annexure - 2


D. Per PgO Loan Outstanding (Taka in thousand)Year 2003 2004 2005 2006 2007

Per PgO Loan Outstanding 595.84 638.25 776.99 936.14 1011.91

Growth Rate in % NA 7% 22% 20% 8%

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

A standard portfolio coverage by Program Organizer (PgO) is very important to achieve sustainability of an organization. During 2003 it’s per PgO loan outstanding was tk.595.84 thousand (principal value) but it has been increased till to tk.1011.91 thousand ends of 2007 i.e almost 70% has been increased than the year 2003.

COAST has a plan to achieve per PgO portfolio tk.18 to 20 lac principal amount end of 2008.

E. Savings and Loan Portfolio Growth Trend (Taka in thousand)Year 2003 2004 2005 2006 2007

Savings Balance 37,109.83 45,191.15 64,263.37 82,997.25 90,978.11


Loan Outstanding 76,862.93 105,311.81 174,046.54 219,994.04 242,858.75


-

50,000

100,000

150,000

200,000

250,000

300,000

2003 2004 2005 2006 2007

Savings Loan Outstanding

In terms of savings, at present COAST has it’s only one package and i.e. general savings. During 2003 to 2006 COAST have had two savings packages, one is General and other one was Open savings. During 2003 it’s growth percentage was 11%, during 2004 it was 22%, during 2005 it was 42%, during 2006 it was 29% and during 2007 it was 10%.

From the year 2003 the trend of loan outstanding is upwards due to increase of member coverage by PgO and the percentage of borrower at present 82% of member. COAST has it’s seven categories of loan i.e. RMC, MFTS, ME, Ultra poor, SAHOS, RESCUE and LRP loan. Interest rate for RMC, MFTS and ME is 12.5% but for Ultra poor it is 10%, SAHOS is interest free, RESCUE is 4% and LRP is 4%.

F. Portfolio at Risk and Secured PortfolioYear 2003 2004 2005 2006 2007

Portfolio at Risk 25% 18% 11% 10% 10%

Secured Portfolio 48% 43% 37% 38% 37%

0%

10%

20%

30%

40%

50%

60%

2003 2004 2005 2006 2007

Portflio at Risk Secured Portfolio

It is good sign that the risk of portfolio (total overdue against portfolio) has been going down and it has happened due to strengthen of monitoring and arresting overdue in different periods. We have a plan to make it down at least 5% end of 2008.

In terms of Secured portfolio (savings against loan portfolio) the percentage has gone down specially end of 2003 and last 3 years it’s trend was equal. It has happened due to open new branches and disbursed loan but savings was not increase with a same speed.


G. Operating and Financial Cost Analysis

H. Portfolio Performance (Return on Outstanding)

Year Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

Operating Cost Ratio 18% 16% 14% 15% 14%

Financial Cost Ratio 47% 41% 41% 40% 38%

Year 2003 2004 2005 2006 2007

Performing Assets Ratio 20% 21% 20% 22% 23%

0%5%

10%15%

20%25%30%35%40%45%50%

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

Operating Cost Ratio Financial Cost Ratio

18%

19%

20%

21%

22%

23%

24%

2003 2004 2005 2006 2007

Return on Outstanding

The operating cost ratio means the MF expenditure against loan portfolio and it has registered a continuing fall until 2005. It has slightly gone up during 2006 i.e.15% but in next year it goes down again i.e.14% and it is idle sign that the % is going down.

Financial cost ration means the MF and Non-MF expenses against loan portfolio. It has also a continuing fall till to 2004. During 2004 and 2005 it was 41% and during 2006 and 2007 it was 40% and 38%. The reason of higher % than operating cost ration was due to support the head office cost as well as some Non-MF program like, education, health, disaster, social justice and good governance from MF income.

Portfolio performance/ Portfolio yield means the MF service charge return against the average loan outstanding. The idle sign is to increase the percentage. During 2004 it was increased than previous year but in next year i.e. 2005 it was slightly gone down.

During 2006 it started going up i.e. 22% and end of 2007 it’s percentage reached till to 23%.

I. Sustainability Analysis :Year 2003 2004 2005 2006 2007

Operating Self-Sufficiency 114% 112% 115% 131% 156%

Financial Self-Sufficiency 92% 89% 96% 104% 101%

0%

20%

40%

60%

80%

100%

120%

140%

160%

180%

2003 2004 2005 2006 2007

Operatinf Self-Sufficiency Financial Self-Sufficiency

The operating self-sufficiency ratio means the MF income against MF expenditure and it has registered a continuing upwards trend from 2003 to 2007 which was 114% to 156%. Increasing the percentage is the idle sign for sustainability.

Financial self-sufficiency ration means the MF and Non-MF income against the MF and Non-MF expenses. After a continuing fall till to 2004, it started going up in 2005 (96%) and 2006 (104%). But in 2007 it slightly gone down to 101%. The reason of higher % than operating self-sufficiency ration was due to support the head office cost as well as some Non-MF program like, education, health, disaster, social justice and good governance from MF income.

114% 112% 115% 131% 156%

92% 89% 96% 104% 101%

114% 112% 115% 131% 156%

92% 89% 96% 104% 101%

114% 112% 115% 131% 156%

92% 89% 96% 104% 101%

114% 112% 115% 131% 156%

92% 89% 96% 104% 101%


J. Fixed Assets Trend (Taka in thousand)

K. Reserve Fund Investment (Taka in thousand)

Year 2003 2004 2005 2006 2007

Fixed Assets 10,607 13,745 17,591 20,136 19,870

Growth rate (%) NA 30% 28% 14% -1.3%

Year 2003 2004 2005 2006 2007

Reserve Fund Investment 59 489 4,010 7,865 11,999

Growth rate (%) NA 735% 721% 96% 53%

-

5,000

10,000

15,000

20,000

25,000

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

Reserve Investment

Increasing fixed assets is a good sign for strengthening financial health of an organization. The trend of assets increasing from 2003 to 2006 was upwards. It has happened due to expand new area and opening new branches where needs some assets like furniture, Electrical equipments, Motorcycle etc. The trend of assets value slightly gone down during 2007 due to depreciation cost was higher than assets addition. Here the value reflecting the cost less depreciation.

Here three categories of fund have been invested and which were Loan Loss Provision (provision made based on aging schedule of outstanding), Disaster Management Fund (1% on MF service charge) and Depreciation Reserve Fund (different rate of % for different assets). All money has been kept in a separate individual bank account and invested as FDR in order to increase the fund. It is idle that the trend was upwards and from 2003 till to 2007. a

L. Capital Fund/Equity (Taka in thousand)Year 2003 2004 2005 2006 2007

Capital Fund 28,182 23,539 23,125 26,078 26,686

Growth rate (%) NA -16% -1.8% 13% 2.3%

-

5,000

10,000

15,000

20,000

25,000

30,000

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

Capital/Equity fund is the prime component to evaluate the financial performance of an organization. During 2003 to 2004 & 2005 it’s trend was downwards due to open new branches as well as reduction of donor grant from where the major expenditure like overhead and administrative expenses could be mitigated. After 2005 it’s trend was upwards i.e increases 13% in 2006 and 2% in 2007.


M. Loan Fund from Donor (Taka in thousand) Year 2003 2004 2005 2006 2007

PKSF Fund (RLF) 3,740 25,600 67,496 103,017 124,060Stromme Foundation (RLF) 9,110 35,298 35,822 37,294 42,188IDCOL (Solar Home System) 2,162 5,624 9,552 15,184 23,430Total Loan Fund 15,012 66,522 112,870 155,496 189,678Growth rate (%) NA 343% 70% 38% 22%

0

20000

40000

60000

80000

100000

120000

140000

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

PKSF SF IDCOL

COAST has been borrowing loan fund from PKSF, Stromme Foundation (SF) and IDCOL. IDCOL i.e. Infrastructure Development Co Ltd is providing loan for promoting solar Home system where PKSF and SF providing loan for different credit programs including interest free loan. Reimbursement of loan has been making successfully as per donor’s repayment schedule.

During 2003 the fund status was down due to become new partner with PKSF and it’s trend goes up till to 2007 i.e. almost 1164% has been increased than the year 2003. Among the total fund of 2007, PKSF portion is 65%, SF is 22% and IDCOL is 12%.

N. Reserve Fund (LLP/DMF) (Taka in thousand)

O.Surplus/(Deficit)(Takainthousand)

Year 2003 2004 2005 2006 2007Reserve Fund 16,579 17,625 19,356 19,549 23,183Growth rate (%) NA 6% 10% 1% 19%

Year 2003 2004 2005 2006 2007Surplus/Deficit (3,004.75) (4,661.72) (3,110.91) 3,479.94 796.63Growth rate (%) NA 55% -33% -212% -77%

-

5,000

10,000

15,000

20,000

25,000

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

(6,000)(5,000)(4,000)(3,000)(2,000)(1,000)

-1,0002,0003,0004,000

Y-2003 Y-2004 Y-2005 Y-2006 Y-2007

Surplus/(Deficit)

Here three categories of fund have been made provision, which are Loan Loss Provision (provision made based on aging schedule of outstanding), Disaster Management Fund (1% on MF service charge) and Depreciation Reserve Fund (different rate of % for different assets). The trend of reserve is upwards and the fund has been increased almost 40% till to 2007 from the year 2003. These funds has been kept in individual bank account as well as made investment as FDR which is 52% of total reserve end of 2007.

From the year 2003 to 2005, the organization had deficit balance due to expansion of new area and branches and also decrease of donor fund and as a result the head office overhead and management cost had to be charged from MF income. Moreover, some non-MF programs like education, health, disaster, social justice and good governance also been incurred from MF income which was another reason of deficit.

During the year 2006 and 2007 it’s gone upwards and made surplus because of getting sustainability of MF branches and were able to support the overhead cost to head office. During that period COAST head office also got some overhead cost from different donors that also a reason of making surplus.


LastfiveYears(2003-2007)B

alanceSheet(ason31Decem

ber)

(Fig

ure

in th

ousa

nd)

Prop

erty

& A

sset

sY-

2003

Y-20

04.+

/ (-)

Y-20

05.+

/ (-)

Y-20

06.+

/ (-)

Y-20

07.+

/ (-)

Long

Ter

m A

sset

s :

Fixe

d A

sset

s at c

ost l

ess d

epre

ciat

ion

10,

606.

88

13,

744.

90

30%

17,

590.

60

28%

20,

136.

47

14%

19,

869.

51

-1.3

%St

ock

of S

HS

1,4

90.8

0 1

,048

.44

-30%

2,5

99.5

3 14

8% 5

,316

.38

105%

6,2

46.7

2 17

%C

utte

nt A

sset

s :

Cas

h an

d Ba

nk B

alan

ce 1

4,26

1.85

3

5,30

6.93

14

8% 2

3,93

0.39

-3

2% 2

2,51

8.53

-6

% 5

5,48

5.05

14

6%Lo

ans a

nd A

dvan

ce 4

07.3

0 3

72.4

5 -9

% 2

,388

.84

541%

2,0

52.0

8 -1

4% 3

,296

.24

61%

Loan

Out

stan

ding

(RLF

) 7

6,86

2.93

1

05,3

11.8

1 37

% 1

74,0

46.5

4 65

% 2

19,9

94.0

4 26

% 2

42,8

58.7

5 10

%Lo

an O

utst

andi

ng (S

HS)

4,1

36.5

0 5

,088

.99

23%

12,

400.

02

144%

18,

306.

27

48%

24,

736.

18

35%

Rece

ivab

le fr

om D

onor

s 6

42.0

9 2

,416

.04

276%

2,5

03.8

6 4%

1,9

03.8

4 -2

4% 2

,202

.05

16%

Rece

ivab

les f

rom

CM

C &

Reg

ions

3,9

51.2

0 6

,067

.67

54%

4,2

34.1

6 -3

0% -

-1

00%

-

NA

Oth

er R

ecei

vabl

es 2

74.5

7 2

36.5

7 -1

4% 5

23.2

3 12

1% 6

80.5

1 30

% 6

99.2

2 2.

7%FD

R In

vest

men

t 1

,500

.00

3,2

16.8

0 11

4% 1

,908

.86

-41%

18,

910.

84

891%

4,9

68.5

5 -7

4%Re

serv

e Fu

nd In

vest

men

t 5

8.53

4

88.6

1 73

5% 4

,010

.31

721%

7,8

65.0

9 96

% 1

1,99

9.39

53

%G

rand

Tot

al 1

14,1

92.6

5 1

73,2

99.2

1 52

% 2

46,1

36.3

4 42

% 3

17,6

84.0

4 29

% 3

72,3

61.6

5 17

%

Fund

& L

iabi

litie

sY-

2003

Y-20

04.+

/ (-)

Y-20

05.+

/ (-)

Y-20

06.+

/ (-)

Y-20

07.+

/ (-)

Cap

ital F

und

28,

182.

15

23,

538.

70

-16%

23,

125.

02

-1.8

% 2

6,07

8.34

13

% 2

6,68

6.21

2.

3%U

nutil

ized

Fun

d (D

onor

s) -

5

,515

.53

NA

6,7

80.1

0 23

% 8

,132

.45

20%

13,

006.

37

60%

Fixe

d as

sets

equ

isiti

on fu

nd -

-

-

1

,854

.17

NA

3,5

22.8

7 90

% 3

,464

.98

-1.6

%C

urre

nt L

iabi

litie

s :

Gro

up m

embe

rs sa

ving

s 3

7,10

9.83

4

5,19

1.15

22

% 6

4,26

3.37

42

% 8

2,99

7.25

29

% 9

0,97

8.11

10

%Lo

an fr

om S

F (R

LF)

9,1

10.0

0 3

5,29

7.50

28

7% 3

5,82

1.88

1.

5% 3

7,29

4.38

4.

1% 4

2,18

7.50

13

%Lo

an fr

om P

KSF

(RLF

) 3

,740

.00

25,

600.

00

584%

67,

496.

21

164%

103

,017

.25

53%

124

,060

.00

20%

Loan

from

Pro

vide

nt F

und

(RLF

) -

-

N

A 1

,810

.52

NA

2,6

80.3

0 48

% -

-1

00%

Loan

from

IDC

OL

(SH

S) 2

,161

.69

5,6

24.4

4 16

0% 9

,552

.16

70%

15,

184.

21

59%

23,

430.

42

54%

Rese

rve

Fund

(LLP

/DM

F) 1

6,57

8.59

1

7,62

5.50

6.

3% 1

9,35

5.76

10

% 1

9,54

8.98

1%

23,

183.

43

19%

Emer

genc

y Fu

nd 5

04.1

5 7

78.4

4 54

% 1

,186

.55

52%

1,9

60.6

9 65

% 2

,870

.07

46%

Paya

ble

to P

rovi

dent

Fun

d 3

,087

.54

3,8

95.0

5 26

% 3

,666

.08

-5.9

% 3

,696

.40

1% 7

,401

.03

100%

Paya

ble

to G

ratu

ity F

und

2,4

79.0

8 3

,840

.44

55%

4,5

59.9

3 19

% 5

,056

.46

11%

7,0

73.5

0 40

%Pa

yabl

e to

Cyc

lone

Fun

d 3

,951

.20

4,2

42.7

4 7.

4% 4

,242

.74

0% 4

,242

.74

0% 4

,242

.74

0%O

ther

Lia

bilit

ies

7,2

88.4

1 2

,149

.74

-71%

2,4

21.8

7 13

% 4

,271

.74

76%

3,7

77.2

8 -1

2%G

rand

Tot

al 1

14,1

92.6

5 1

73,2

99.2

1 52

% 2

46,1

36.3

4 42

% 3

17,6

84.0

4 29

% 3

72,3

61.6

5 17

%

Ann

exur

e - 3

43i s l e s a n d a c t i o n sLastfiveYears(2003-2007) I

ncom

e &

Exp

endi

ture

Acc

ount

(as

on

31 D

ecem

ber)

(Fig

ure

in th

ousa

nd)

Par

ticul

ars

2003

2004

.+ /

(-)20

05.+

/ (-)

2006

.+ /

(-)20

07.+

/ (-)

A F

inan

cial

and

Mic

ro C

redi

t Inc

ome

Ser

vice

Cha

rge

Inco

me

15,

717.

46

18,

737.

93

19%

27,

898.

96

49%

43,

191.

05

55%

52,

981.

03

23%

Inte

rest

on

Bank

Dep

osit

86.

97

290

.27

234%

265

.28

-8.6

% 1

72.1

3 -3

5% 6

76.1

1 29

3%

Adm

issi

on fe

e/Fo

rmat

Sal

e et

c.

73.

55

127

.82

74%

241

.86

89%

318

.04

32%

362

.77

14%

Oth

er In

com

e 3

,267

.82

3,3

83.8

0 3.

5% 3

,753

.97

11%

5,8

14.9

0 55

% 2

,613

.01

-55%

T

otal

Fin

anci

al &

Mic

ro C

redi

t Inc

ome

(A)

19,

145.

79

22,

539.

83

18%

3

2,16

0.07

43

%

49,

496.

12

54%

5

6,63

2.92

14

%

BFi

nanc

ial C

ost

Inte

rest

on

Borr

owin

gs

676

.36

1,4

84.6

6 12

0% 4

,859

.80

227%

7,4

88.9

3 54

% 9

,140

.11

22%

Inte

rest

on

Mem

ber’

s Sav

ings

1

,349

.55

1,5

08.6

0 12

% 2

,195

.25

46%

2,0

03.2

4 -8

.7%

2,2

38.5

7 12

%

T

otal

Fin

anci

al C

ost (

B)

2,0

25.9

1

2,9

93.2

5

48%

7

,055

.05

13

6%

9,4

92.1

7

35%

1

1,37

8.68

20

%

C

Gro

ss F

inan

cial

Mar

gin

(A-B

) 1

7,11

9.88

1

9,54

6.58

14

%

25,

105.

02

28%

4

0,00

3.95

59

%

45,

254.

24

13%

D L

oan

Loss

Pro

visi

on

1,8

87.4

4 5

80.3

9 -6

9% 2

,216

.41

282%

3,9

01.7

2 76

% 3

,192

.52

-18%

E N

et F

inan

cial

Mar

gin

(C-D

) 1

5,23

2.44

1

8,96

6.19

25

%

22,

888.

60

21%

3

6,10

2.23

58

%

42,

061.

72

17%

F O

pera

ting

& D

onor

Exp

ense

s

Sal

ary

and

Allo

wan

ces

16,

132.

38

18,

904.

25

17%

27,

032.

69

43%

33,

083.

45

22%

39,

391.

32

19%

Offi

ce R

ent

1,1

53.4

2 1

,389

.04

20%

1,7

55.6

7 26

% 1

,749

.98

-0.3

% 2

,561

.91

46%

Tra

vel a

nd T

rans

port

1

,913

.69

2,8

19.3

6 47

% 3

,087

.69

10%

3,6

64.7

2 19

% 3

,933

.73

7.3%

Offi

ce/R

epai

r Mai

nten

ance

& S

uppl

ies

1,2

63.6

1 1

,493

.74

18%

1,0

48.0

3 -3

0% 1

,060

.74

1.2%

1,6

91.7

9 59

%

Pho

ne/F

ax/S

tatio

nary

/Prin

ting/

Adv

ertis

e et

c 1

,524

.13

500

.28

-67%

1,6

10.9

1 22

2% 2

,113

.96

31%

2,2

73.9

9 7.

6%

Fue

l & O

il an

d U

tiliti

es

832

.34

951

.12

14%

1,4

08.1

8 48

% 1

,338

.96

-4.9

% 1

,434

.44

7.1%

Tra

inin

g/Re

sear

ch/A

dvoc

acy

Expe

nditu

re

1,0

17.6

8 7

65.9

5 -2

5% 1

,262

.67

65%

1,0

75.1

5 -1

5% 7

85.9

3 -2

7%

Oth

er P

rogr

am E

xpen

ditu

re

1,4

67.4

4 1

,042

.28

-29%

910

.49

-13%

1,2

59.2

3 38

% 1

,108

.98

-12%

Don

or P

rogr

am E

xpen

ditu

re

3,7

16.9

0 7

,109

.44

91%

20,

467.

06

188%

23,

481.

91

15%

18,

856.

14

-20%

Dep

reci

atio

n Re

serv

e Ex

pens

es

2,3

33.0

9 2

,200

.40

-5.7

% 1

,854

.44

-16%

2,2

22.7

6 20

% 2

,194

.48

-1.3

%

Aud

it an

d Pr

ofes

sion

Fee

s 4

4.12

3

0.00

-3

2% 6

7.44

12

5% 1

00.0

0 48

% 1

50.0

0 50

%

Oth

er E

xpen

ses

984

.11

2,3

44.3

3 13

8% 1

,237

.76

-47%

4,0

96.9

2 23

1% 3

,996

.58

-2.4

%

T

otal

Ope

ratin

g &

Don

or E

xpen

ses

(F)

32,

382.

90

39,

550.

19

22%

6

1,74

3.02

56

%

75,

247.

77

22%

7

8,37

9.27

4%

G F

orei

gn D

onat

ions

and

Con

trib

utio

n 1

4,14

5.70

1

5,92

2.28

13

% 3

5,74

3.51

12

4% 4

2,62

5.48

19

% 3

7,11

4.18

-1

3%

H

NetSurplus/(D

eficit)(E-F+G)

(3,004.75)

(4,661.72)

55%

(3,110.91)

-33%

3,479.94

212%

796.63

-77%


FiveYearsM

icrofin

anceTrend

&SustainabilityAnalysis(ason31Decem

ber)

(Fig

ure

in th

ousa

nd)

SLPu

rtic

ular

s20

0320

04.+

/ (-

)20

05.+

/ (-

)20

06.+

/ (-

)20

07.+

/ (-

)1

Num

bers

of D

istr

icts

2

2

0% 3

50

% 3

0%

6

100%

2N

umbe

r of U

pazi

las

12

14

17%

17

21%

17

0% 2

1 24

%3

Num

ber o

f Bra

nche

s 3

2 3

7 16

% 4

4 19

% 4

4 0%

47

7%4

Tota

l Pro

gram

Org

aniz

er (P

gO)

129

1

65

28%

224

36

% 2

35

5% 2

40

2%5

Tota

l No

of G

roup

s/Sh

omity

1,3

89

1,9

57

41%

2,5

09

28%

2,4

49

-2%

2,7

55

12%

6M

embe

r Bal

ance

29,

853

36,

953

24%

59,

374

61%

66,

586

12%

67,

223

1%7

Borr

ower

/Loa

nee

Bala

nce

22,

840

27,

943

22%

45,

301

62%

51,

447

14%

55,

112

7%8

% o

f Bor

row

er77

%76

%-

76%

-77

%-

82%

-9

Per P

gO M

embe

r Bal

ance

231

224

-26

5-

283

-28

0-

10Pe

r PgO

Bor

row

er B

alan

ce17

716

9-

202

-21

9-

230

-11

Per P

gO G

roup

/Sho

mity

1112

-11

-10

-11

-Sa

ving

s A

naly

sis

(BD

Taka

) :12

Savi

ngs C

olle

ctio

n 1

8,61

1 2

7,63

9 49

% 5

0,37

3 82

% 6

5,28

7 30

% 6

6,70

8 2%

13Sa

ving

s Ret

urn/

With

draw

n 1

5,08

1 1

9,55

8 30

% 3

1,30

1 60

% 4

6,55

3 49

% 5

8,72

7 26

%14

Savi

ngs B

alan

ce 3

7,11

0 4

5,19

1 22

% 6

4,26

3 42

% 8

2,99

7 29

% 9

0,97

8 10

%15

% o

f Sec

ured

Por

tfolio

48%

43%

-37

%-

38%

-37

%-

Port

folio

Ana

lysi

s (B

DTa

ka) :

16Lo

an D

isbu

rsem

ent (

Pr)

113

,246

1

53,1

60

35%

282

,736

85

% 3

80,6

00

35%

427

,301

12

%17

Loan

Col

lect

ion

(Pr)

103

,159

1

24,7

11

21%

214

,001

72

% 3

34,6

52

56%

404

,436

21

%18

Cum

ulat

ive

Loan

Dis

burs

emen

t 7

09,8

16

862

,976

22

% 1

,145

,712

33

% 1

,526

,312

33

% 1

,953

,613

28

%19

Cum

ulat

ive

Loan

Col

lect

ion

632

,953

7

57,6

65

20%

971

,666

28

% 1

,306

,318

34

% 1

,710

,754

31

%20

Loan

Out

stan

ding

(Pr)

76,

863

105

,312

37

% 1

74,0

47

65%

219

,994

26

% 2

42,8

59

10%

21Po

rtfo

lio a

t Ris

k 25

%18

%-

11%

-10

%-

10%

-22

Secu

red

Port

folio

48%

43%

-37

%-

38%

-37

%-

23Pe

r PgO

Out

stan

ding

(Pr)

596

6

38

- 7

77

- 9

36

- 1

,012

-

Oth

er A

naly

sis

:24

Ope

ratin

g C

ost R

atio

18

%16

%-

14%

-15

%-

14%

-25

Fina

ncia

l Cos

t Rat

io

47%

41%

-41

%-

40%

-38

%-

26Pe

rfor

min

g A

sset

s Rat

io20

%21

%-

20%

-22

%-

23%

-27

Ope

ratin

g Se

lf-Su

ffici

ency

Rat

io

114%

112%

-11

5%-

131%

-15

6%-

28Fi

nanc

ial S

elf-S

uffic

ienc

y Ra

tio

92%

89%

-96

%-

104%

-10

1%-

29Lo

an L

oss P

rovi

sion

Rat

io2%

1%-

2%-

2%-

1%-

30C

ost p

er U

nit m

oney

Len

t12

%11

%-

9%-

9%-

8%-

31Re

paym

ent R

ate

(Cur

rent

)98

%98

%-

98%

-98

%-

99%

-32

Repa

ymen

t Rat

e (C

umul

ativ

e)97

%98

%-

98%

-98

%-

99%

-

Ann

exur

e - 4


Dis

tric

t and

M

icro

fina

nce

Soci

alC

oast

alC

oast

alD

isas

ter

Educ

atio

nU

ltra

poor

Tota

l hou

seN

ame

of U

pzila

just

ice

heal

thre

new

able

man

agem

ent

and

prog

ram

hold

serv

ice

ener

gyan

da

dvoc

acy

as a

sset

cove

rage

prep

ared

ness

tran

sfer

Bhol

aC

harf

essi

on10

378

3314

8636

3820

196

5222

962

1708

819

561

044

883

Lalm

ohan

3038

3327

2063

4715

789

016

113

352

017

164

Tazu

mad

din

810

085

618

1845

290

2738

320

4904

Dau

lath

khan

020

627

1613

2938

012

2486

031

76Bu

rhan

uddi

n19

617

1021

2278

4566

026

3863

049

43M

onpu

ra15

590

605

1348

4570

7024

135

4917

096

22Bh

ola

Sada

r33

9922

00

4447

09

3763

047

98Pa

tuak

hali

Gol

achi

pa11

840

00

1492

574

246

1539

020

93D

oshm

ina

815

00

010

600

138

978

013

61N

oakh

ali

Noa

khal

i Sad

ar10

050

00

1307

01

1106

9300

010

709

Laxm

ipur

Laxm

ipur

Sad

ar91

20

00

1186

010

030

1277

Feni

Feni

Sad

ar12

540

00

1630

013

790

1755

Dag

anbh

uyan

1028

00

013

360

514

013

36C

ox’s

Baz

arK

utub

dia

2513

480

040

9832

018

479

3129

038

3313

775

Moh

eshk

hali

4796

103

00

6369

300

3553

8838

930

1078

6Pe

kua

1316

00

021

0625

070

4859

280

4049

1004

8C

hoko

ria43

950

00

5714

014

648

350

6300

6580

Cox

’s B

azar

Sad

ar39

6853

00

5158

017

4423

239

059

22Ra

mu

1240

00

016

120

1013

640

1746

Ukh

ia14

630

00

1902

012

1609

3793

058

53Te

knaf

2528

00

032

860

2527

8041

90

3982

Tota

l hou

se h

old

4779

732

973

1517

042

2286

161

2322

1617

093

3777

578

8216

6433

cove

rage

Prog

ram

Cov

erag

e by

dis

tric

t and

pro

gram

com

pone

nts:

Rura

lM

icro

Mic

ro fi

nanc

e an

dm

icro

ente

rpris

ete

chni

cal s

uppo

rtfin

ance

Mic

ro fi

nanc

eG

ener

alfo

r har

d co

rem

embe

rspo

or

po

or

Ann

exur

e - 5


Tabl

e on

Soc

ial A

ctio

ns th

roug

h m

obili

zatio

n of

the

Peop

le’s

Org

aniz

atio

n in

the

CO

AST

Tr

ust d

urin

g th

e pe

riod

of M

ay 0

7 to

June

200

8.

SLA

ctio

ns

Uni

t 1s

t (M

ay to

2n

d (A

ug to

3r

d (N

ov 0

7 to

4th

(Feb

to

5th

(May

and

Tota

l

Ju

ly 0

7O

ct 0

7)Ja

n 08

Apr

il 08

) Ju

ne 0

8 )

1.G

roup

effo

rts a

gain

st p

olyg

amy.

A

ctio

ns.

1810

31

2254

2.Le

gitim

ate

miti

gatio

n on

rece

ivin

g V

GD

/VG

F ca

rd.

Act

ions

.20

317

144

76

3.C

laim

ing

of w

heat

/ an

d U

pabr

itti f

rom

prim

ary

scho

ols.

Act

ions

.1

40

50

10

4.Th

e le

gal c

laim

on

daily

wag

es.

Act

ion

40

00

04

5.Re

clam

atio

n of

pro

pert

ies.

Fam

ilies

.0

10

00

1

6.Pa

rtic

ipat

ion

in th

e el

ectio

n of

form

al lo

cal g

over

nmen

t and

oth

er

info

rmal

inst

itutio

n in

loca

l lev

el.

Lead

ers.

00

00

00

7.Pa

rtic

ipat

ion

in lo

cal p

ower

stru

ctur

e w

ith fo

rmal

repr

esen

tatio

n.

Lead

ers.

10

00

01

8.En

sure

d so

cial

just

ice

thro

ugh

part

icip

atin

g in

loca

l Sal

ish.

C

ases

2324

43

054

9.Pr

otes

t and

act

ion

to st

op d

owry

. M

arria

ges.

511

37

1137

10.

Gro

up a

ctio

n an

d pr

even

t div

orce

(Tal

ak).

Cas

es8

32

04

17

11.

Gai

n pe

rman

ent o

wne

rshi

p of

Kha

sh la

nd.

Fam

ilies

.2

10

01

4

12.

Gai

n on

e ye

ar le

ase

of K

hash

land

. Fa

mili

es.

07

50

315

13.

Stan

ce a

gain

st w

omen

vio

lenc

e.

Act

ions

.8

329

724

80

14.

Atta

inm

ent o

f oth

er g

over

nmen

t ser

vice

s. C

ases

.5

68

10

20

15.

Atta

inm

ent o

f old

age

allo

wan

ces a

fter c

laim

ing.

Fa

mili

es.

40

07

011

16.

Atta

inm

ent o

f wid

ow a

llow

ance

s. Fa

mili

es.

31

50

2029

17.

Prev

entio

n of

ear

ly a

ge m

arria

ge.

Act

ions

. 3

00

90

12

18.

Esta

blis

hmen

t of r

ight

s in

Guc

hha

Gra

m/

Ada

rsha

Gra

m.

Fam

ilies

.2

70

00

9

19.

Gro

up a

ctio

ns to

with

draw

of f

alse

cas

es.

. Act

ions

00

00

00

20.

Stan

ce a

gain

st c

orru

ptio

n of

loca

l Gov

t. of

ficia

ls.

Act

ions

. 0

10

00

1

21.

Esta

blis

hmen

t of r

ight

s of n

ew b

orn

babi

es.

Cas

es.

00

00

00

22.

Ach

ieve

men

t of a

cces

ses o

n w

ater

shed

s/po

nds

(

Kha

s puk

ur)

Fam

ilies

. 2

111

010

24

23.

Met

igat

ion

of fa

mily

con

flict

. C

ase

132

08

023

24.

Ass

ista

nce

in c

hild

del

iver

y ca

ses.

Act

ions

.2

10

00

3

Tota

l 1

2415

347

6299

485

Ann

exur

e -6


List of Senior Staff by position:

Sl No Name Position in COAST Duration in COAST

1 Rezaul Karim Chowdhury Executive Director 10 years

2 Sanat K. Bhowmik Deputy Director 10 years

3 Gazi Shamsuzzaman Head - State Affairs and Program Monitoring 10 years

4 Syed Aminul Haque Head - Research & Development 9 years

5 Md. Ahsanul Karim Head - Corporate Affairs & Internal Audit 9 years

6 Tarik Sayed Haroon Head - Core Operation 7 years

7 Showkat Ali Tutul Head - Social Justice 7 years

8 Mostafa Kamal Akand Head - Human Resource Management 4 years

9 Moqbul Ahmed Senior Coordinator - Education and Advocacy 6 years

10 FM Nurul Alam Senior Coordinator - Social Justice 9 years

11 AKM Waziullah Senior Coordinator - Budget and Finance Control 1 years

12 Atqul Islam Chowdhury Senior Coordinator - Research & Documentation 6 years

13 Md. Shahabuddin Regional Program Coordinator 10 years

14 Barekul Islam Chowdhury Regional Program Coordinator 9 years

15 Md. Salim Khan Regional Program Coordinator 6 years

16 Maksudur Rahman Regional Program Coordinator 10 years

17 Zakir Hossain Program Coordinator - Education & Advocacy 7 years

18 Mofazzel Haque Program Coordinator - Social Justice 7 years

19 Abullah al mahmud Coordinator-Administration and Finance Monitoring 2 Years

Annexure - 7

House 9/4, Road 02, Shaymoli, Dhaka 1207Tel: 088-02-8125181, 8154673Fax: 088-02-9129395Mobile: +88 01714 014203E-mail: [email protected] Web: www.coastbd.org

The premise located in a rural village at Kulsumbag of Charfession upazila which is in the southern part of Bhola Island. It has a history of inheriting a project and a long learning interaction of development

facilitation, now it is being utilized as COAST Bhola Management and Training Center.

Acknowledgement During our path of journey we acknowledge the support of our partners Action Aid, Palli Karma

Shahayak Foundation (PKSF), Manusher Jonno Foundation (MJF), CARE, Stromme Foundation-Norway, Infrastructure Development Company Limited (IDCOL), Asia Foundation, Election Working Group

(EWG) and Department of Primary Education of the Government of Bangladesh in the implementation of COAST programs. Except Action Aid others partners are still continuing their support to COAST.

We also acknowledge the support of HAP I (Humanitarian Accountability Partnership International), ADRRN (Asian Disaster Risk Reduction Network), INAFI (International Network of Alternative Financial

Institutions) for their support to COAST in international linkages in respect of sharing experiences in related field. We also pleased to acknowledge the support of some international campaign networks i.e.

SAAPE (South Asia Alliance for Poverty Eradication), LDC (Least Developed Country) Watch and Jubilee South –APMDD (Asia Pacific Movement on Debt and Development) for their continuous support in our capacity development and also to conduct campaign especially in international level through Equity and

Justice Working Group Bangladesh (EquityBD). EquityBD is a separate and independent organization.

Date post:	09-Jul-2018
Category:	Documents
Upload:	truonglien
View:	224 times
Download:	0 times

Isles and Actions - coastbd.netcoastbd.net/wp-content/uploads/2017/09/Annual-report-2009.pdf ·...

Documents