PPRC NewsletterIssue 2 January 2015 Message from Chairman
ThePPRCinternshavedoneasplendidjobinhelpingtolaunchthePPRCNewsletter.Theleadarticleinthissecondinstalmentisonthehighlytopicalissueofgovernance.Thearticledrawsonthefirstoftheplannedannualreportseriesonthestateofgovernancethatwaslaunchedinearly2014.AsecondarticlelooksatinnovativeuseofZakatforsupportingsustainablelivelihoodsofthepoor.Aswesaygoodbyeto2014andwelcome2015,weatPPRCarelookingaheadtoanexcitingyearofnewactivitiesandchallenges.InApril,2015,PPRCwiththesupportofnationalandinternationalpartnerswillbehostinganinternationalconferenceonthechallengesandthewayforwardonrealizingthegoalsofuniversalhealthcoverage(UHC).InpartnershipwithWWF,PPRCwillbepreparingastrategicdocumentonemergingwaterscenariosandattendanteconomicrisks.WeshallalsobetakingforwardourpartnershipwithBBSonurbanstatisticsandplantohostaninternationalconferenceonurbanpoverty.DetailsoftheseandotherPPRCinitiativescanbeseenatourupgradedwebsite( ).Oneofourwww.pprcbd.orgkeymottoisrelevantresearchforrelevantaction.Wewelcomeyourfeedbacktohelpkeepusengagedonthismission.
-HossainZillurRahman
Photo:TanzibAhsan.
Editor:HossainZillurRahman
Articlecontributionsfrom:HossainZillurRahman
Photocontributionsfrom:DarshanChakmaTanzibAhsan
Editorialteam:ShaerReazTanzibAhsanUmamaZillurJoyantaKumarPaul
Website:www.pprcbd.org
Email:[email protected]@pprcbd.org
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Contributors
PPRC events
People
WaterEconomicsexpertNityanandaChakrabartiandBUETProfessorRezaurRahmanindiscussionwithPPRCteamonWWFrequestforaneconomicriskanalysisonemergingwaterscenariosinBangladesh
PPRClaunchesdisabilitystudyinpartnershipwithDRRA(nationalNGO)andCBM(internationalNGO)–orientationtraining.
(28October,2014)
HossainZillurRahmanmoderatessessionon“WhyScienceMatters”,withpanelistsLucyHawking,MarcusduSautoyandZafarIqbalattheHayFestivalDhaka2014.(21stNovember2014).
Contact us
www.facebook.com/pprcdhaka
PPRCChairmanaddressesinternationalconferenceonsocialprotectioninDar‐esSalam,Tanzaniaviavideolink‐upatUNICEFoffice,Dhaka.
(15December,2014)
PPRCreportHilsaandHilsaFishermenwas launched at the JointBangladesh‐IndiaIUCNEFLseminarattheDailyStarAuditorium, Dhaka. Later the Indianpartners from WWF, Kolkata visitedPPRCoffice.
(2December,2014)
On the cover: The National Parliament Building, (Sangsad Bhaban), an architectural marvel designed by Louis I. Khan, stands tall and proud, lit by an orange glow at night. But is it a place of effective debate and policy-making, or is it just another hollow modern architechtural feat?
NewlookPPRCstaff,withtheirnewuniforms.
PPRCteamvisitsFriendsStylewearfactory,GazipurforRMGworkershealthplansurvey.
(November,2014)
Aretoday'seconomicsstudentsmissingoutonbetterknowledgeofBangladesheconomy,itshistoricalbackgroundandemergingchallenges?Students,teachers,alumniandGuestofHonourProfessorNurulIslamgrappledwiththeanswersattheOpenDialogueorganizedbyDUEDAAandDeptofEconomicsatMuzaffarAhmedChowdhuryauditorium,SocialScienceBuilding,DhakaUniversityon13thNovember,2014.ProfessorNurulIslamwasthefirstPlanningCommissionChairmaninanindependentBangladesh.Workingclosely
withtheSheikhMujibledgovernmentthrough1972to1974,hewasanintegralpartoftherebuildingofanewlyliberatedBangladeshtornapartbyabloodywar,andhelpedsetdownthelawsandregulationsonwhichthecountrystoodsinceindependence.CurrentlylivingintheUnitedStates,hisfaceisnotseenoftenregardingtheBangladeshiperspective,andthroughtheopendialogue,themaingoalwastoletsomeofhisvastknowledgeandexperienceruboffonthebuddingeconomistsoftomorrow.Withtheevent,DUEDAApresidentHossainZillurRahmanwantedtograbtheopportunitytooutlineaseriousquestion
aboutthefutureofeconomicresearchandanalysis,whetherpolicymakersinBangladesharetooconcernedaboutthewrongfactorsandindicators,andhowweareplanningonaddressingtheproblemsahead.Anopendiscussionontheeconomicandsocialchallenges,hehoped,wouldbringouttheproblems,andpolicymakerswouldbeonestepclosertodeterminingeffectivesolutions.ChairedbyProfessorM.A.TaslimandmoderatedbyDUEDAAPresidentDr.HossainZillurRahman,thelivelyinter‐
generationaldebatequestionedprevailingqualityofeducationwiththefocusoneconomics,conflictingburdensimposedbyrisingexpectationsatpersonalandsociallevelsandtheneedforqualitypolicy‐makingtoaddresstomorrow'schallenges.Membersoftheaudienceraisedtheissueofthenumberofjob‐seekersoutnumberingthenumberofaspiringacademics,sayingitisadifficulttask,gettingyoungmindsinterestedandinquisitiveaboutresearchandanalysis.SpeakerssoundedacautionarynoteonadoptingatoocomplacentnarrativeonBangladesh'seconomicprogressandthe
needtofocusonrisksonthehorizon,sothatBangladeshcanstayabreastofeconomicandfinancialthreats.ProfessorIslamstressedthesignificanceofaneducatedandmotivatedmiddleclassfortakingthecountryfurtherforwardbutquestionedwhetheradequatepressureshadyetaccumulatedfortransformativechanges.
Professor Nurul Islam in dialogue with Econ students
PPRC News
Jean Tirole winsNobel Prize in Economics
Exploratory dialogue on launch of annual report on Bangladesh Strategic Scenario
December6,2014,PPRCLawn,Dhaka
Withregionalstrategicscenariosrapidlyassumingneweconomicandpoliticalcomplexities,PPRCorganizedaninformalbrainstormonDecember6,2014initslawnonthepossibilityoflaunchofanannualreportseriesonemergingstrategicscenariosforBangladesh.Asmallcoregroupofeconomists,IRandnationalsecurityexperts,formerdiplomatandjournalistparticipatedinthesessionmoderatedbyPPRCChair.Thefirstintheplannedannualseriesisexpectedin2015.
WithsupportfromTheRockefellerfoundation,PPRChasbeenimplementingatwoyearpolicyandadvocacystudyonpromotingUHCgoalsandidentifyingwaysforwardforBangladesh.Astheculminationofthestudy,PPRCisorganizinganinternationalconferenceonthesubjectonApril9‐11,2015attheRadissonBluWaterGarden,Dhaka.TheWorldBank,BangladeshDiabeticAssociation(BADAS),GonoShayasthoKendra(GK),NationalInstituteforPreventiveandSocialMedicine(NIPSOM),AssociationofMedicalEducation(AME),CenterforInjuryPreventionandResearchBangladesh(CIPRB)andCentreforExcellenceonUHC,BRACUniversityhavejoinedasconferencepartners.The11themesoftheconferenceincludeDilemmasofCare‐Seeking,Qualityofmedicaleducation,Urbanizationandinequitiesofcare,Governanceandethics,Costofhealthcare,Financinghealthcare,Leveragingtechnology,Dataandindicators,Overcomingdisabilities,PreventionandhealthylifestylesandDeliveryinnovations.Acallforabstractshasbeenissuedandregistrationisopenonline.Details:conferenceflyer/ourwebsitewww.pprcbd.org
PreparatorymeetingonUHCinternationalconference
Toobtaincopiesofourpublications,pleasecontactthePPRCoffice at House 77A, Road 12A, Dhanmondi R/A, or call01552342291formoredetails.
Wealsostockcopiesofourolderpublications.Thetwoarticlesfeatured in this issue of our newsletter are from thepublication “Bangladesh Urban Dynamics.” If you areinterestedinreadingthefullarticlesandmuchmore,pleaserequestacopyofthepublication.
Our recent publications:
Mini dialogue on role of polytechnics
PPRCsupportsChittagongResearchInitiative(CRi)inorganizingmini‐dialogueontheroleofpolytechnicsinskilleducation,CRiseminarroom,Chittagong,December20,2014
In2013,thestateofgovernanceintheBangladeshCivilServicehasdisplayedfeaturesofpoliticization,wrongdoing,incompetence,inefficiencyandcorruption.Thecivilservicehasalongrecordofmismanagement.Thesefeatureschallengedthecivilservicetoestablishacitizen‐centricbureaucracybuildingonmerit,neutralityandprofessionalism.Itissufferingfromthedisastrousfailureofprovidingexpectedleadershipandapoliticalroleinthecountry.Currently,briberyandinefficiency(inperformanceandservicedelivery)isprominentandtheBangladeshgovernmenthasdonelittletopunishthewrongdoers.There'sheavypoliticizationofcivilservicebythegovernmenttoaccommodatepartyadherentsandfamilymembers.
Thereissmallscopeofpromotionforthosewhodonotnecessarilysharetherulingparty'sideology.Forcedretirements,administrativeharassmentthroughdepartmentalproceeding,under‐employment(postedinalowerposition),beingstationedinaremotearea,areallsystematicmeasuresofharassingthoseofficialsdeemeddivergentfromthegovernment'sideology.Ontheotherhand,promotions,keypositionsandspeed‐moneygeneratingpostsaregiventothosecivilservantswithpoliticalaffiliationwiththerulingparty.Overtheyears,politicalopportunismamongcivilofficershasreachedastagewheretheyarenowseenattendingthegovernmentparty'spoliticalprocessionsandmeetings(TheProthomAlo,March3,2012).Civilservantsfrequentlytendtolobbytobepostedtopositionsofpower‐mostlyintendingtomisuseitforpersonalgain.Currently,'OfficersonSpecialDuty'(OSD)arehighestinnumbercomparedtoanyotherearlierdemocratic
governments.AsofJune2012,some562officerswereOSDsandasaresult,theywerenotabletowork.Manymoreweredeprivedofpromotionsandproperplacementsbasedonthesamecriteria;althoughkeepingthemidlewascausingthegovernmentanexpenditureofthreehundredmilliontakaperyear(Ahmed,2012).
Governance challenges of the bureaucracy
A PPRC report
Thefullversionofthisarticlewaspublishedin“GovernanceTrendsandPerceptions”,apublicationbyPPRC,in2014.
Retributivemeasuresareoftenintroducedtodemeanthosecivilservantswho'relesspoliticallyinclinedtowardstherulingparty.Forexample,attachinganOSDemployeetoaMinistrywhereheorshedoesnothaveanyspecificjoborproperposition.Inmostcases,he'sassignedalessresponsibleduty.Anotherformofharassmentincludes,placinganemployeeunderMinistryofPublicAdministration(MOPA)inthenameoffurtherposting,andinmanycases,lengtheningthewaitingperiodforanindefinitetimeperiod).Interestingly,duringthistime,anemployeedoesnotgetanykindofsalariesandwages,trainingorleave,whichputshimunderseverefinancialandpsychologicalstress.Majorityofthesecivilservantsaredeprivedfromcompulsoryornecessaryhousing,foreigntraininganddevelopmentprograms.Generallytheyarenotallowedtotakeex‐Bangladeshleave(exceptafewcasesfortreatmentandreligiouspurpose),nolien,nosittingarrangements,noinvitationstoanyofficialmeeting,andnoconsultationaboutanynationalandinternationaleventsordays.Thereisnodefiniteguidelineand
policytodeterminewagesandsalariesforthecivilserviceemployees.Oftenthepartyinpowerusesthisissuefortheirpoliticalgain.Itisevidentthatthereisalackofstandardisationofwagesandsalaries,rightsandprivilegesofallcadresofthecivilservice.ThePublicServiceCommission's
(PSC)suggestionsintermsofcivilservicewerelargelyignoredbythegovernment.ReviewsofseveralannualreportsofPSC(2008to2011)showedthatPSCadvisedintheAnnualConfidentialReport(ACR)ofacivilservant,thatifthereisnoadversecommentandtheoverallevaluationis'AverageorAboveAverage'thanheorshewillbeeligibleforpromotion.ButPSCfoundthatoftenacivilservanthasbeendeprivedofapromotionalthoughheorshehasexcellentremarksintheACRwhilemanycivilservantswerepromotedeventhoughtheygotadversecommentsintheirACR.Itwasfoundthatmoreurbandwellersarecomingtoprovidecivilservicethroughthe
PSCexaminationcomparedtoruralcitizens.Thus,an'educationdivision'wasobservedintheselectionprocessofthePSC.Thereisnogovernmentpolicyinpracticetoavoidthisgap.Thereviewofthereportsalsoindicatesthatmale:femaleemploymentratiointhecivilservicehasfallenovertime(Table1).
ThePublicServiceCommissionhasbecomeheavilypoliticized;briberyisatlargeandnepotismalsoplaysaprominentrole.Younggraduateswithgoodacademicbackgroundsdonotoptforjoiningthecivilservicebutratherchoosetojointhecorporateworldorleavingthecountry.ThereareoftentalksofquestionpaperleaksfromthePSC.Forexample,the33rdBCSexaminationwaspostponedbecauseofaquestionpaperleakwhichhastarnishedtheimageofthePSC.
“Thereissmallscopeofpromotionforthosewhodonotnecessarilysharetherulingparty'sideology.Forcedretirements,administrativeharassmentthroughdepartmentalproceeding,under-employment(postedinalowerposition),beingstationedinaremotearea,areallsystematicmeasuresofharassingthoseofficialsdeemeddivergentfromthegovernment'sideology.”
Recently,eventhoughthegovernmenthassaidthattheyareenactingthe'CivilServiceAct'tomeetthecitizens'expectations;unfortunately,thisActhasnotyetseenthelightandiswaitingforapproval.ThePublicServiceCommissionhasadvisedthegovernmentthatintegrity,honesty,objectivityandimpartialityshouldadequatelybeconsideredinthewayofenacting'TheCivilServiceAct'andthegovernmentshouldconsultthePSCbeforeenactingit.Abolitionofthequotasysteminthecivilservicerecruitmentpolicyisnowapopulardemand.Thegovernmenthas
createdquotasevenforthegrandchildrenoffreedomfighters.Inthelastfewyears,manyprocessions,rallies,andprotestshavebeencarriedoutbythepotentialcandidates.Civilactivists,politicalthinkers,academiciansarealsotalkingaboutabolitionoratleastarevisionofthequotasystemofthecivilservicerecruitment.ThePSChasalsosuggestedsimplifyingthequotasystemintherecruitmentprocess.Asidefrompoliticalideologies,factionalismordiscriminationbasedonhomedistrict,race,religion,gender,etc.is
alsoquiteprominentlypresentintheprocessofrecruitment,postingandpromotioninthegovernmentsector.Thus,publicservantsarenotremainingpoliticallyneutral.Regionalism(regionalprejudice)inpublicservice:Officials,whoarefromthesamehomedistrictasimportant
governmentofficials,tendtoreceivegreaterworkplaceprivileges.Forexample,withtheAwamiLeagueisinpower,manypublicservantsfromGopalgongoradjacentdistrictshavereceivedrecruitmentsandpromotionstokeypositionsandotheradministrativeprivileges.Also,whenBangladeshNationalistParty(BNP)wasinpower,publicservantsfromBograandadjacentdistrictsreceivedsimilartreatment.Thusthepresentgovernmenthascreated2,51,975posts(TillDecember2012)(9thParliament16thSession,2013).Thoughtherearearound59609vacant1stand2ndclasspositions(9thParliament8thSession,2011).Surprisingly,theMinistryofPublicAdministration(MOPA)anditssubordinateofficeshave6440vacantposts(StatisticsofCivilOfficersandStaff,2010publishedin2012)(9thParliament13thSession,2012).Thegovernmenthasquiteoftenbeenaccusedofusinglawenforcingagenciestofindoutthe'party‐loyal'andsort
outthe'disloyal'civilservantstogivepromotionsandplacements.ThepresentgovernmenthasamendedThePublicServants(Retirement)Act,1974andhasincreasedtheretirementageofafreedomfighteremployeeto60andothers(non‐freedomfighter)to59(9thParliament16thSession,2013).Moreover,thePromotionpolicynamed'TheDeputySecretary,JointSecretary,AdditionalSecretary,andSecretary,2002'isnotwell‐circulatedandhascreatedgrievanceamongthedeprivedcivilservants.Thepresentgovernmenthastaken
initiativestointroducee‐governanceinthecivilservice.Forexample,64districtadministrationshaveweb‐portals,digitizedformsandselectede‐servicesavailable.Thegovernmenthasalsointroducedonestopgovernmentservicesinseveralpublicofficesforexample,e‐payment,e‐TIN,etc.Inrecenttimes,therehasbeenafrequentinterferingdirectionfromhighercourts'regardingabsoluteexecutivefunctionaries,whichunderlinesthelackofefficiencyandcapacityofcivilservants.Thegovernmentwouldbebetteroffencouragingneutralityandhonestyamongcivilservants.Therecruitmentanddevelopmentofcivilservantsshouldbebasedonmeritandnotonpoliticalloyalty.Contractualappointmentinthecivilservicehasincreased.Forexample,currently49peopleareworkingassecretaryoradditionalsecretaryonacontractualbasis(9thParliament18thSession,2013).Thegovernmentdoesnothaveanyplantostopcontractualappointmentinthecivilservice(9thParliament8thSession,2012).Thegovernmentisusingcontractualcivilservantsasapoliticaltool.Thetrendofgoingoverseasforhighereducationhasincreased.Butalargenumberofthesestudentsdonotcome
back.Thus,Bangladeshisbeingdeprivedofapoolofwestern‐educatedandacademicallysoundjobcandidates.Butthereisnoinitiativeorprogramtoattractandretainthesestudentsandpreventbraindrainage.
Photo:TanzibAhsan
Newinitiativeonfinancialempowerment
Bangladeshhasbeenwitnesstoaplethoraofanti‐povertyinnovationssomeofwhichsuchasmicro‐creditandconditionalcashtransfershavegoneontowincriticalglobalacclaim.Whilethesehavecontributedtosignificanttransformationofpovertyrealities,thescourgeofextremepovertyisfarfrombeingeliminated.ItisthereforehearteningthatBangladeshcontinuestowitnessnewereffortsatanti‐povertyinnovations.Anewfrontierinsucheffortsisthemobilizationoffaith‐basedsystemssuchastheIslamicsystemofzakat.
Traditionallyzakatandthecompanioninstrumentofsadaqahhavetakentheformofindividualcharityaimedatprovidingsomeformofimmediaterelieftotherecipients.Thepossibilityofpoolingsuchsupportfororganizedinitiativesaimedatsustainablechangesinrecipient'seconomicvulnerabilitieshasnotbeenadequatelyexplored.Aninterestingexampleandapossibletrend‐setterinthisregardisthe2011zakat‐basedJeebikaKarnaphuliprojectthatisbeingimplementedinapoorriver‐sideneighbourhoodontheeasternoutskirtsofChittagongcitysince2011.PowerandParticipationResearchCentre(PPRC)recentlyundertookanevaluationofthisongoingprojectforanindependentassessmentofitsinnovationpotential.TheassessmentwasundertakenwiththesupportoftheA.K.KhanFoundation(AKKF)andtheCentreforZakatManagement(CZM).
Distinguishingfeatures
Thoughrelativelysmall‐scale,theJeebikaKarnaphuliMohoraprojecthasanumberoffeaturesthatmarksitoutasdifferentfromthegenerally‐knownmicro‐financemodel.Beneficiariesareprovidedwithafive‐foldstakeintheproject:EquitycapitalintheformoftheZakatandCSRallocationforeachbeneficiarythatformspartofagroupequityheld
inabankaccount·Accesstoarevolvingfundformicro‐loans.Thebeneficiarygroup'spooledequitycapitalconstitutestherevolving
fund.Eachmemberofthegrouphastheoptionofapplyingforamicro‐loanasperthefamily'sneedwiththeprovisionforpayingaservicecharge/interestasintheregularmicro‐financemodel·Groupprofitaccruingfromtheinterestchargedforthemicro‐loanswhichaccumulateinthegroupbankaccount.
Thissecondaryincomestreamisearmarkedforequaldistributiontoeachmemberofthegroup.·Socialsectorsupportcoveringeducation,health,water,sanitationandhomegardening.·Capacitybuildingonmanagement,leadershipandenterpriseskills.
BudgetandCostEfficiency
Therearethreebroadbudgetitemsintheproject:i)Capitaltransfertobeneficiariesii)Capacitybuildingandsocialsectorsupportandiii)Implementationcost.Theimplementationcostisfurthersub‐dividedintotwocomponents–thecostfortheorganizedtransferofthezakattothebeneficiarybankaccounts(completedwithintheinceptionphaseof
Innovations in financial empowerment
Hossain Zillur Rahman
Zakat for sustainable livelihoods
6months)andthecostforimplementingthefollow‐uplivelihoodproject.Thelargestbudgetaryitem–54.7%‐isthecapitaltransfertobeneficiaries.Anadditional22.7%coverscapacitybuildingandsocialsectorsupporttothebeneficiaries.Thetwotogetherindicatethat77.4%oftheprogrambudgetconstitutesdirectsupporttothebeneficiaries.
ProjectImpact
Impactoftheprojecthasbeencapturedintermsofindicatorsofeconomicempowermentandqualityoflife(Figures2and3).Overthethreeyearprojectperiod,incomeroseby80percent,andexpendituresby26percent.Therewasalsosignificantcapitalaccumulationthatincludeda)Taka20,000transferredattheoutsetaszakatcontribution,b)Tk.2177savedonaveragebyeachbeneficiaryoverthethreeyearprojectperiodandc)Tk.3118accruingtoeachbeneficiaryasshareinthegroupprofitfromtheoperationoftherevolvingfund.Qualityoflifeindicatorsalosshowedmajorimprovementsintermsofhousing,sanitationanddiets.Projectimpactwasnotonlyevidentintermsofsuchindicators.
FGDswithbeneficiariesalsobroughtoutmorequalitativeaspectsofimprovement.Livinginaperi‐urbanareaandexposedtoNGOmicro‐creditactivitiesforlong,thebeneficiariesalreadyhadaccesstofinancebutfeltinadequatelyempoweredbysuchaccess.MembershipintheJeebikaKarnaphuliMohoraProjectwasjudgedasprovidingnotmerelyaccessbutfinancialempowermentinamoresubstantivesense.Fourfeaturesweresingledout:i)provisionofzakat‐basedequitycapitalintheformofthemember'sshareinthegroupfundwhichservedastherevolvingfundii)nohiddenchargesintheprovisionofmicro‐loansintheformof5%deductionforcrisisfundorforcedsaleofinputsiii)moresupportiverepaymentcultureandiv)alessbureaucraticmanagementprocess.Duetothesedistinctivefeatures,therehasbeenawholesaleexitbyProjectmembersfromconventionalNGOmicro‐creditaswellasfrommohajoni(highinterestmoneylender)loanmarket.MembersclearlyfeltJeebikaKarnaphuliMohoraProjectloanswasprovidingbettervalue‐for‐moneyenablingthemtoretainasmuchas30%oftheearningsgeneratedbysuchloans.Theotherimpactwasonreducingthestructural
disadvantagesofmarketparticipation.Typicallythesefamiliesengagedinfishingandbamboo/caneworkshadtodoadvancesaleoftheirproducttofinancetheloansneededforprocuringtheinputs.Theywerethusatadoubledisadvantage–procuringinputsonunfavorabletermsaswellassellingproductsatunfavorableterms.ButwiththeaccesstothetypeoffinanceprovidedbytheJeebikaKarnaphuliMohoraproject,theywerenowabletomaintaininventoriesprocuredatfavourabletermsandalsomovetowardsownershipoftheircapitalequipment.Anadditionaldimensionofqualitativeimpactwasspill‐overeffectsimpingingoni)womenempowerment,ii)communityharmonyandiii)leadership
LessonsandChallenges
Akeyconceptualweaknessofanti‐povertyeffortshasbeentounderstandtheprocessofgraduatingoutofpovertyasaone‐stepjourneyfrombeingpoortonon‐poor.Groundrealitiesbeliesuchasimplisticunderstandingpointingrathertowardsamulti‐stagejourneyofchange.Akeyissueposedbytheprojectexperienceistheoptimaltimingforexitbyprojectmanagement.Manygraduation‐focusedanti‐povertyprojectshavefailedtosustaintheirimpactbecauseofinadequateattentiontotheoptimaltimingofexit.Consequently,positiveimpactsathouseholdlevelhavequicklyfallenintoreversals.CurrentprogramplanningintheJeebikaprojectisbasedona3yearprogramphasefollowedbya6monthexitphase.Butsuchplanningappearstohavebeennarrowlybasedontheprogrammanagement'sown'management'imperativeratherthanonthemoreimportantgoalofhowprogramimpactforthebeneficiariescanbemademoresustainable.ParticipantsintheFGDswereemphaticthatcatalyticelementsoftheprojectwereindangerofdisintegratingiftherewasaprematureexitofprogrammanagement.Theirpointwasthatthegroup'mission'hadnotyetbecomeimmunefrompressuresfromfamilymembersparticularlyhusbandswhoinmanycasesarelikelytobenarrowlyfocusedontheimmediatebenefitsofwithdrawingtheindividual'equitycapital'i.e.thezakatamount,onceprojectisdeclaredtobecompleted.Ifsuchwithdrawalweretosetinmotion,theentireedificeofthefinancialempowermentmodelwaslikelytocollapse.Projectexperiencesindicatethatthefirstphaseofapoorandstructurallydisadvantagedfamily'squestforsustainable
graduationistobuildresiliencei.e.reducetheextremeintensityofpovertyintermsofdailyliving,laythefoundations
formakinglivelihoodsmoreremunerativeandbuildsomegrouporganizationalcapitalwhichcannurturetheindividualeffortsatself‐improvement.Programmanagement'sroleinthisresiliencephasehasofnecessitytobedirective.Toalargeextent,thisispreciselywhathasbeenachievedbythe3yearprogramphaseofJeebikaKarnaphuliMohoraProject.However,forsustainablegraduationtheresiliencephasehastobefollowedbyagraduationphasewherethefocusisonconsolidatingthegrouporganizationalcapitalandtransitionoftheprogrammanagementfromadirectiveroletoasupportiverole.Tosummarize,suchanti‐povertyprojectsneedstobere‐organizedasatwophasemodel–aresiliencephasefollowedbyagraduationphasewithqualitativelydifferentrolesforprogrammanagementinthetwodifferentphases.Howsoevertheexitchallengesareaddressed,itisclearthatthezakat‐basedJeebikaKarnaphuliMohoraProjectprovidesa
newmodeloffinancialempowermentbasedonawholenewcategoryofprogramsupportnamely'equitycapital'basedonthezakatdonation.Togetherwithastrongerfocusoncommunityintheformofthe30‐memberVOs,amoresupportiverepaymentcultureandaparallelprogramsupportpackageaimedatthesocialneedsoftheextremepoor,themodelmeritsfurtherattentionasanewandpotentiallymoretransformativemodeloffinancialempowerment.Abindingconstraintonreplicationinthiscaseisofcoursetheavailabilityofzakatfunds.However,sincezakatisauniversaldictumforMuslimsandsincesuchfundscanbesupplementedbyothersourcessuchasCSRfunds,thereismeritinelevatingthemodeltolargerattentionbyinstitutionalizationofZakatasanothereffectiveinstrumentofpovertyalleviationthroughnettransferofcashassetthroughtheZakatsystem.