1.
INTRODUCTION
Integrated Development Foundation (IDF) is a non-profit, non-political and a nongovernment organization. IDF was established by some committed professionals at the
initiative of Mr. Zahirul Alam, a former student and close associate of Professor
Muhammad Yunus, the eminent economist and founder of Grameen Model of microcredit management in Bangladesh. When Professor Muhammad Yunus started
experimentation of Grameen model in a small village near Chittagong University in the
early 70s through the Rural Economics Programme of the Department of Economics,
Chittagong University, Mr. Zahirul Alam was the founder member-secretary while
Professor Yunus was the Chairman of the programme. In 1976 Mr. Alam joined the
FAO-initiated government sponsored Small Farmers Development Project and worked
till he joined the United Nation Volunteers Programme in 1984 and served in east and
southern Africa. In 1989, he joined the ILO as an economist and worked till his return
to Bangladesh in 1992. Mr. Alam was encouraged by his teachers, colleagues and
friends to establish a non-government and non-political organization to work for the
poor people of mainly backward and difficult areas of Bangladesh. Accordingly IDF
was established in December 1992.
The main objective of IDF is to assist the poor, the landless, the destitute women and
children, small farmers and disabled persons in order to enable them to gain access to
resources and various other activities for poverty alleviation. The target group is
encouraged to undertake income generating and other activities for poverty alleviation
and for enhancing quality of life in terms of nutrition, health, sanitation, education,
family planning, mother and child care, safe drinking water, housing, environment
protection and other development aspects.
The supreme authority of IDF is the General Body composed of 18 founder members
whose list is given in Annex-1. A Governing Body consisting of 7 members is elected
from the general body of the Foundation. The Governing Body is the policy-making
institution. For this purpose it evaluates and monitors the implementation of the policy
through the reports presented by the Executive Director and through field visits to the
project areas. The Executive Director is the Chief Executive of the Foundation and
responsible for all its operational activities. The policies framed by the Governing Body
is executed by the Executive Director through the appointed professionals of the
Foundation. Both General and Governing Body are headed by a Chairman elected by
the general body. The Executive Director works as Member-secretary of both the
Bodies. The Executive Director is supported by a number of professionals and support
staff.
The first members of the Governing Body was selected from the founder members who
(except the Chairman and General Secretary) retired in the second Annual General
Meeting and thereafter all members of the Governing Body retired after two years. Now
one third of the members of the Governing Body retire in each Annual General
Meeting. The vacated posts are filled through election in the same meeting.
Accordingly, a seven-member Governing Body is formed for the year 2000 which may
be seen in Annex-2. The Body met four times during the year, reviewed its activities,
took important decisions and provided necessary guidance.
1
2.
OPERATIONAL AREA
A large number of populations still live in absolute poverty in Bangladesh. As a result,
poverty alleviation programmes through micro-credit in Bangladesh have attained
momentum and getting priority from all corners.
In spite of the interventions both by government and non-government organisations, a
large number of poor population particularly living in the hill districts and slum areas of
Chittagong Metropolitan city lack access to institutional microcredit.
Chittagong Hill Tracts (CHT), a 13,295sq. Kilometers region of hills is located in the
south-east of Bangladesh. As per population Census 1991, the total population of CHT
are 1.027 million, of which 0.554 million are male and 0.473 million are female. Out of
total population, about 52 per cent are tribal population. 13 different tribes with
different languages and cultures live in CHT. These are Chakma, Marma, Murang,
Tanchayanga, Tripura, Boom. Keyang, Pankho, Chak, Lusai, Khussi, Rakhain and
Shaotal. Chittagong Hill Tracts enjoyed the status of a self-governing territory and used
to be administered by hill king and continued till British East India Company annexed
Bengal in 1787, The Then Chakma Raja (King) signed an agreement after a long armed
conflict under which Chakma territory became a British tributary on payment of 20 tons
of cotton. This was later extended to other parts of CHT. In 1860, the British formally
annexed CHT and upgraded its status to a full-fledged district.
The British also recognized the three tribal chiefs (Kings/Rajas) of three Circles i.e. i)
Chakma circle at Rangamati, ii) Bomang circle at Bandarban and iii) Maung circle at
Manikchari in 1860. In 1900, CHT Regulations popularly known as Hill Tracts Manual
was enacted for the introduction of colonial administration in the area. In 1920, unlike
other Parts of Bangal, the CHT Manual recommended a dual administration for the
area. As Per manual, the 3 circles administered by 3 Kings/Rajas would be treated as
sub-division which were again divided into Moujas. The persons entrusted with running
the administration and collection of revenues from lands in each Mouja would be
known as Headman and was appointed by the Deputy commissioner in consultation
with Circle King. They used to settle all matters of civil nature. The manual also
restricted leasing out of any land of the area to any outsider and the Deputy
Commissioner had the sole authority to regulate such leases. Since 1900, the Manual
has the basis of civil revenue and judicial administration of CHT with time to time
amendments to supplement the manual.
During Pakistan period (1947 to 1970) constitutions were enacted twice, first in 1956
and the other one in 1962. In 1956 the manual was upheld, but in 1962, the status of
CHT was changed from ‘excluded area’ to ‘tribal area’- though some special treatment
continued.
2
The sentiment of the people of CHT was hurt when construction of a 666 meters long
and 43 meters high hydro-electric dam at Kaptai started in 1957. The immediate impact
was submergence of a vast area of natural forests and 54,000 acres of arable land (40%
of total cultivable lands in CHT). It also made about 1,800 families homeless. The
displaced people were not properly rehabilitated. As a result, they took recourse to
deforestation for their settlement and construction of new house in the inaccessible
regions. This ultimately resulted into rampant deforestation. It is also said that some of
the families crossed boarder and migrated.
Adverse economic impacts created by the Kaptai dam on displaced people gradually
resulted in armed insurgency in CHT. The counter-insurgency measures by then
Pakistan Government through military action and settlement programme of Bengali
worsened the situation. With the increase of military presence in CHT and searches for
insurgents created panic situation in CHT and some people in the name of Shanti
Bahinee also started collecting tolls money from businessmen, contractors and
sometimes from local inhabitants. It was really a tense situation.
3.
ORGANIZATIONAL STRUCTURE OF IDF
The General Body is the highest policy making institution of the IDF. The Governing
Body is responsible for the formulation of plan and approval of the budget required to
execute the programmes and projects approved by the General Body. The programmes
and projects are implemented head office, regional office, branch, centre and group as
described below:
The head office and regional offices provide guidance, supervise and monitor the
activities of Branch offices. The branch offices organize the poor people into groups
and centers for implementing the various socio-economic programs. The structure of the
IDF alongwith the programmes are shown below:
3
THE STRUCTURE OF THE IDF
General Body
Governing Body
Executive Director
Programme
Micro-credit
Child Labour &
Non-formal
Education
Health,
Sanitation &
Water
Agriculture,
Livestock &
Fisheries
Housing
Disaster
Management
Supporting
Unit
Institutional
Structure
Admin. &
Finance
Head Office
Monitoring
Planning &
Evaluation
Internal Audit
Engineering
Resigonal
Office
Branch
Centre
Group
Skill
Development
Human
Resources
Development
Environment
Gender Balance
4
The institutional structure is explained below:
a)
Head Office
The Head Office supervises monitors and guides the activities of branch and
regional office. The head office also provides all logistic supports to branch and
regional offices. The branch and regional offices send weekly and monthly
reports to head office on regular basis. The head office organises auditing of
accounts etc. for the smooth implementation of project activities.
b)
Regional Office
For better co-ordination of IDF activities in Chittagong and 3 hill districts of
Chittagong Hill Tracts, IDF established a Regional Office in Chittagong. The
Regional Office is responsible for co-ordination, supervision, training, internal
audit, monitoring and assessment of quality of groups and their recognition.
The Village Organizers with the guidance of Branch Managers help poor people
to organize themselves into small groups of 5 persons. They also provide
rigorous training on group management, group discipline, conditions of credit
etc. to group members. Once a group is formed under the guidance and
supervision of Branch Manager the group is placed for recognition. The Chief
Programme Organiser/Deputy Chief Programme Organiser and Assistant Chief
Programme Organiser are responsible for assessing the quality and giving
recognition to the Group on behalf of the regional office.
c)
Branch
The site for a branch is selected based on the concentration of poor people.
Generally an area is not selected for Branch if there is no possibility of forming
about 200 groups. Branch is the lowest unit from where all services are
channeled to the poor villages. All records and accounts are maintained at
branch offices. The Branch office is headed by a programme organiser. He/she
is assisted by 4-6 Village Organizers (VOs). The main function of a branch is to
operate the micro-credit programme. In fact it is the functional programme of
the foundation. The other activities like non-formal education, health,
agriculture, fishery, nutrition, sanitation etc. are supporting activities mainly
operated as project based.
d)
Group
Group is the key and lowest unit of IDF institutional structure. Five like-minded
people from the same village with similar economic status but not relatives of
each other can form a group. Each group has an elected Chairman and a
Secretary. The group members are required to undergo an intensive training of
1-2 weeks on group management, group responsibility and credit discipline,
roles and procedures. The group members need to pass a test on their integrity,
seriousness, understanding of principles and procedures of credit programme
and ability to write names before the group is recognized.
5
e)
Centre
The groups are federated into Centre once two or more groups are formed in one
para. A Centre is the middle point of all activities at para level. Each centre has
a centre chief and a deputy centre chief. Groups and centres are beneficiaries'
own organizations. They hold meetings once a week/fortnight where they
discuss their problem projects, share experience and pay savings and loan
installment. IDF village organizers attend these meetings.
4.0
THE PROGRAMMES
The reporting year 2000 is the seventh year of IDF operations in Chittagong and
Chittagong Hill Tracts (CHTs). This annual report presents the progress of IDF
activities as on December 2000. The major programme of IDF is Micro-credit in line
with Grameen Bank model for the poor people of Chittagong Hill Tracts and Urban
slums. The other supporting programmes are: Elimination of Child Labour, Non-formal
Education, Skill Development, Health, Sanitation & Water, Agriculture, Livestock,
Fisheries, Housing, Disaster Management, Environment and Gender Balance.
The main objective of these programmes is to uplift the overall socio-economic
condition of the poor people of Chittagong and Chittagong Hill Tracts. The progress
and problems of the programmes are described below:
4.1
MICRO-CREDIT
4.1.1
Background
IDF launched its micro-credit programme for the poor tribal people of Chittagong Hill
Tracts in small-scale with a meager amount of contribution from the founder members
and a small amount for finance amounting to US$ 7,500 from Grameen Trust in
October 1993 in Shoalok union of Bandarban upazila. IDF personnel visited this union
and discussed with local people, leaders of both tribal and non-tribal communities and
government machineries before it finally launched the programme. Shoalok was chosen
as the co-operation and interest of the local tribal leaders was high and security situation
was better compared to other areas of CHTs.
Initially, the tribal people did hardly show interest in this programme. It took more than
a year to gain their confidence. They started showing interest when they realized and
found that IDF was really working for the betterment of the poor people. Thereafter, a
lot of people from neighbouring areas started coming to IDF to include their areas into
IDF credit programme. The deteriorated law and order situation caused by insurgency
was not a problem for the IDF. The cooperation of local Headman Mr. Moung Thoi
Ching who is now a life member of IDF General Body is unforgettable to IDF even
today.
6
The fund received from Grameen Trust was not enough to serve the existing members
belonging to the Shoalok union. IDF approached donors for support to work for the
poor people of Chittagong Hill Tracts. Swedish International Development Cooperation
Agency (Sida) came forward in 1995 to support IDF for its micro-credit programme for
the poor people of Chittagong Hill Tracts. The UNICEF through Grameen Bank also
came forward to finance as small amount of Taka 11,00,000.00 as credit. In the year
2000 the financing partners in this programmes are Sida, Palli Karma-Sahayak
Foundation (PKSF), Grameen Trust (GT) and Grameen Bank/UNICEF. From 1997,
IDF extended the programme to the slum areas of Chittagong Metropolitan City with
the financial assistance of Grameen Trust.
4.1.2 Management of Micro-credit Programme
The Village Organisers and Branch Managers are key persons in IDF micro-credit
programme. They are responsible for helping target families to organize themselves into
groups and centres. They are also responsible for providing training, preparation of loan
proposals, supervision of loan utilisation, loan collection and looking after day to day
problems of the members.
For ensuring proper utilization of loan, IDF developed a mechanism for supervising the
utilization of loan effectively. The utilization of loan is supervised at various levels such
as group chairman, centre chief, village organizer and branch manager immediately
after the disbursement of the loan. In addition, the village organizer checks the loan
utilization of 3-4 loanees after every weekly meeting. Saturday Loan Supervision has
also been introduced. All village organizers and branch manager of a branch go to one
centre and check loan utilization of each member and discuss with the problems if the
members have any.
4.1.3
Physical Progress
The year-wise growth of membership, group, centre and branch coverage of the
member of local institutions are shown in Table 1.
Table 1: Year-wise increase of members and Institutions from 1994 to 2000
Component
1. Member
2. Group
3. Centre
4. Branch
5. No. of Unions
6. No. of Thanas
7. No. of Districts
1994
125
25
11
02
03
02
01
1995
300
60
13
01
-
1996
1127
233
78
05
05
03
01
1997
3235
663
159
04
18
05
02
1998
6700
1376
258
05
37
07
-
1999
4059
954
158
01
06
01
-
2000
5005
1145
191
04
16
02
-
Total
20551
4456
868
21
86
20
04
7
Table 2 : Distribution of members and institutions by districts
Component
1. Members
2. Group
3. Centre
4. Branch
5. Unions
6. Thana
Bandarban Rangamati
3437
8245
838
1800
162
328
05
07
21
25
04
05
Khagrachari
3566
740
156
04
17
04
Chittagong
5303
1078
222
05
23
07
Total
20551
4456
868
21
86
20
Table 3. Branches by location and time of establishment
Name of
Branches
1. Shoalok
2. Balaghata
3. Rajbila
4. Betbonia
5. Rajasthali
6. Raikhali
7. Baraichari
8. Bahaddarhat
9. Lama
10. Rangamati
11. Khagrachari
12. Manikchari
13. Halishahar
14. Pahartali
15. Guimara
16. Ranirhat
17. Langadu
18. Matiranga
19. Ruma
20. Rajarhat
21. Mohora
Location
Upazilla
District
Bandarban
Bandarban
Bandarban
Bandarban
Bandarban
Bandarban
Kawkhali
Rangamati
Rajasthali
Rangamati
Kaptai
Rangamati
Kaptai
Rangamati
Metropolitan area
Chittagong
Lama
Bandarban
Rangamati Sadar
Rangamati
Khagrachari Sadar
Khagrachari
Manikchari
Khagrachari
Dabal Muring
Chittagong
Pahartali
Chittagong
Matiranga
Khagrachari
Rangunia
Chittagong
Langadu
Rangamati
Matiranga
Khagrachari
Ruma
Bandarban
Rangunia
Chittagong
Chandgaon
Chittagong
Month & year of
Establishment
October 1993
November 1994
May 1996
May 1996
May 1996
December 1996
December 1996
January 1997
May 1997
September 1997
October 1997
March 1998
March 1998
April 1998
April 1998
December 1998
July 1999
April 2000
June 2000
November 2000
November 2000
4.1.4 Savings
The members contribute to their savings fund through a) weekly/forthrightly
contribution and b) contribution equivalent of 4% of loan money when or before
they receive loan.
Table 4. Year- wise Accumulation of Savings by Group Members
(figures in 000)
Description
Savings (Cum.)
Rate of Growth
Upto 1996
517
-
1997
1998
1,363 3,577
283%
162%
1999
5,921.5
66%
2000
8,145.7
38%
Total
19,524.2
-
The group members can borrow upto a maximum of 50% of the total savings for
any purpose. But no member can withdraw money from their savings. All
8
savings are return to a member when she lives the group and ceases to be
member of IDF.
The weekly and other savings are accounted together. The membership and
Savings by Branches are shown in Table 5.
Table 5. Membership and Savings by Branches (Amount in ‘000)
(As on 30 December 2000)
Branches
Bandarban
1. Shoalok
2. Balaghata
3. Rajbila
4. Lama
5. Ruma
Sub-total
Rangamati.
6. Betbonia
7. Rajasthali
8. Raikhali
9. Baraichari
10. Rangamati
11. Langadu
12. Ranirhat
Sub-total
Khagrachari
13. Khagrachari
14. Manikchari
15. Guimara
16. Matiranga
Sub-total
Chittagong
17. Bahaddarhat
18. Halishahar
19. Pahartali
20. Rajarhat
21. Mohora
Sub-total
Total
a)
Member
No.
%
Savings
Amount
%
Per
Member
510
869
938
1045
75
3437
2.48
4.23
4.57
5.08
0.36
16.72
502.00
975.80
1162.30
1010.90
16.80
3667.8
2.57
5.00
5.95
5.18
0.09
18.79
0.98
1.12
1.24
0.97
0.22
1.06
1012
862
1788
1094
1540
846
1105
8245
4.92
4.19
8.70
5.32
7.49
4.12
5.38
40.12
1376.40
1126.40
2135.60
1061.40
1357.20
281.00
942.00
8280.00
7.05
5.77
10.94
5.44
6,95
1.44
4.82
42.41
1.36
1.30
1.19
0.97
0.88
0.33
0.85
1.00
1403
979
719
465
3566
6.83
4.76
3.50
2.26
17.35
1261.20
667.90
426.20
173.20
2528.8
6.46
3.42
2.18
0.89
12.95
0.90
0.68
0.59
0.37
0.70
1941
1257
1390
675
40
5303
20551
9.45
6.12
6.76
3.29
0.19
25.81
100
2498.50
1028.00
1081.20
433.20
65.00
5047.4
19524.00
12.80
5.26
5.54
2.22
0.03
25.85
100
1.29
0.82
0.77
0.64
0.16
0.95
0.95
Voluntary Savings
IDF introduced voluntary savings programme for IDF clients since December
1997. The group members can open a savings account with IDF at any time
under this programme. The member can deposit and withdraw money from this
account on working days.
9
Table 6. Transaction in Voluntary Savings Account
(Till December 2000)
1.
2.
3.
4.
5.
Particulars
Balance on 31.12.99
Received in 2000
Interest from IDF
Withdrawal in 2000
Balance on 31.12.2000
Amount (Tk.)
333,309.00
2,685,147.00
14,084.00
2,575,009.50
457,529.90
4.1.5 Loan Operations
a)
Loan Disbursement and Repayment
IDF provides small credit to group members for undertaking income-generating
and social activities. The group members can propose loan for any socially
accepted & economically viable or health & sanitation related activity. The
individual members discuss their loan proposals initially at group level and then
at centre level. The proposals are finally selected at the centre meeting. The loan
proposals are submitted to Branch Manager who also examines the feasibility of
each proposal and then sends to respective loan approving officer for approval.
It takes about one week for the whole process. The loan is disbursed directly to
the respective members at IDF branch office by Branch Manager in the presence
of respective Village Organizer and two witnesses.
Table 7. Year-wise Loan Operations (in cumulative)
Particulars
1. No. of loans
2. No. of borrowers
3. Loan disbursed
4. Loan due
5. Loan repaid
6. Loan outstanding
7. Loan overdue
8. Average loan size
9. Average outstanding
10. Rate of repayment (%)
Up to
1996
2,610
2,081
8,154,300
4,377,210
4,369,100
3,785,200
8,110
3,124
1,819
99.81
1997
1998
1999
2000
5,731
4,394
20,347,300
11,823,360
11,803,500
8,543,800
19,860
3,550
1,944
99.83
15,065
10,590
60,404,200
38,095,820
38,073,300
22,330,900
22,520
4,010
2,109
99.94
26,322
14,410
128,712,300
90,696,300
90,615,900
38,096,400
80,400
4,890
2,644
99.91
24,508
19,517
252,037,300
188,532,900
188,477,000
63,560,300
55,900
10,284
3,257
99.97
10
b)
Loan Operations by Branches
Table 8. Loan Operations by Branches (as of December 2000)
(figures in 000)
Name of Branches
1. Shoalok
2. Balaghata
3. Rajbila
4. Betbonia
5. Rajasthali
6. Raikhali
7. Baraichari
8. Lama
9. Rangamati
10. Khagrachari
11. Bahaddarhat
12. Manikchari
13. Guimara
14. Halishahar
15. Pahartali
16. Ranirhat
17. Langadu
18. Ruma
19. Matiranga
20. Mohora
21. Rajarhat
Total
Disbursement
9123.5
15548.1
19943.7
18752.5
17749.6
28745.0
13282.0
18768,8
16180.0
16969.5
24609.1
7401.6
4811.5
10556.0
11147.8
11430.5
3017.5
190.0
1526.0
98.0
2190.6
252037.3
Repayment
7624.7
12882.5
16765.9
15327.3
14927.0
23024.0
10190.8
14931.1
11188.1
11584.3
18011.6
5053.5
3066.1
6780.1
6924.2
7832.4
1467.4
35.6
457.1
1.8
401.5
188477.0
Outstanding
1498.8
2665.6
3177.8
3425.2
2822.6
5721.0
3091.2
3837.7
4991.9
5385.2
6597.5
2348.1
1745.4
3775.9
4223.6
3598.1
1550.1
154.4
1068.9
92.2
1798.1
63560.3
Overdue
16.9
37.1
1.9
55.9
4.1.6 Purpose of Loan Utilization
The group members generally invest loan in farming, livestock, petty business,
home and fruits gardening etc as indicated below:
1. Farming- which includes land preparation, leasing in land, cultivation of rice,
cucumber, zinger, kakral, betel leaf etc.
2. Cattle/Goat rearing following income generating activities:
3. Pig rearing
4. Poultry birds
5. Petty business/investment
6. Fruits gardening
7. Handicrafts
8. Fishery
9. Others- which includes repairing of production implements & premises and
the activities which are not covered by 1-7.
11
Table 9. Purpose-wise Loan Utilization in Different Years
Sl.
No.
1.
2.
3.
4.
5.
6.
7.
8
9.
Purpose
Farming
Cattle/Goat
Pig rearing
Poultry
Small Business
Orchard
Handicrafts
Fisheries
Others
Total (%)
Total amount
Upto
1996
1997
31.46
27.50
16.99
13.53
7.99
2.30
0.08
0.15
100.00
8154400
20.50
34.20
10.08
7.70
22.62
2.51
1.16
0.42
0.81
100.00
12193000
(figures in percent)
1998
1999
3.42
31.30
3.73
2.07
30.75
0.83
0.25
0.30
7.35
100.00
40056900
17.38
29.09
2.11
2.79
27.59
1.40
1.31
3.29
15.04
100.00
68308100
2000
15.09
23.94
1.92
4.52
33.00
7.18
3.88
3.20
7.29
100.00
12.3325000
4.1.7 Self-sufficiency of Branches
A branch is considered to have attained self-sufficiency or reached break-even
point when it meets all costs from its income. The costs considered at branch
level are, i) operational cost of the branch, ii) overhead cost and iii) cost of fund
(capital cost). The overhead and cost of fund are together estimated at 10 per
cent of average outstanding loan of the branch in a year. The source of income
of the branch is service fees charged to borrowers at the rate of 20 per cent on
declining loan balances. The actual costs and income of all branches for 2000
are analysed and shown in Table 10.
Table 10. Level of Self-sufficiency of Branches in 2000
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
Branches
Bandarban
Shoalok
Balaghata
Rajbila
Lama
Ruma
Rangamati
Betbonia
Rajasthali
Raikhali
Baraichari
Rangamati
Langadu
Khagrachari
Khagrachari
Manikchari
Guimara
Matiranga
Chittagong
Bahaddarhat
Halishahar
Pahartali
Ranirhat
Mohora
Rajarhat
1998
1999
2000
65%
60%
79%
59%
-
67%
70%
89%
72%
-
93%
83%
119%
98%
08%
77%
78%
80%
53%
43%
-
92%
93%
107%
75%
71%
16%
114%
105%
133%
104%
107%
52%
51%
25%
17%
79%
55%
44%
-
95%
81%
63%
39%
60%
29%
31%
-
94%
67%
73%
81%
-
105%
97%
101%
102%
12
Plan and Achievement of 2000
Table 11. Plan and Achievement of Branches in 2000
(amount in 000)
Branch
Plan
Members
Achieved
No.
%
Plan
Savings
Achieved
Amount
%
Outstanding loan
Plan
Achieved
Amount
%
Bandarban
1.
2.
3.
4.
5.
Shoalok
Balaghata
Rajbila *
Lama
Ruma
70
280
300
250
125
76
(-)82
(-)308*
140
75
108
56
60
69
62
152
84
20
235
190
162
406
18
340
306
107
483
90
1793
2020
5134
3079
-
546
325
270
1627
154
30
16
5
53
120
100
210
200
710
500
(-)2
93
1
128
636
467
93
0.48
64
90
93
134
290
243
126
257
134
390
358
629
446
275
771
291
123
259
354
107
575
974
1485
2595
865
1560
1874
606
715
952
844
1220
2468
62
48
37
98
78
132
420
380
500
600
339
360
233
465
81
95
47
78
207
145
118
120
634
361
267
183
306
249
226
152
4415
1403
2649
550
2696
954
840
1068
61
68
32
194
375
660
660
480
60
-
325
511
605
226
40
675
87
77
92
47
67
-
148
477
586
601
5
420
1219
636
691
517
7
433
824
133
118
86
140
103
7316
3821
3989
3750
-
2149
2084
2499
1559
92
1789
29
55
63
42
-
Rangamati
6. Betbonia
7. Rajasthali
8. Raikhali
9. Baraichari
10. Langadu
11 Rangamati
Khagrachari
12.
13.
14.
15.
Khagrachari
Manikchari
Guimara
Matiranga
Chittagong
16.
17.
18.
19.
20.
21.
Bhaddarhat
Halishahar
Pahartali
Ranirhat
Mohora
Rajarhat
* Transfer to Rajarhat branch
13
4.2
ELIMINATION OF CHILD LABOUR
The Elimination of Child Labour Programme initiated by international community drew
the attention of the IDF. So IDF started raising awareness of its members on this subject
through meetings of the groups and centre. IDF also opened education centre for the
children of its member in two areas of Bandarban where working children of the group
members as well as their fellow poor villagers received basic education. The
beneficiaries of IDF credit programme also use these centers for holding their weekly
meetings.
The initial success of the programme encouraged IDF to extend it to urban slums of
Chittagong city. With this end in view, IDF signed a contract with International Labour
Organization (ILO) for implementing an action programme entitled "Education, Skill
and Health Care for Child Labour." This 9-month project was launched in October 1995
with the financial assistance of ILO/IPEC. Students attending these centers are supplied
with education materials, school uniform, refreshment as well as health services
including supply of essential medicine.
The ILO/IPEC have stopped financing of this project but the IDF continuing the
programme. IDF have already inducted the awareness raising on this subject in its main
frame and today it is one of the functional components of IDF.
4.3
NON-FORMAL EDUCATION
In this world of technology the lifestyle of the people is changing fast. No one can spare
time to look back. As a result strategy had to be evolved for those unfortunate who can
not keep track with the progress. So in the education sector a model had to be evolved
for those who could not get the scope of education in the formal schools. Such model is
named as non-formal education.
The children of the members of the IDF could not attend the formal educational
institution due to poverty. People who became the member of the IDF followed some
pre-condition before getting financial support (in term of loan) from the IDF. One of the
set conditions was the requirement to sign their name. When the mother learnt to sign
she felt that her children should also know to read, write and count. The members have
expressed their such feeling in the meeting of the group and centre. Since then IDF was
trying to solve this problem and initially operated two non-formal education centres in
Bandarban which also supported in the elimination of child labour programme. Today a
number of donors have extended their support in this area.
In 2000, IDF ran 34 centres with the assistance of various donors and own fund as
indicated in Table 12.
14
Table 12. Particulars of Non-formal Education Centres
Donor
Sida
AusAID
ILO/IPEC
Govt. NFE Project-3
Total
4.4
No. of
centres
02
10
07
15
34
Male
42
189
124
217
572
Student
Female
28
149
98
233
508
Total
70
338
222
450
1,080
SKILL DEVELOPMENT
IDF organizes skills training for its group members on group management, nursery,
home-gardening, sewing, cattle fattening and milk cow rearing, vaccination of animals
etc.. The skill training provided in various fields in 2000 are as follows:
i)
ii)
iii)
iv)
v)
Group management
Nursery
Home-gardening
Sewing
Seed Trading
:
:
:
:
:
4.5
6,500
60
2,100
26
2,100
HEALTH
In Bangladesh the hospital services comprising secondary and tertiary facilities receive
a significant amount of both public and private financing. This sector is the second
largest receiver of public funding in Bangladesh. District Hospitals (DHs), located in
the district towns of Bangladesh, provide secondary health services to the population. It
is worth mentioning that urban locations where DHs exist, there are no Thana Health
Complexes (THC) to provide primary health care.
The members of the IDF raised the health-related issue in the meeting of the group &
centre as one of their major problem. They claimed that they do not receive any medical
support from any corner. Considering the demand of the members the IDF first tried to
assist the members with referral service to the nearby government hospital. It did not
work as expected. So IDF with the support of Sida & AusAID extended some medical
support to its members. IDF have also institutionalised this programme. The health
related awareness programme had been inducted in the agenda of the meeting of the
group and centre. Even doctor and health workers employed by IDF attend the group
meeting when the sick members can get consultation from the doctor.
IDF have also introduced Micro Health Insurance measure out of its Emergency Fund.
Members do pay premiums and IDF provide grant out of which they can purchase
required medicine.
15
IDF have also established a small diagnostic centre in Bandarban with the assistance of
the AusAID. The members are taken to this diagnostic centre by the IDF on the
recommendation of its medical officer or health worker and required investigation are
carried out at subsidised fee. If situation demand the patients are provided with referral
service to the government hospitals. IDF is trying to strengthen this diagnostic centre
through the addition of more equipment and ambulance. To ensure the optimum
utilisation of this diagnostic centre the members of the public are also encouraged to get
the service of this diagnostic centre on payment basis.
IDF is also trying to strengthen the present Behavior Change Communication (BCC)
component. The main objective of this component is to achieve changes in the behavior
of people, which will enable them to improve their health status through informed
choice. The aims are to change attitudes and increase individual use of services as well
as to change behavior in the community. IDF is doing the job through the institutions
(group, centre etc.) developed under micro-credit programme as mentioned earlier.
The project has developed the following organizational structure form implementing the
health related activities as shown below:
Structure of Health Programme
Executive Director
Medical Officer
Health Worker (branch level)
Health Agent (centre level)
The project has one medical officer and five health workers. The medical officer is
based in Chittagong. He travels to project areas and organizes workshops and training
on various health and sanitation issues. He also provides prescriptions to sick persons of
the group members during his visits. On the other hand the health workers are based at
branch levels and organize workshops and training on primary health care, reproductive
health, childcare, EPI etc. at centre levels. Health agents are selected from amongst the
group members. They are the motivators and contact persons at the para levels.
IDF also organized workshops on safe motherhood in collaboration with Naripokkho in
Bandarban and Rangamati in 2000. IDF organizes workshops for its staff, health
workers, health agents and group members on health programme of IDF, common
diseases of the area, reproductive health, child care, use of safe water and sanitary
latrine etc. The participant-wise statistics on such workshop is given in Table-13.
16
Table 13. No. of participants of workshop by their category in 2000
1.
2.
3.
4.
Category
IDF credit staff
Health worker
Health agent
Group member
No. of workshop
03
02
06
31
No. of participants
45
10
180
930
The project has also provided treatment (prescription) services for various diseases to
2,403 sick group members and their dependents in 2000. The disease-wise treatment is
shown in Table 14.
Table 14: No. of patients received treatment by their diseases
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13
14.
15.
Diseases
Malaria
Diarrhea
Dysentery
Viral fever
Gout.
Pregnancy related
Tonsils
Pneumonia
Traumatic injury
Burning feet syndrome
Scabies
Rhen. Arthritis
NP
Asma
Others
Total
4.6
No. of patients
985
482
257
115
181
81
42
35
43
37
34
25
31
21
34
2,403
SANITATION AND WATER
Health and sanitation situation in Chittagong Hill Tracts is very poor. IDF survey
(1996) of some selected villages in Bandarban shows that about 95% of families had no
sanitary latrine and almost all rural people do not get the supply of safe drinking water.
The use of iodized salts is unknown to many families and knowledge of safe
motherhood is rare. Every year many people, mostly children die from diarrhea, malaria
etc..
The project is addressing the above problems and installed 910 sanitary latrines. It also
commissioned 9 Deep set pump for the supply of safe drinking water with the assistance
of AusAID. Besides these IDF is also is motivating the people to change their
behaviours about the use of latrines. IDF is also applying the behaviourial change and
communication techniques in this regard. The project is further strengthened and
expanded with the additional assistance from Sida.
17
4.7
AGRICULTURE
Bangladesh is known to all as an agro-based country and geologically deltaic plain. But
some parts of the country are different with the special reference to topography,
communication, culture etc.. The topography and culture of three hill districts viz
Bandarban, Rangamati and Khagrachari are significantly different from rest of the
country. Due to topography and ignorance of the people about scientific cultivation in
these district. Jhum culture is a common feature.
In 1997 IDF initiated modern scientific agriculture programme among the credit group
with the goal of gradual decrease of Jhum culture in the district of Bandarban. The was
initially of pilot project. In the meantime IDF started agriculture programme titled as
NGO Gardening and Nutritional Education Surveillance Project (NGNESP) assisted by
Helen Keller International (HKI). Under this programme home gardening is promoted
with the main objective of vegetables production throughout the year. To attain this
objective IDF established 120 Gram Nursery (GN) and 4,200 Household gardens in
Bandarban, Rangamati and Khagrachari districts under 11 branches of IDF. Most of the
GN holders and house holders (HH) are the members of IDF.
The progress made in this area in 2000 is presented below:
a)
Homestead Gardening
The project has completed following in 2000.
i)
ii)
iii)
iv)
v)
Established 2 central nursery;
Established 180 village nurseries;
Established 6,420 homestead gardening;
Organised training for 180 village nursery holders and provided seeds
and technical support to establish nursery;
Provided training, seeds and technical support to 6,420 members to
establish homestead gardening.
4.8
LIVESTOCK AND POULTRY
IDF has one field worker in livestock and poultry. He works under the
supervision of Agriculturist. The livestock worker attends weekly meeting and
discusses on livestock care and rearing with the group members. The other
services provided to group members in 2000 in collaboration with Thana
Livestock Officer are as follows:
18
i)
Vaccination
Cow- 1,470, Goat- 890, Poultry birds- 4,350.
ii)
Treatment of Domestic Animal
Cow- 75, Goat -69, Poultry birds - 105, Pig -80.
4.9
FISHERIES SCHEMES
IDF, in collaboration with World Food Programme (WFP), has been operating this
programme in Satkania thana of Chittagong district since 1993. The main objectives of
the programme are:
a)
b)
To increase fish production by re-excavating fallow ponds.
To generate job opportunities for the landless labourers.
For implementing this scheme, landless and poor persons are first formed into groups of
15 members. The group members are then given training in fish cultivation and pond
maintenance through Thana Fisheries Officer. Derelict ponds are leased-in from their
owners on agreed terms. These are then re-excavated for fish cultivation by using WFP
allotted foodgrains. The profit from these schemes are normally shared among the
parties in the following way:
Group Members
Pond Owner
IDF
:
:
:
65 percent
20 "
15 "
The share of net profit received by IDF as on 31 December 2000 is shown in Table 15.
Table 15. Income and Expenditure of Fisheries Project by Year
(figures in Taka)
Year
1995
1996
1997
1998
1999
2000
Total
Income
32,220
7,574
9,695
11,617
18,042
12,342
91,760
Expenditure
9,600
9,655
4,000
10,450
6,000
6,000
45,705
Balance
(+) 22,620
(-) 2,081
(+) 5,695
(+) 1,167
(+) 12042
(+) 6342
46,055
19
4.10 DISASTER MANAGEMENT
Disaster was considered to be natural events like cyclone, flood, tornado, drought,
arsenic, earthquake and river erosion. It is believed to be the act of God. Bangladesh is
geographically located in an area prone to such natural disasters.
Every year the country experiences with one or more of the natural disaster. Flood
followed erosion of the river bank is the regular phenomenon of the country. Cyclone
hits the coastal area of the country with a regular intervention. Tornado and Norweaster
storm are annual event with different intensity. The country did not experience any
severe earthquake in the last century. Bangladesh is vulnerable to earthquake hazard in
consideration of its geographical position and geological condition as it is located in the
southern foothill of the Himalyas and is sandwiched between the Indian plate and
Burma sub-plate. Statistically this part of the sub-continent was hit by severe
earthquake after the interval of a century. In that case a severe earthquake may hit
Bangladesh any time, because almost 100 years is over when the last devastating
earthquake had hit this part of the sub-continent. Arsenic is still in primary stage. But
the potential consequences related to arsenic contamination may be larger than the
worst cyclone, flood or earthquake disaster. Despite the annual rainfall of more than
2000 mm on average the drought is a frequent hazard in Bangladesh. This is caused
because the annual rainfall is not uniform throughout the year. The situation worsens
when rainfall doesn't occur during the monsoon which is the time for planting the major
aman crop. This situation prevails in the hilly areas of Bangladesh where IDF is
working. IDF takes measure to protect its member under such disaster.
Besides the above stated natural disaster Bangladesh in facing a new type of disaster
commonly referred to as “MAN MADE” disaster and this generally includes but is not
limited to such incidents as fire, accidents, chemical spillage, hazardous materials
accidents, collapse of old buildings, landslide, explorious (including bomb), gas leaks,
oil pollution, radio active and/or mueller immodest cryogenic materials incidents, high
rise structural fires and water borne diseases. These can be checked and controlled
through preventive measure and awareness raising.
IDF have identified both natural and man made disasters and drawn up a plan first to
raise awareness of the disaster under the concept of disaster management. IDF have
arrangement for shelter within its working area in case of flood, tornado, cyclone, fire
etc.. Institutionally the loanee (member) get some privilege on account of disaster. New
loan is also given for the required rehabilitation. Conceptually IDF do not believe in
relief. But it does not ignore the rescue and safety operation. IDF have trained 10 (ten)
groups with membership of 5 on the disaster management. The members of these group
include the official of the IDF and the family members (husband, son etc.) of the loanee.
These groups are fielded for rescue and search incase of any disaster in any part of the
country. IDF provides the conveyance, food and honorarium to the members of such
group. The spirit of such group is humanitarian and voluntary in character. IDF has plan
to go for a Disaster Management Institute in future.
20
4.11 ENVIRONMENT
Environment is the first prerequisite of human sustainability. The unplanned use of
natural resources cause a great threat to the environment of this country. The continued
destruction of natural forest followed by other pollution in the urban areas, have made
impact on weather and climate. The climates of Bangladesh have already shifted from
original point. Bangladesh is a country of natural beauty. The southern part of this
country is covered with deep forests. The Chittagong and Chittagong Hill Tracts (CHT)
are popular for hills and forests. There are lots of reserve forests in these areas. These
forests are not well protected. There is practically no sign of creating new forests,
although the government is continuously taking initiative to improve the situation.
IDF from the very beginning introduced Afforestation and Agriculture Extension
Programme with a view to creating New Forest in the Chittagong Hill Tracts areas and
thus making a balance of the environment. In 1997 IDF with technical assistance from
Helen Keller International (HKI) introduced Home Gardening & Nutritional Education
Surveillance Programme, which helped to create awareness about environment
protection among the dwellers of Bandarban, Rangamati and Khagrachari Hill Districts.
Efforts had also been made to address the nutritional problem of the hilly people
through the increase intake of vegetable and fruits. This require increase cultivation and
production of vegetable and fruits in the area. It is done through raising of awareness
and introduction of home gardening. Furthermore plantation of medicinal trees are also
encouraged under this programme and the people have responded positively to this
programme.
IDF established a central nursery in Bandarban Sadar to make saplings available to the
common people. This created a great response. More and more household gardener are
now not only buying saplings of fruit and wood trees at a cheaper rate but they
themselves also are producing. The success of this programme encouraged IDF and in
current year another central nursery is established.
This is true that the forest are destroyed in Chittagong Hill Tracts despite the existence
of law to protect forest. Due to this destruction process of forests some species of trees
like uddal, chapalish, dakijan, rutijan, garjan, tak badam, local gab, local neem etc. are
going to be wiped out (vanished) completely inspite of their importance. The
environment and forest experts are worried about the cutting of trees in large scale.
Under this situation of environment erosion IDF on its own initiative is trying to
preserve the plants of rare species. In continuation of this process IDF have planted 360
plants of 80 rare species for preservation in its own land near Bandarban Town.
Alongwith this programme IDF have also undertook measure to collect medicinal plant
for its nursery. In future this venture of the IDF will act as Germplasm. IDF have a
long-term plan to plant more such species under this programme. IDF is also working
for social forestry in different community of the society.
The environment protection is creating a massive awareness among the mass people.
IDF is helping its members with housing loan to make environment friendly houses.
Beside this, IDF is giving priority to the environment friendly sectors to supply credit
and discourage the members not to invest in sectors, which are harmful to the
environment.
21
4.12 GENDER BALANCE
IDF is a gender-neutral organisation. From the inception IDF is giving an emphasis to
the gender issue. For this reason the credit facility is extended only for the women to
empower them and to make equilibrium in the gender. From time immemorial the
women of this country are deprived of almost all facilities by the men. IDF’s main goals
in gender balancing are:
1.
2.
3.
4.
To improve women’s access to economic resources.
To promote women’s participation and leadership in decision making at all
levels.
To improve women’s access to education and health care.
To promote human rights of women and to eliminate discrimination against
women.
With a view to the above, IDF have a partial success in creating leadership and
women’s access to economic resources. IDF jointly with Naripakkho organised a
number of workshop on Reproductive Health Care in Bandarban and Rangamati Hill
Districts to create awareness about mother and child health care. Besides IDF’s Medical
Officer and Health workers are visiting randomly the centres to help provide the
members health care facilities. The tribal women of CHT are now aware about their
rights and moving towards the way of empowerment. IDF also gives emphasis and
priority for recruitment of women candidate in its employment policy in order to
balance the gender. But the hard labour and the requirement of living in the village of
the hilly areas few women respond to the advertisement given for recruitment from time
of time. Even after recruitment the drop out rate is very high.
4.13 MICRO-INSURANCE
IDF started this programme in October 1997 as a response to the requests of group
members to help their family if they are seriously sick or die. This proposal came to
IDF management in mid 1996. IDF management discussed the issue thoroughly with
group members and IDF staff members working at branch level before it was finalized
The group members contribute 1% of their loan money to this fund. IDF provides 5%
interest on this fund. The members' get grants out of this fund for medical purpose as
well as for the death of any income earner of the members' family.
Death
1st & 2nd loanee
3rd loanee & above
:
:
Tk. 1,500
Tk. 2,000
Medical
1st & 2nd loanee
3rd loanee & above
:
:
Tk. 1,000
Tk. 1,500
22
Table 16. Premium and Claims in 2000
1.
2.
3.
4.
5.
Particulars
Balance on 31.12.99
Premium received in 2000
Interest from IDF
Claims met in 2000
Balance on 31.12.2000
Amount (Tk.)
930,019.00
1,104,239.00
22,822.00
248,377.00
1,808,703.00
In 2000, 145 families of IDF group members received grants for the death of their
earning members and 31 members got grant for medical treatment.
5.
MANPOWER
During the year 2000, IDF had total staff strength of 204. In addition, health program
had 195 health agents at center level that was not in the regular payroll of the
organization. The manpower of various programs of the organization are given below:
Sl. No.
01.
02.
03.
04.
05.
06.
07.
08.
09.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
Name of Post
Executive Director
Chief Programme Organiser
Deputy Chief Programme Organiser
Asstt. Chief Programme Organiser
Programme Organisers
Asstt. Programme Organiser
Senior Village Organiser
Village Organiser
Agriculturist
Agriculture Extension Worker
Medical Officer
Senior Health Organiser
Health Worker
Nutrition Worker
Nurse
Lab Technician
Receptionist
Teachers
Driver
Gardener
Guard-cum-cook
Messenger
Total
Number
01
01
01
02
25
08
10
64
05
13
01
01
05
03
01
02
01
34
02
02
20
02
204
23
6.
HUMAN RESOURCES DEVELOPMENT
IDF has been following a definite rule for the development of the human resources of
both its staff and beneficiaries. For this, they require intensive training immediately
after recruitment or admission into group. Such training includes pre and in service
training for staff, basic/foundation and orientation training, skills training, workshops
on various issues for the members. A description of such activities conducted during
2000 is given below.
6.1
Recruitment
IDF recruited following staff in 2000.
Credit
i)
ii)
iii)
Village Organiser
Project Organiser
Assistant Programme Organiser.
-
21
05
01
Agriculturist
Agricultural Extension Worker
Nutrition Worker
-
03
06
03
Medical Officer
Health Worker/Nurse
-
01
02
Agriculture
i)
ii)
iii)
Health
i)
ii)
6.2
Training
IDF has strengthened its training section in 2000. IDF recruited experienced staff and
procured equipment for the training section in 2000. IDF uses resource persons both
from IDF and outside depending on the nature of training.
6.2.1
Pre and In-service Training
Pre and in-service training are organised for IDF staff members. The nature of
training provided during 2000 is described below.
i)
Pre-service Training
After recruitment, the village organizers and programme organizers are required
to undergo intensive training on group and office management and disciplines,
credit rules and conditions, accounting, reporting and monitoring system for six
months. The trainees complete their training in 3 phases. They are required to sit
for test after the completion of each assignment. The trainees are terminated if
24
they can not pass the tests in two consecutive chances. In 2000, 21 VOs and 5
P.Os were recruited and provided training.
ii)
In-service Training
In-service training is organized both for village organizers and programme
organizers. The purpose of in-service training is to develop the capability of
staff members so that they can implement the project activities efficiently. Inservice training deals mainly day to day issues, problems, account keeping,
monitoring & reporting, loan supervision and other issues requested by the
participants. Four in-service training courses were organized for 70 V.Os and 18
P.Os in 2000.
6.2.2
Members' Training
Members are provided training on group management, group disciplines, credit
conditions and norms before they are recognized as group members. In addition,
they are provided training on home gardening, poultry and livestock raising.
2,100 group members were provided training on home gardening, poultry and
livestock in the year 2000.
6.2.3
External Training
11 IDF staff members received training on various subjects from PKSF and
AVRDC in 2000. Table 17 shows the details of outside training received by the
IDF staff members.
Table 17: External training by subject and organization
Sl.No.
1.
2.
Subject
Savings & credit Management
Monitoring & Supervision
No.
5
3
Organization
PKSF
’’
3.
4.
Accounting
Literacy
Programme
Management
Summer Tomato Production
Technology
1
1
’’
’’
Venue
VERC, Savar
Gana Unnayan
Prochestra ,
Madaripur
CDF, Dhaka
VERC, Savar
1
AVRDC
BARI, Gazipur
5.
7.0
PLAN AND BUDGET
IDF prepared its 2nd 5-year plan for 2000-2004 in December 1999 through a strategic
planning workshop financed by Sida. Under the framework of this five year plan IDF
prepared annual plan and budget for 2000 through participatory process. The plan for
membership growth loan disbursement, loan repayment, savings mobilization etc. are
done at branch level. Each field worker submits his/her annual plan to branch manager.
25
Branch manager organizes one-day workshop to discuss and review the individual plans
and to prepares annual budget. Once place and budget for the branch is finalized, the
branch manager submits it to head office. All branches, regional and head office are
required to submit their plan and budget of the next year to the Executive Director by
November of the current year.
IDF organizes a 2-day workshop in the 1st week of December where plan and budget of
the individual branches, regional and head offices are discussed and reviewed
thoroughly and finalized by 10 December for submitting it to IDF Governing Body and
General Body for approval. The annual plan and budget of 2001 prepared through
above process are attached with the report (Annex-4 & 5)
8.
REVIEW MEETING
IDF organizes review workshops both at branch and regional levels on regular basis for
reviewing the progress and problems of various project activities. At branch level, the
branch manger conducts the workshop while the village organizers are participants of
the workshop. At regional level, the branch managers, senior officials and the Executive
Director of IDF participate in the review meeting. IDF holds this meeting once in every
month.
9.
AUDIT
IDF established independent Internal Audit Team in 1999 with a view maintains and
improve the quality of work of its Microfinance programme. The Team was formed by
the two experience staff-members of IDF. The Team is responsible to the Executive
Director for its work.
The Team visits the branches, regional and head offices to examine the books of
accounts, various registers loans and savings collection sheet, various ledgers and verify
the ledgers and collection sheets with the records and passbooks of members,
examining the utilization of loans by the members etc.
The Team corrects the mistakes and errors right at the branch if possible. For the
mistakes and errors which are not possible to correct at the branch is given one month
time to correct and report to the Executive Director. For willful minor mistakes,
administrative measures are taken while for misappropriation major action is taken.
As of December 2000, 17 branches and regional office have been audited once while 2
branches were audited twice. The internal audit was found very fruitful tools for
maintaining and improving the quality of work. IDF plans to strengthen the team with
the increase of number of branches in coming years.
26
27
Annex - 1
GENERAL BODY
SPONSORS & LIFE MEMBERS
1.
2.
3.
Prof. Muhammad Yunus
Grameen Bank
Mirpur-2, Dhaka
 : 8011138
Mrs. Mufaweza Khan
108, Kakrail Road
Kakrail, Dhaka
 : 8322586 (O)
Mr. A. K. Fazlul Bari
26, Circular Road
Dhanmondi, Dhaka
 : 9662240 (R)
4.
Mr. Zahirul Alam
House # 08, Road # 07
Block # F, Mirpur-2, Dhaka
 : 9005452 (O)
5.
Mr. Jawher Lal Das
11, Bhagabati Banerjee Road
Wari, Dhaka
 : 9554222 (O)
6.
Prof. H. I. Latifee
Grameen Trust
Mirpur-2, Dhaka
 : 8016319 (O)
7.
Dr. Mahmudul Alam
BIDS, E-17, Agargaon
Sher-e-Bangla Nagar, Dhaka
 : 9113543 (O)
8.
9.
10.
Arct. Maung Than Han
1047 OR Nizam Road
Chittagong
 : 031-656913(RO)
Mr. Zafar Ullah
3/1, Shahjahanpur Govt. Colony
Shahjahanpur, Dhaka
 : 9334355 (R)
Mr. Mahfuzur Rahman
108, West Kafrul
Taltala, Sher-e-Bangla Nagar
Dhaka
 : 323745(R)
11.
Dr. Md. Ismail Chowdhury
Central Clinic (Pvt.) Ltd.
1281/A Baizid Bostami Road
Panchlaish, Chittagong
 : 031-651516(R)
12.
Mr. Shahidul Amin Chowdhury
House # 42, Road # 2, Block # B
Chandgaon R/A, Chittagong
 : 031-671248
13.
Mr. K. M. Ashaduzzaman
Grameen Bank Campus
Mirpur-2, Dhaka
 : 031-652205(O)
14.
Principal Rezaul Kabir
Islamia Degree College
Sadarghat, Chittagong
 : 031-615269
15.
Mr. A.T.M. Nasir Uddin
1/D5 Property Enclave
54, New Eskaton Road
Dhaka
 : 031-611955(O)
16.
Mr. Nurul Alam Chowdhury
House # 4, Lane- # 2, Road # 1
Block # L, Halishahar H/E
Chittagong
 : 031-713352
17.
Mr. Maung Thoi Ching
Ujani Para Kiang Road
Ujani Para, Bandarban
18.
Mr. Ranglai Murang
Chairman
Shoalok Union
Post Office- Shoalok
P.S. & Dist. - Bandarban
28
Annex- 2
List of Members of the Governing Body, 2000
1.
Mr. A.K Fazlul Bari
-
Chairman
2.
Mr. K.M Ashaduzzaman
-
Vice-chairman
3.
Mr. Zahirul Alam
-
General Secretary/Executive Director
4.
Mr. Maung Thoi Ching
-
Joint Secretary
5.
Mr. Rezaul Kabir
-
Treasurer
6.
Mr. Nurul Alam Chowdhury -
Member
7.
Mr. Maung Than Han
Member
-
Annex- 3
IDF REGIONAL AND BRANCH OFFICES
1.
2.
3.
4.
5.
IDF Regional Office
House # 25, Road # 2
Block # B, Chandgaon R/A
Chittagong
 : 031-671248
12.
Bahaddarhat Branch (Urban)
House # 34, Road # 3, Block # B
Chandgaon R/A
Chittagong
13.
Shoalok Branch
P.O. Shoalok
P.S. + Dist. Bandarban
Bandarban
Guimara Branch
P. O. & P.S. Guimara
Khagrachari
14.
Balaghata Branch
C/O. Balaghata Buddist
Anath Ashram
Balaghata, Bandarban
 : 0361- 416
Halishahar Branch
House-10, Road-01
Lane-4, Block-L
P.O. Halishahar Housing Estate
Chittagong
15.
Pahartali Branch
2826, Nahar Monjil
West Nasirabad
(Kacha Rasta Eid-ga)
Pahartali
16.
Manikchari Branch
House # Gha/4 (Beside Mosque)
Khagrachari
17.
Ranirhat Branch
P.O. Thandachari
Via: Raozan
P.S. Rangunia
Chittagong- 4343
Rajbila Branch
P.O. Bangal Haliya
P.S. Rajasthali
Dist. Rangamati
Lama Branch
(Beside Lama Govt. High School)
P.O. + P.S.- Lama
Bandarban
6.
Betbonia Branch
P.O. Bethbonia, P.S. Kawkhali
Rangamati
7.
Rajasthali Branch
P.O. & P.S. Rajasthali
Rangamati
18.
Langadu Branch
P.O+P.S: Langado
Dist: Rangamati
8.
Raikhali Branch
P.O. Raikhali Bazar
P.S. Kaptai
Rangamati
19.
Matiranga Branch
Chowdhury Para
(Miyadhon Member Bari)
Post + P.S- Matiranga
Khagrachari
9.
Baraichari Branch
P.O. Baraichari
P.S. Kaptai
Rangamati
20.
Rajarhat Branch
P.O. Uttar Padua (Jamaddar Tila)
P.S. Rangunia
Chittagong
21.
Ruma Branch
P.O. Ruma
P.S. Ruma
Bandarban
22.
Mohora Branch
Kaptai Connection Road
Chittagong
10.
11.
Rangamati Branch
Plot # 126
Alam Dock yard (Kataltali)
Near Lakers Public School
 : 0351-3353
Khagrachari Branch
Beside District Krira Office
Khagrachari Hill District