content list 1. objective and structure of the...

Content list

1. Objective and structure of the report 2. Economic Justice

2.1 Micro Finance Technical Support Project (MFTSP) 2.2 Micro enterprise cell 2.3 New product 2.4 Support loans 2.5 Integration of sustainable health

3. Social Justice

3.1 Assistance for ID card and voter registration preparation 3.2 Mobilization for free and fair election 3.3 Candidate mobilization 3.4 Election Monitoring and Observation 3.5 Reorganization : consolidation of working area, intervention group formation,

demand and supply side relation 3.6 Partnership of ASF (Acid Survivors Foundation)

4. Education Advocacy 4.1 Multi-Year Plan (2009-2013) 4.2 Reaching Out School Children (ROSC) 4.3 International Literacy Day, 2008

5. SF Evaluation findings and summery 6. SHOUHARDO Phase out and Sustainability and Achievement 7. New project with World Food Program (WFP) 8. Disaster and Accountability in Humanitarian Assistance

8.1 HAP Baseline survey and our actions 8.2 British naval housing advocacy

9. Coastal Renewable Energy Project 10. Promoting Sustainable Coastal Aquaculture in Bangladesh (ProSCAB) Project 11. EquityBD 12. Section 11: Management 13. Boxes

13.1 Box-B: Cyclone Aila in media 13.2 Box-A: A small support inspire the next 13.3 Box- C: Cyclone-proof house have to be built along with cyclone shelter

13.4 Box-D: Forest and hills are disappearing: land grabbles enjoy the blessings of administration in Cox’s Bazar

13.5 Box-1: Beneficiaries demand now served / Chick Rearing Centre now serving the beneficiaries demand

13.6 Box-2: Interest free loan help to repair the home poor SIDR affected families 13.7 Box-3: Primary health service insured is one of the rights of poor 13.8 Box-4: Candidates’ mobilization: A milestone of inspiring the next generation to

practice the democratic culture in Bangladesh 13.9 Box-5: Success of Joorpukur Early Child Development Centre 13.10 Box-6: A success Case of SHANGLAP- IGA 13.11 Box-7: I shall be a teacher like Appa 13.12 Box-8: COAST emergency response in Aila affected area 13.13 Box-9: Support Income Generating Activities as SIDR rehabilitation part 13.14 Box-10: Solar Energy made Zahanara a social leader 13.15 Box-11: Mud Crab Fattening “A potential IGA for coastal poor 13.16 Box-12: Social action for during July 2008 to June 2009 13.17 Box-13: Program coverage by district and program components

14. Annexures 14.1 Microfinance Trend & Sustainability Analysis 14.2 COAST Trust’s RLF Trend Analysis for the year 2008-2009 14.3 Five Years Balance Sheet 14.4 Five Years Income & Expenditure Account 14.5 COAST Trust’s Balance Sheet 5 years Trend Analysis 14.6 Auditor’s Report 14.7 Consolidated Balance Sheet

15. List of Senior Staff Members

Abbreviation AIDS : Acquired Immune Deficiency Syndrome ASF : Acid Survivors Foundation BEC : Bangladesh Election Commission CAPTA : Citizen’s Alliance for Promoting Transparency and Accountability CAMPE : Campaign for Popular Education CARE : Cooperative for Assistance Relief Everywhere CIDA : Canadian International Development Agency COAST : Coastal Association for Social Transformation CRKC : Coastal Rural Knowledge Centre CSO : Civil Society Organization DFID : Department for International Development ECDC : Early Childhood Development Centre EFRRAP : Emergency 2007 Flood Restoration and Rehabilitation Assistance Program EquityBD : Equity and Justice Working Group Bangladesh EWG : Election Working Group FIS : Financial Information System GOB : Government of Bangladesh HAP I : Humanitarian Accountability Partnership International HIV : Human Immunodeficiency Virus ID : Identity Card IDCOL : Infrastructure Development Company Limited IMF : International Monetary Fund MDTF : Multi Donor Trust Fund MF : Micro Finance MFTSP : Micro Finance Technical Support Project MIS : Management Information System NGO : Non Government Organization PgO : Program Organizer PKSF : Pally Karma Shahayak Foundation PO : People’s Organization ProSCAB : Promoting Sustainable Coastal Aquaculture in Bangladesh PRSP : Poverty Reduction Strategy Paper RESCUE : Rehabilitation of SIDR affected coastal fishery, small business and livestock enterprise ROSC : Reaching Out School Children RTI : Right to Information SAHOS : Special Assistance for Housing of SIDR Affected Borrowers SF : Stromme Foundation SHOUHARDO : Strengthening Household Ability to Respond Development Opportunity SST : SANGLAP Support Team TAF : The Asia Foundation VDC : Village Development Committee VGD : Vulnerable Group Development UK : United Kingdom WFP : World Food Program

COAST Annual Report 2009. Page I

1. Executive Summery The Coastal Association for Social Transformation (COAST) Trust, a Non-Government Organization (NGO) which is working for poor of remote coastal areas and small islands in Bangladesh. For very details of the organization you are requested to visit www.coastbd.org. This site keep posted all recent information frequently. This annual report is going to describe the describe all of our activities, nature and style of our work, success cases of program/project, and financial analysis of the organization from July 2008 to June 2009. Economic justice and social justice are the two major sectors of COAST Trust along with other activities. Productive technical assistance, hard core poor program, primary health care etc. are included in Economic Justice. Social justice sector is organized with the components of people’s organization and demand mediation, institutional strengthen of local government, pro active civil society building. This report also described of our humanitarian response; disaster response; coastal renewable energy program; and macro level advocacy; Equity and Justice Working Group, Bangladesh (EquityBD). 1.1 Economic Justice Micro Finance Technical Support Project (MFTSP) is funded by Palli Karma Shahayak Foundation (PKSF) for ensuring the technical support (training, logistic and inputs) to the beneficiaries along with micro credit. Through this program both the income level of beneficiaries and their technical knowledge has been improved. The components of the program are poultry vaccinator, poultry and duck keeper, goat keeper, cow rearing, buck station and vegetables gardening. Total beneficiaries of the project are 24,672. From the learning Bhola, the MFTS program has been expanded to Cox’s Bazar region. For maintaining model chain we have established two rearing centers one is in Burhanuddin and another one is in Kutubdia. For micro enterprise program has been categorized with a different cell in the central office led by a senior coordinator. Seasonal loan product has been introduced in the micro finance program.

After happening of two devastating cyclones named SIDR and AILA the support loan has been distributed to the affected poor people under SAHOS (special assistance for housing of SIDR affected borrowers) and RESCUE (rehabilitation of SIDR affected coastal fishery, small business and livestock enterprise) program. Having the experiences from existing program this year the health program has been expanded another ten (10) branches in Cox’s Bazar region. 1.2 Social Justice (SJ) Social justice division of COAST Trust aiming to build counter leadership from poor at local level who has the capacity for demand mediation, ability to organize local issue-based movement, empowers to challenge any neo-liberal activity or approach. To reach these goals SJ is operating different activities both in staff level and group level. SJ is also act as catalyst for demand mediation in between public agencies and people; strengthening local government institutes (LGI); empower people to get their legal rights; capacity building of LGI; action and awareness on human rights issues; support to protect violence against women and acid throwing; political reform; and enhance capacity of democratic institution. Through the partnership of the Asia Foundation (TAF), CIDA (Canadian International Development Agency), DFID (Department for International Development) and other five bilateral agencies through Election Working Group (EWG) COAST engaged itself in the process of national ID card preparation and voter registration. It worked in 88 Unions under Bhola and Cox’s Bazar districts with the activities of . carrying out awareness campaigns through loud speaker, leaflet distribution, group meeting in ward level etc. to motivate the community people to go to the registration centre to be a voter and get a national ID card. According to the guide line of Bangladesh Election Commission (BEC) we mobilized the community for a free and fair election. A group named CAPTA (Citizen’s alliance for promoting transparency and accountability) in upazila level which contributed to the planning and implementation of civic education for local level

COAST Annual Report 2009. Page II

voters. COAST had a bitter experience that both the major parties Bangladesh Awami League and Bangladesh Nationalist Party raised the question about the non-partisan role of COAST. Then BEC formed a court for hearing whether we were impartial or biased. After a long hearing in the BEC court both the parties withdrawn the allegation against COAST. For election monitoring and observation COAST deployed total no. of 3964 observers on election-day from different places under Bhola and Cox’s Bazar districts. 1.3 Education Advocacy With the financial assistance from Strommee Foundation (SF) the education and advocacy program has been running since 2000 in Cox’s Bazar district. This year the multi-year plan (2009-2013) has been developed through a participatory way. The goal of the multi year plan is “By the end of 2013 total no. of 24171 families of coastal part of Cox’s Bazar district of Bangladesh will enjoy their social and economic rights as citizens through collaborative efforts”. The project of reaching out school children (ROSC) has been continuing in this year with the financial and technical support from directorate of primary education. At present support is provided to 930 schools through foundation and refresher training courses to the teachers. 1.4 Stromme Foundation Evaluation findings and summery SF recently conducted an evaluation at May 2009 through a participatory way. According to the evaluation the achievements of the project are establishment of people’s organization and through this institution the poor people can get their legitimate rights from the government, involving beneficiaries with different income generating projects through credit support, involved poor adolescent girls with different income generating activities. The overall findings came out from the evaluation were no baseline survey, education component has no an exit plan, a few no. of female staff in the senior and mid-level positions the literacy part of SANGLAP has gone haphazardly. According to

the findings the evaluation team had some recommendations and future direction for COAST. 1.5 SHOUHARDO Phase out and Sustainability and Achievement COAST Trust has been implementing the Strengthening Household Ability to Respond to Development Opportunity (SHOUHARDO) program in Pekua and Kutubdia

BOX –A A small support inspire the next Aysha Begum, one of our group members who have been struggling to improve her livelihood through the assistance of COAST. Aysha Begum has received Tk. 30,000 as loan and invests her capital in agriculture activities which is profitably expanding and meeting up their family expenditure along with children educational expenses. But in November 2007, the devastating cyclone SIDR destroyed all their dreams. Aysha Begum living a village (Bhelumia under Bhola district) near the river. The Cyclone SIDR hit that area with velocity of 220 km per hour

(Aysha is separating rice husk) along with 10-15 feet tidal surge that inundated total 80 decimal agricultural land of Aysha Begum and washed away of her total growing cash crops and cattle. In this situation COAST came forward with necessary assistance to Aysha Begum. COAST has provided tk. 3000 as support loan under RESCUE program. This amount has reinvested to resume her agriculture. After two years, now Aysha Begum gradually overcoming all her previous hardship. This year she has harvested more than two metric ton crops and also hopes to produce expected quantity of winter vegetable in upcoming season that will support her to gain a satisfactory financial position.

COAST Annual Report 2009. Page III

upazila under Cox’s Bazar district since 2006 through a partnership with CARE Bangladesh. Under this project total beneficiaries are 7876. COAST has prepared an intensive plan to incorporate the members of project area with micro finance (MF) as an ultra poor program. Already 40% of SHOUHARDO members are

brought under the MF and by December 2009 the target will be reached at least 60%. Minimum 90% beneficiaries of SHOUHARDO will be brought to COAST mainstream programs by next March 2010. 1.6 New project with World Food Program (WFP) The VGD (Vulnerable Group Development) program is the world’s largest development intervention that exclusively targets ultra poor households. The VGD program covers all the Upazila of Bhola district. COAST will provide the support to 19553 ultra poor from 1April 2009 to 31 December 2010. To ensure sustainability of development results and to provide women with opportunities for further improvement of their livelihoods this intervention are being implemented. After phase out of the program the VGD participants are mainstreamed into regular COAST development programs. 1.7 Disaster and Accountability in Humanitarian Assistance COAST got the membership from Humanitarian Accountability Partnership International (HAP I www.hapinternaitonal.org ) on May 2008. For giving the certificate, HAP I conducted a participatory base line survey within our organization from November–December 2008. As per their report COAST’s achievements are remarkable regarding awareness about the human resource policy. As we promised to HAP I, we arranged staff orientation both in central and filed level on April-May 2008 on HAP I principles. An annual work plan has also been developed. 1.8 Coastal Renewable Energy Project The coastal renewable energy project (CREP) has been started its operation since 2004 with the financial support from Infrastructure Development Company Limited (IDCOL) and World Bank. In this year the management has been streamlined the control from the branch levels. The branch is led by the branch manager. Under a branch manager there are 4 -5 Program Organizers (PgO). Some PgOs have been

BOX – B Cyclone Aila in media On 25 May 2009, a shocking cyclone called ‘Aila’ hit over the south and south western part of coastal area in Bangladesh. Cyclone Aila stroke the southern part of Bhola district especially remote char (sand bars) and islands like Dhal Char, Char Kukri Mukri, Char Nizam and Char Motahar along with a huge main land of Charfassion, Manpura and Tazumuddin upazila those were worst victim and inundated by 8-10 meters tidal surge during the cyclone. This cyclone caused the

death of 18 people and completely damaged around 2500 hector of standing crop land, about 1499 km of local roads and 221 km of embankments. After the cyclone Aila, COAST Trust experienced that government was very slow to response in rescuing and rehabilitating the victims. As a social responsibility, COAST Trust has taken some initiatives e.g., mobilization of media to draw the attention of government and international community as well. Electronic media like Channel -1, ntv and Diganta television responded quickly considering the issue as emergency. With the support of COAST Trust, a group of journalist from above mentioned electronic channel were visited the affected area of Bhola and broadcasted the news in every one hour about the sufferings of the people continuously. Finally government gave serious attention to recover the situation considering it as a national priority. Honorable minister and local MPs visited the affected area to observe the real status of disaster. Based on their practical visit, emergency relief and rehabilitation activities started through involvement of the local administration. A group of private initiators also expanded their helping hand to show solidarity towards the Aila victims. COAST Trust is pleased to complete a successful media mobilization which was a perfect advocacy for the Aila victims during the disaster. It brought some satisfactory assistance for the Aila-affected community.

COAST Annual Report 2009. Page IV

provided motorcycle and after that the productivity has been increased. Before providing motor cycle a PgO looked after 50-70 solar home systems. Now a PgO looks after 100-150. This year we quit the business with Rahim Afroz and select InGen Technology Limited as a vendor for supplying panels and batteries. Complaint box has been placed in all the nearest offices of the organization. Total 2977 solar home systems have been installed so far. 1.9 Promoting Sustainable Coastal Aquaculture in Bangladesh (ProSCAB) Project ProSCAB has been started with the partnership of Bangladesh Fisheries Research Forum (BFRF) and DFID on 1st July 2008. Three years is the total duration of the project. The project (Part of Southeast) will cover 20 fisher villages under 11unions of 8 Upazelas in two coastal districts. The selection criteria of the beneficiaries are disadvantaged Hindu jaladas, poor Muslim fishermen, Adivashi and tribal groups (especially Rakhain), households from the poor community. 1.10 EquityBD Equity and Justice Working Group, Bangladesh (EquityBD) is a right-based NGO alliance that envisions a society with equity and justice based on human rights and democratic values. So far, the group organized major campaigns e.g., (i) opposing policy support instrument of IMF, (ii) critical review of PRSP and plea for a sovereign and long-term development planning for the country, (iii) debt cancellation, (iv) awareness raising on the impacts of climate change and claiming compensation and reparation in line with the climate justice, especially during the Bali climate conference, G8 summit in Japan, (v) series media discourse on food sovereignty and climate justice during pre and post budget period, (vi) aid accountability and (vii) protesting involvement of the World Bank in the management of Multi Donor Trust Fund (MDTF) for Bangladesh on the eve of UK Bangladesh climate conference, (viii) campaign for the rights of the climate change induced forced migrants etc.

1.11 Management The new salary structure has been introduced in this year. There are 15 grades in the structure from I-XV. The service length of each position is 25 years. The structure starts from 1500-175-5700 to 18500 -700-35300. During 2008 we purchased the land in Cox’s Bazar (62.5 decimal), in Bhola town (40 decimal), in Charmotahar (13 decimal) and Charkajal (72 decimal). We have also developed five year land purchase plan and according to this plan we will be able to purchase land in all upazela by 2012. We have also renovated the branch office in Burhanuddin along with a moderate guest house. The training courses implemented in this year are foundation course; training of trainers on renewable energy program; communication and training methodology; microfinance

BOX – C

“Cyclone-proof house have to be built alongside with cyclone shelter”

Considering a thematic advocacy issue of coastal livelihood to commemoration the tragic cyclone of 29 April 1991, COAST Trust organizes a national level consultation and seminar in every year since 1992. That cyclone causes the death of around 0.13 million people along with huge fatality and asset

l osses. COAST declared the theme for the year of 2009 is “Cyclone-proof house have to be built alongside with cyclone shelter”. COAST prepared a position paper on mentioned theme and organized a national seminar at national press club on 29 April 2009. The state minister Dr. Hasan Mahmud was present as chief guest while Mr. Rezaul Karim Chowdhury (Executive Director, COAST Trust) has moderated the seminar. The state minister said that he want to see the cyclone-proof house as substitute rather as complementary with existing cyclone shelter. In that case if the wealthy people of respective locality come forward to build such cyclone-proof house that may the best contribution in declining the risk of disaster. He also added that, disaster risk reduction is very important to our livelihood. Thus government will emphasize to prepare a comprehensive and integrated housing policy for our coastal area.

COAST Annual Report 2009. Page V

management; English proficiency course; budget control and finance monitoring; management leadership for learning and changes; training on aquaculture extension; livestock and poultry management; food sovereignty and sustainable agriculture; and grass root advocacy, mobilization, gender and development. In this year we could not completed the review of the programs. The last review was conducted with

external experts in 1999. We could not able to arrange an internal review of our programs for a long term. Thus we could not prepare our long term strategies yet. We could also not streamline our asset management from the branch office to principal office though we have a separate section for asset management. Within in very near future we are planning to do this by enhancing capacity of that section.

BOX –D

Forests and Hills are disappearing: land grabbers enjoy the blessings of administration in Cox’s Bazar

A segment of dishonest employees of the forest department and upazila administration in Cox’sbazar district are bulldozing the hills and destroying hundreds of valuable trees under sadar upazila that endanger the environment. COAST Trust along with other human rights activist, lawyers and environmentalists vowed to legal fight and mass campaign to protect forest and hills which cut by some vested groups in Cox’sbazar.

Bangladesh Environmental Lawyers Association (BELA), Bangladesh Paribesh Andolon (BAPA), Cox’sbazar Bachaon Andolon (Movement of Save the environment), Program for Helpless and Lagged Societies (PHALS), Cox’sbazar district press club, and COAST Trust jointly started a campaign to save the ecology of Cox’sbazar. This campaign has started since February 2007 and continues until the problem will be solved. Press conference, seminar, and human

chain have been organized as a part of campaign both in local and national level. Organizers have given a memorandum to the district administration and send the copy of that to respective ministry. The alliance demanded immediate steps to stop grabbing forest and hills of the coastal areas of Cox’s Bazar to save the ecological environment of the district and remove all the so called signboards of developers. With the constant pressure from the alliance, finally government cancelled the allotment graved by the so called government officials. Recently, the ruling government has withdrawn the cancellation order and re-allocating the settlement to the listed people. COAST Trust along with other human rights activist fighting against the order and organizing strong movement to save the ecology of Cox’sbazar.

COAST Annual Report 2009. Page 1

1. Objective and structure of the report This report aimed to provide an overall picture of the organization for common people. Apart from this, any one is welcome to contact us for any information as we believe in utmost disclosure and transparency. We are going to describe all of our activities, nature and style of our work, success cases of program/project, and financial analysis of the organization through this report. 2. Economic Justice (EJ) EJ division is operating various programs and project funded by different donors including government of Bangladesh (GoB). These will be described in our following discussion. 2.1 Economic Justice Micro Finance Technical Support Project (MFTSP) Micro Finance Technical Support Project (MFTSP) is funded by Palli Karma Shahayak Foundation (PKSF) for ensuring the technical support (training, logistic and inputs) to the beneficiaries along with micro finance. Through this program the income level of beneficiaries has been increased and their technical knowledge has also been improved. Before intervention of this project we only provided beneficiaries the micro credit. As a result the women were unable to utilize the loan money to productive aspect and ultimately they were defaulters after one or two years. But when we incorporated the technical support to the beneficiaries then they have been able to use the money to income generating project as per their choice especially in livestock. Total number of 14 branches has been covered by this project in Bhola Island. Up to June 2009 the major achievement by this project i) total no. of buck station is 36 (each station contains 2-3 bucks), ii) total no. of broiler rearing centre is 38 (each centre contains 300-500 birds in each batch), iii) total no. of model breeder is 30 (each breeder rears 200-250 laying birds), iv) total no. of poultry keeper is 2489 (each keeper rears 15-50 poultry birds), v) total no. of goat keeper is 1532 (each keeper rears 2-5 goats), vi) Total no. of cow rearer is 2650 (each rearer has 1-2 cows), vii) total no. of feed seller is 8, viii) total no. of rice husk hatchery is 13 (each hatchery hatches 200-250 eggs per month), ix) total no. of poultry vaccinator is 30 (each vaccinator vaccinates 400-500 birds and per month income is taka 600-1500 ) and ix) total no. of homestead gardening is 496 (each gardener cultivates at least six varieties of vegetables throughout the year). From the learning of Bhola the MFTS program has been expanded to Cox’s Bazar region under six branches those are implementing the MFTS. For maintaining model chain we have established two rearing centers in Burhanuddin and Kutubdia. In these centre the chick and ducklings are reared for brooding period (8 weeks of age). Then those chicks and ducklings are supplied to beneficiaries for further rearing for getting production. These centres are running with no loss no profit basis. The major learning of the project are i) integration and sustainability of technical support and

productive service, ii) skill development and income increased of the beneficiaries, iii) we have not get more response from the community for increasing the buck station, iv) we have not covered the cattle under the vaccination program though it has a good demand in the beneficiaries level. We are working in the coastal areas. Cyclone is a big threat for smooth operation of micro finance. Moreover, if any cyclone hit the areas then all the government authorities enforced to stop the recovery of loan irrespective of vulnerability. 2.2 Micro enterprise cell Through the credit support from PKSF and Stromme Foundation (SF-a Norwegian development agency) the micro enterprise program has been implementing since 2004 in Bhola and Cox’s Bazar regions. From the beginning of the program the implementation was followed up by the regional program coordinator. But now the program has been expanded to all the branches. So we have created a different cell in the central office with heading by a senior coordinator. The major components of micro enterprise are grocery business (32%), poultry and livestock rearing (31%), agriculture (13%), fishery ( 8%) and rest percentage stands to transport, cottage business, clothing and tailoring. As at the month of June 2009 total borrowers in micro enterprise is 637 and total loan balance is taka 171.57 million. 2.3 New product We introduced some new product in this year under micro finance program. These are broadly called seasonal loan. The loan product will be utilized for the income generation projects of beef fattening, salt production and cultivation of betel leaf. This loan is special type of product rather than normal micro finance. The service charge of the loan is 1% per month as reducing method. The size of the loan varies from 20-150 thousand per beneficiaries. 2.4 Support loans

After happening of two devastating cyclones named SIDR and AILA the support loan has been distributed to the affected poor people as SAHOS (Special Assistance for Housing of SIDR) and RESCUE (rehabilitation of SIDR affected coastal fishery, small business and livestock enterprise). The service charge of the above support loan is respectively 0% and 4% SAHOS and RESCUE had been disbursed for the affected poor people who lost their houses and who lost their income generation projects respectively. We received taka 4 million for SAHOS and taka 36 million for RESCUE from PKSF. We covered 637 borrowers through SAHOS and 3245 borrowers through RESCUE. We have also other types of support loans like emergency flood restoration and rehabilitation assistance program (EFRRAP) and ultra poor support loan. We got taka 2.5 million for EFRRAP and taka 30 million for ultra poor from PKSF. Total no. of 573 and 2363 borrowers received loans from EFRRAP and ultra poor respectively. The


EFRRAP is mainly used for AILA affected borrowers. The service charge of the EFRRAP is 4% and ultra poor loan is 10%. After disbursement of these support loan the credibility and acceptability of COAST has been increased to the beneficiaries and community level. An understanding has been developed in the community that we are also aside them during their crucial problems. 2.5 Integration of sustainable health The program started in firstly in 1998 in the outreach islands with the coverage of 6 branches in outreach island region. After getting the experience from existing program this year it has been expanded another 10 branches in Cox’s Bazar region. Through this program two local poor girls have been selected for health paramedics. They got 6.5 months residential training from a medical institution (Gana Shasthya Kendra). They have been deployed in their locality so that they can do office from their house. Through these paramedics the primary health care support is ensured. Those are i) health awareness building to the lactating and pregnant mothers and under five children, ii) house hold visit where lactating and pregnant mothers and under five children are available, iii) treatment of diarrhea, dysentery, different skin diseases, fever, iv) pregnancy test, v) diabetic test, vi) simple medicines are with them and they sell them with minimum profit, vii) in some cases they maintain the referral system to the upazila or district health complex. The paramedics also implement the family planning program in the coastal areas. They are also being treated as depo holders. This program is now running with the surplus money of progressive micro finance program. At present the program recovers about 40% of total cost. 3. Social Justice (SJ) Social justice division of COAST Trust aiming to build counter leadership from poor at local level who has the capacity for demand mediation, ability to organize local issue-based movement, empowers to challenge any neo-liberal activity or approach. To reach these goals SJ is operating different activities both in staff level and group level. SJ is also act as catalyst for demand mediation in between public agencies and people; strengthening local government institutes (LGI); empower people to get their legal rights; capacity building of LGI; action and awareness on human rights issues; support to protect violence against women and acid throwing; political reform; and enhance capacity of democratic institution. 3.1 Assistance for ID card and voter registration preparation Before 9th Parliament Election COAST got the partnership of the Asia Foundation (TAF), CIDA (Canadian International Development Agency), DFID (Department for International Development) and other five bilateral agencies through Election Working Group (EWG). COAST engaged itself in the process of national ID card preparation and voter registration. It worked in 88 Unions under Bhola and Cox’s Bazar districts. The main activities were i) awareness campaign for community people

through loud speaker for the community people to go to the registration centre to be a voter and to make national ID card, ii) mobilize the people for growing interest to go to the center, iii) working closely with the Commission personnel at the center to help identity gaps and areas of improvement in the entire registration process, iv) providing the logistic support to the centers, v) distribution of local banners/festoons for public display, vi) door to door visit for ensuring the voter registration, vii) conduct community meeting in hard-to-reach areas. 3.2 Mobilization for free and fair election According to the guide line of Bangladesh Election Commission (BEC) we mobilized in the community level for free and fair election. We built up awareness of the people so that nobody can create any unfair means on the Election Day. We formed citizen’s alliance called CAPTA (Citizen’s alliance for promoting transparency and

BOX: 1 Chick Rearing Centre now serving the beneficiaries demand In the COAST program area there are huge opportunities to develop poultry and livestock that will contribute in increasing the beneficiaries’ income. Seeing this context, the MFTS (Micro Finance and Technical Support) program was introduced with the support of PKSF (Palli Karma Sahayak Foundation) in 2003 by which beneficiaries are being capacitated with technical knowledge and increased their earnings.

But problem is found that the limitation of poultry and livestock inputs especially the duckling and chicks that’s suffer our beneficiaries and some time face loss due to unable of keeping the continuity of their activities.

So that COAST has decided and established the duckling and chick rearing centre in his two working area those will be able to ensure necessary input support for our beneficiaries. These centers are now running in full swing with financial sustainability and near about 16,000 chick or duckling is being supplied to beneficiaries every year.

Targeting this chick rearing center there are also develop a poultry chain model that’ comprised with 21 mini hatchery, poultry work and hatching egg producer. The existing 21 mini hatcheries now produce near 40,000 chicks or duckling every year which is one of the successes in coastal area.


accountability) in upazila level which contributed to the planning and implementation of civic education for local level voters. The CAPTA was responsible for promoting transparency and accountability of the candidates. The CAPTA also organized all party candidates meeting, rallies, cultural programs and other programs to ensure the accountability of all levels involved to the people. This alliance also formed the human chains for free and fair election. They also organized the programs for prevention of election violence, giving awareness to women and youth. They also raised the electoral rights and participation of religious and ethnic minorities and disabled persons. For the mass awareness we have had experience a free and fair election and the degree of post-election violence were reduced remarkably. 3.3 Candidate mobilization COAST, as a partner of EWG, carried the major responsibilities for a free, fair and credible election in Cox’s Bazar and Bhola districts. Hence, we communicated with all the candidates of all constituencies of these two districts. We tried to keep all the candidates in a common commitment that they would ensure the free and fair election. The candidates of all parties under these two districts gathered in the same stage. In front of the people they assured that they would ensure the free, fair and credible election. 3.4 Election Monitoring and Observation After getting nomination from BEC COAST learned a bitter experience that both the major parties Bangladesh Awamileague and Bangladesh Nationalist Party raised the question about the non-partisan role of COAST. They formed allegation that COAST is not neutral and should not be engaged for election monitoring. Then BEC formed a court for hearing whether COAST were impartial or biased. After a long hearing in the BEC court both the parties withdrawn the allegation against COAST. For election monitoring and observation COAST deployed total no. of 3964 election-day observers from the different places of Bhola and Cox’s Bazar districts. The observers received two days training according to BEC guide line. All the observers were supplied the accreditation cards from the district election authority. We are pleased to manage the cards for all the observers. There was a plan to give the comprehensive support to all the booths of two districts. COAST also made partnership with 15 local organizations for election monitoring. COAST gave a circular in the local papers about relevant information of partners, observers, candidates and respective officials of COAST Trust. We had to drop some observers after getting allegation from different candidates. After completion of the election in the evening of that day EWG organized a press conference where COAST took over the leading. Our colleagues sent the photos from different corners of the districts which were shown in the press conference. After our statement in that day EWG declared that the election happened with free and fair mood all over the Bangladesh.

3.5 Reorganization: consolidation of working area, intervention group formation, demand and supply side relation In this year the social justice section has been reorganized. Another root level tire has been developed by appointing 20 volunteers in 20 model union parishad (UP). Total no. of 180 intervention groups have been formed in each ward in the 20 model UP with the participation of local level civil societies and other stakeholders. The activities of model UPs have been consolidated in respect of keeping quality and intensive support. After consolidation of the work in the areas we give more concentration for better result. The intervention group is working to improve the relationship between demand and supply sides. Our people’s organizations of intervention groups are more active for claiming their legitimate demand from the local government resources and from other public service providers. Major achievements up to June 2009 are i) memorandum of understanding with 20 model Ups, ii)

BOX : 2 Interest-free loan help to repair the home of SIDR affected poor families

Sufia Begum is a house wife. She lives in Vadrapara in Dhal char island under Charfassion upazila. Her family status is very poor. Her husband Mofizur Rahman is a small shopkeeper. Basically they lives hand to mouth. Sufia Begum is a group member of COAST Dhal char branch. She had received loan from COAST Micro Finance program to run their business. She had only small house where she lives with her family. Even she has no other way without allowing guest to stay in that small house.

Cyclone SIDR damaged their small house. Sufia had no means to repair or reconstruct a new house with her very low income. In this situation COAST has provided interest free loan for Sufia under SAHOS (Special Assistance for Housing of SIDR affected Borrowers) program which was support her to repair her house. By this money Sufia has repair her house and paying the loan as weekly installment. COAST also provided such type of loan more than 3000 SIDR affected beneficiaries of remote char islands.


ward based 180 meetings for taxation, iii) conducted 180 sessions for open budget for the financial year of 2008-2009 in model unions, iv) preparation of 20 model union parishad annual reports, v) observation of world human right day in Bhola and Cox’s Bazar district towns, vi) observation of world rural women day in all the upazilas of both district vii) election conducted 180 union people’s organizations of intervention group and in each group there are 25 members, viii) two meetings have been held with the participation of local government electoral bodies and people’s organization, ix) priority setting in 10 UPs planning and finalization of work list, x) performed human chain in Bhola town to protect the climate change effects. The major learning in this year are: i) accountability and transparency of UPs has been developed, ii) developed inter-relation among UP, people’s organization and intervention groups, iii) most of the people has given their valuable opinions in the open taxation sessions, iv) we failed to arrange the learning-tour of the chairmen to India which was mentioned, v) some chairmen of model UPs

were not enough efficient for implementation of package assignments. 3.6 Partnership of ASF (Acid Survivors Foundation) A memorandum of understanding (MoU) has been made on 18 February 2009 for next three years between ASF and COAST. This agreement aiming for the rehabilitation of the acid survivors and reduce acid violence almost in zero level by 2015. The ASF activities are being implemented in Bhola Island. The main objectives of the project are i) to mainstreaming acid survivors within the society (having access to health, education, economic and social reintegration) ii) to develop an effective mechanism to prevent the cause and effect of acid violence. Before partnership with ASF, COAST has been working with the acid survivors since 1998 in Bhola and Cox’s Bazar districts. This project has also some thematic areas like, i) prevention-reduction of number and (medical, psychological, legal, social, economic) effects of acid and other forms of burn violence, ii) medical-assistance to victims/survivors of acid and other burn violence ensuring better access to prompt and effective burn management, including psychological support, iii) legal-assistance to victim/survivors of acid and other burn violence and their families for better access to legal justice and iv) social reintegration- assistance to victim/survivors of acid and other violence with supported for social and economic reintegration into mainstream. The main activities that we performed by the period of June 2009 are i) one sectoral meeting with the participation of deputy commissioner, civil surgeon and other health officials, district social welfare official, district women affairs officer, court officials, police authority and journalists, ii) one workshop with local journalist with participation of all electronic media, all district level journalist of national and local level dailies, iii) one community meeting with the participation of union parishad chairmen and members, local journalist, school/madrasha teachers, health worker/village doctor, mosque imam and other religious leaders, community people and local NGO representatives, iv) formed one pressure group with the involvement of business men, doctor, lawyer, local journalist, religious leaders, NGO representative, teachers / professors / educationist, acid victim, vi) three meetings with the pressure group and six meetings with community people and vii) provided support to two acid victims. 4. Education Advocacy 4.1 Multi-Year Plan (2009-2013) With the financial assistance from SF the education and advocacy program has been running since 2000 in Cox’s Bazar district. This year the multi-year plan (2009-2013) has been developed through a participatory way. The goal of the multi year plan is “By the end of 2013 total no. of 24171 families of coastal part of Cox’s Bazar district of Bangladesh will enjoy their social and economic rights as citizens through collaborative efforts”. The objectives/purpose of the multi-year plan are i) 24000 children will access to basic education with the support

BOX : 3 Primary health service insured is one of the rights of poor. This is one of the core values of COAST development philosophy to integrate the right based approach with Micro Finance program. In giving the sense of implementing these values, COAST has been introduced the primary health service in remote program areas where government services are not available.

COAST has developed 11 no of trained paramedics those are deployed in different chars and islands. These paramedics provide primary health care service for members with a minimum fee. Dhal char is one of the small islands in Charfassion. It situated in southern side of Bhola district and near about two thousands five hundreds family lives in this char. Most of the families of this char are hard core poor and vulnerable in case of disaster and health service. Due to scarcity of government health service, COAST has been providing primary health service along with Micro Finance program. There are four paramedics working in this area and they are equipped with primary health care instrument & medicine. The health services are house hold visit, family planning service, Pre & Post delivery service and awareness on PHC etc.


from the community and from the education authority, ii) 10000 poor adolescent girls will have empowered economically and socially through 400 SANGLAP (conversation) centers in remote coastal areas, iii) 400 dropped out and poor meritorious girls will get readmission to the high school for getting SSC (Secondary School Certificate) level education. Our achievement till June 2009 i) 69 early childhood development centre have been established with 1629 no. of learners where 1565 no. have been enrolled to the formal primary schools which stands to 96%, ii) 69 school management committees have been formed and they played active role for the improvement of the schools for ensuring education atmosphere, iii) 38 SANGLAP centers have been supported where 857 no. of poor adolescent girls empowered, iv) 38 SANGLAP support team (SST) formed and they were active for keeping regularities of the centers, v) 690 adolescent girls got the training on poultry and livestock rearing and 520 girls are continuing their income generating projects, vi) 50 dropped out girls have been supported for back to school for better education. In this year we have a bitter learning that still now we have not got the fund from development partner. As a result most of the components for 2009 we could not achieved. 4.2 Reaching Out School Children (ROSC)

The project of reaching out school children has been continuing in this year with the financial and technical support from directorate of primary education. COAST has been implementing the project in Charfession upzila under Bhola district and and Noakhali sadar upazila under Noakhali district. At present total no. of 930 schools are provided support through foundation and refresher training courses to the teachers. Total learners of those schools are 23250. The major achievements up to June 2009 are i) 257 teachers received the foundation training, ii) 884 teachers received the refresher course, iii) 715 teachers participated teachers group meeting, iv) 75 teachers got subject based refresher training (on English and Mathematics) and v) 925 schools have been provided academic supervision. 4.3 International Literacy Day, 2008 Every year we observed the international literacy day with the financial and technical support from CAMPE (Campaign for Popular Education). The international literacy day had been observed on 8th September 2008 at Adinath government primary school in Moheshkhali upzila under Cox’s Bazar district. The main theme of the day was “Literacy is key to good health and well being”. From the different level of stakeholders participated in the programs. Among them school students, teachers, guardians, chairman members of school management committee, local civil societies, government officials, representatives of local government and non-government organizations participated. The main components of the program were rally, discussion meeting,

drawing competition, hand-writing competition and prize distribution. The program could get the attention of the community and the students of the school were motivated. 5. Stromme Foundation Evaluation findings and summery As per role of SF, the project is evaluated every two years. According to this connection this project was evaluated two times. One was in 2003 and another one is 2006. The recent evaluation has been conducted during May 2009

BOX : 4 Candidates’ mobilization: A milestone of inspiring the next generation to practice the democratic culture in Bangladesh Election Working Group (EWG) is an alliance of 33 NGOs in Bangladesh that involved in election monitoring. COAST as a part of EWG mobilized the candidates in the 9th national parliamentary election in its working area and monitored the electoral process in eight constituencies in Bhola and Cox’s Bazar district. As a part of the candidate mobilization COAST has formed a Civil Society Alliance (CSA) comprise with different non partisan local NGOs, civil society group and professionals under the banner of Nirapekkha Nirbachaner Sharthe Nagorik Samaj (Alliance of civil society for free and fair election) in Bhola and Cox's Bazar district.

This CSA has organized a series of meeting titled “Election with amity and to develop accountability” to ensure a free and fair national parliament election, 2008 in Bhola and Cox’sbazar districts. All the candidates and interested persons were participated in these meetings in respective area. Contesting candidates were pledged to work together to establish a harmonious society and to create a voter-friendly environment for casting the vote freely and fairly. Besides they committed for the development of their constituency. They also promised to help the district administration for ensuring the law and order during and after election. Presence of all candidates before election in a same platform and explain their future plan for development of own constituency, was a milestone which inspired the next generation to practice the democratic culture in the country.

In first round of the meeting all the candidates has explained their future plan in public considering the parliament election. In second round, there was an open session for questioning the candidates regarding their commitment. The candidates answered the different questions. Finally it has turned as mutual commitment that, if any one will come out as a parliament member will work together for development of their constituency.


through a participatory approach. This evaluation covers the period of 2006-2008. The evaluation has been arranged with a view to review progress, assess relevance and effectiveness of the project activities and strategies, determine effects and impacts of each component, and identify the overall strengths and weaknesses of the project and future scope of improvement. The achievements of the project are establishment of people’s organization and through this institution the poor people can get their legitimate rights from the government, credit support to the groups, involving beneficiaries with different income generating projects, involved poor adolescent girls with different income generating activities for increasing their income level and to be more empowered and participated in the family decision making process. The early childhood development centre with the children between the age of 4-5 is a good initiatives and also it an appreciable and a unique intervention for incorporation of the secular education to main stream

education through maktab/mosque. There is a good sign as the project has been expended to other coastal district of Patuakhali and it also reached to the most remote outreach areas for the operation of its project components. The overall findings came out from the evaluation were i) no baseline and process for effects and impacts monitoring, as a result COAST could not show empirically the changes or improvement in the livelihood of the target people, ii) education component has no phase out plan with relatively long-term funding commitment from SF, iii) a few no. of female staff in the senior and mid-level positions, iv) no such system and initiative to assess the progress of the groups toward critical awareness, empowerment, and social involvement, v) the loan monitoring and supervision system is not properly built-up and the existing loan products are not meeting the needs of the group members, vi) loan is realized of a disappeared borrower from other members of the group instead of showing it as loan loss, vii) the cash flow management in microfinance operation is found weak, viii) the branch and regional offices are not equipped enough with strong financial information system (FIS) and management information system (MIS), ix) back to school program is not very impressive, x) the component doesn’t promote real quality education in primary school, x) the literacy part of SANGLAP has gone haphazardly and in some areas, this part of SANGLAP was dropped, where in some other area that was replaced by prolonging the awareness part, xi) monitoring and reporting of the education component needs to be more comprehensive. According to the findings the evaluation team provided some recommendations and future direction for COAST. Those are i) consolidation and integration between microfinance and education components to gain efficiency and effectiveness, ii) develop house hold level base line reporting system for micro finance and education programs, iii) formulate long-term exit plan at least for the education component, iv) promote or employ female staff in the senior and mid level positions, v) intensification of group monitoring, loanee selection process, loan proposal and processing, loan investment by the group members, loan repayment, monitoring the income generating projects of loanee, v) introducing weekly cash flow forecasting system by the program organizers and as a whole by the branch offices, vi) considering the success and impact of this intervention, CAOST and SF can think of scaling up the early childhood development program, vii) the back school program should be dropped, viii) revise the strategy of quality education to play more active roles by the teachers, school management committee and parents and teachers association, viii) appropriate systems for right selection of adolescents and animators, ix) conduct feasibility study on income generating activities training for adolescents, x) improve the monitoring tools with qualitative and quantitative indicators to monitor quality of the education intervention. COAST has taken the findings and recommendation from evaluation team positively and has developed an action

BOX : 5 Success of Joorpukur Early Child Development Centre Since 2003, COAST has been facilitating a school program named Early Child Development Center (ECDC) in Cox’s Bazar district. ECDC is a one year program run for the children aged less than 4-5 year and aiming to make them capable to get admission easily in the primary school. In this year (2009) COAST Trust is operating 35 centers in Cox’s Bazar district. There are 30 learners in each ECDC who took entry in their learning at January and get exit by December. Joorpukur ECDC is one of those that loc

ated at Debangapara village in Maheshkahli Upazila (Sub-district). Already thirty (30) learners have been admitted in the Joorpukur ECDC. For interest of parents, additional 4/5 learners also attend the centre regularly. Facilitator Miss Bina Shorma also takes special care of them besides the regular learners for satisfaction of local community. Attendance of extra learners is a common scenario in every ECDC. Most of the learners of Joorpukur ECDC can speak and write both Bengali and English alphabet. They know how to count from 1-10 and they can read and write of those, too. Some learners know how to write their name and tell rhyme and sing a song. Most of the learners know drawing. Shimul, a learner of ECDC, is writing alphabet without difficulty (see the picture).


plan and sent to SF for implementation of the recommendations accordingly

. 6. SHOUHARDO (Strengthening Household Ability to Respond Development Opportunity) Phase out and Sustainability and Achievement COAST Trust has been implementing the SHOUHARDO program in Pekua and Kutubdia upazila under Cox’s Bazar district since 2006 through a partnership with CARE Bangladesh. SHOUHARDO is the largest program working in food security and it is funded by USAID and Government of Bangladesh (GoB). Under this project total beneficiaries is 7876. All the development initiatives have been operating under SHOUHARDO program that is going to be phased out by February 2010. In this context we have some questions about the fate of the project and beneficiaries. What is next? Will these remarkable initiatives close after phasing

out the program? Or what is the strategy to find a sustainable way to continue this program? Keeping the above questions in mind COAST has taken following initiatives to support the communities to run those efforts. COAST has prepared an intensive plan to incorporate the members of project area with micro finance (MF) as an ultra poor program. Here the micro finance will be more relaxed in respect of recovery pattern and savings deposition. It will support the communities to access in the financial services and make habituated with savings and keep continuation of their income for strengthening their capacity level and livelihood pattern. Already 40% of SHOUHARDO members are brought under the MF and by December 2009 the target will be reached at least 60%. Minimum 90% beneficiaries of SHOUHARDO will be brought to COAST mainstream programs by next March 2010. For supporting the income generation activities to members, COAST has already set up one chick rearing centers and six numbers of poultry hatchery and six para-vets in the working area. This is one of the core values to integrate the right based approach of COAST development philosophy. In giving the sense of implementing this values, six paramedics are developed those will provide primary health care service for COAST SHOUHARDO members with a minimum fee, existing VDC (Village Development Committee) will be transform and integrated as a People’s Organization (PO) with more proactive role in accessing the local public resources and mobilization against social violence and discriminations. Enhancing educational opportunity of children of poor members COAST will run the Coastal Rural Knowledge Centre (CRKC) with no loss and no profit basis. From this centre, 96 girls and 60 boys have got the computer skill and knowledge since beginning of its operation. A nominal fee has been introduced for computer learners which will cover the operational cost. The plan is chalked out to run the ECDC (Early childhood development centre) through mobilizing community fund, because they already shown their keen interest on this initiatives. From July 2008 to June 2009 the major achievements of the project are i) one alliance through engagement of fishermen has been formed, ii) 6638 beneficiaries got the training and suggestions from government service providers, iii) 1389 beneficiaries got the comprehensive homestead development support, iv) fisheries inputs given to 916, v) 1205 households are practicing improved agriculture productions, vi) 1471 families received water sealed latrines and they are using these, vii) seven community has been brought under full sanitation, viii) 225 adolescent girls have received the life skill and reproductive training, ix) eight committees each for education standing committee, school management committee and parents-teachers associations, x) 190 volunteers got the training on disaster preparedness and response.

BOX : 6 Khing Khing’s aim to help more her family

Khing Khing Cha is one of the learners of COAST Sanglap program. Khing Khing is a member of tribal poor family who living in Teknaf upazila. She has taken admission in Sanglap literacy program and completed nine

month course on basic literacy and three month course on IGA especially tailoring and poultry rearing activities. After completion this course Khing Khing has shown her keen interest to poultry rearing and received tk. 4000 from COAST Sanglap credit fund. By this amount she started her activities through purchasing 20 poultry birds and at the six month she has getting profit which is near about tk 600 per month. This profit is coming from selling egg and chicken that’s made Khing Khing very easy to pay bake her loan along with supporting her poor family . Seeing this income Khing Khing is very happy and hoping to expend her poultry rearing activities as much as possible in future.


7. New project with World Food Program (WFP) The VGD (Vulnerable Group Development) program is the world’s largest development intervention that exclusively targets ultra poor households. COAST made an agreement with WFP for the implementation of VGD program in all the Upazila of Bhola district. COAST will provide the support to 19553 ultra poor from 1st April 2009 to 31st December 2010. To ensure sustainability of development results and to provide women with opportunities to further improvement of their livelihoods this intervention are being implemented. After phase out of the program the VGD participants are mainstreamed into regular COAST development programs.

The development support services include training support to the beneficiaries. The training will be provided to the households with two dimensions. One is life skill development training and another is income generating skill development training. The life skill development training categorizes a) natural disasters and HIV/AIDS prevention, b) personal hygiene and cleanliness, c) mother and child health, food and nutrition and d) women empowerment. The types of income generating skill development training are: a) goat and cow rearing, b) vegetable gardening, c) poultry rearing and d) entrepreneurship development training. The training will be conducted by COAST staff. Union parishad office, primary school, cyclone shelters will be training venues, ii) weekly basis savings collection with the amount of taka 8-10 from the VGD members is implemented. The accumulated amount is deposited in separate bank accounts. The savings deposition of each member is compulsory. On the other hand, at any time any VGD member can withdraw the deposited money for her household necessary, iii) access to micro finance of VGD members is also another intervention by COAST. After providing income generating skill development training the credit support will be started for the VGD members at least 60% of total beneficiaries. The loan size will vary from taka 2000/- to 4000/-. Credit program will be run according to the rules of COAST micro finance program. The major achievements up to June 2009 are i) 73 staff have been recruited, ii) training to a batch of staff, iii) 15560 beneficiaries have been identified, iv) 13219 beneficiaries got life skill training and they have been visited. 8. Disaster and Accountability in Humanitarian Assistance 8.1 HAP Baseline Survey and Our Initiatives After review of our different policies and documents Humanitarian Accountability Partnership International (HAP I www.hapinternaitonal.org ) have given us the membership on May 2008. We had to pass a process for to do so. After getting the membership HAP I showed their interest to provide us the certificate on humanitarian assistance. In this view, they conducted a participatory base line survey within our organization from November to December, 2008. For completion the survey they have visited our program areas, interviewed to our beneficiaries, stakeholders, arranged workshop with field staff and senior staff at Dhaka office. The survey report included both the achievement and non-achievement of COAST and also what not achieved in accordance to compliance with HAP Principles of Accountably and six benchmarks of HAP standards and their recommendations. As per their report COAST achieved i) a remarkable level of awareness on human resource policy. The human resource policy also outlined the minimum acceptable index from Program Organizer to Executive Director level, the review of human resource policy included a participatory way involving the front line staff to senior level, ii) according to HAP I membership commitment during April/May 2008 staff at Dhaka and field level were

BOX: 7 I would like to be a teacher like Appa ROSC (Reaching Out of School Children) creates opportunity of primary education for the children those who are out of schooling facilities even dropping out. This title of this education system is Ananda School (means reading with joy). Basically Ananda School is a learning center and very much different from primary school where all educational materials are being provided as free of cost. In the COAST working area there are many remote and char island exist

where children are over six years but they are not going to the primary school due to communication backwardness and distance. Considering the scenario Government has introduce the Annada school program where COAST has been facilitating this program in its working area and total 940 schools are running and at least 32900 aged children are going to the schools regularly to study. Miss Mukta is one of the learners among the children while she didn’t used to go to the school in previous. After establishment of Annada School she is now going to school and reading in class five. She said, before going to school I was engrossed myself with fishing with my father, but now I have understand the importance of education and will continue my study and I would like to be a teacher like Appa (meant the concern lady teacher).


orientated on HAP I principles and annual work plan has been developed, iii) majority of the staff were aware and practiced the professional standard which is maintained in the organization. Among them the understanding level of female staff is higher than male staff, iv) the promotion process from front line staff to higher level has been working well, v) the appraisal process has captured both positive and negative aspects as well as ways of improvement from colleagues and supervisor and also staff has a good idea of appraisal process, vi) COAST is always trying to set an environment as a leaning organization, over the last few years it has put may management systems in place for improvement, Deputy Director and Head-Human Resource Management continue the meeting with old and new staff respectively. Whenever they visit the field, there is a process of exit interview which has scope to improve the management style and approach, vii) approval of new projects, policies, budgets, and the strategic plan is undertaken by the trustees, COAST prepares annual plan and budget in a participatory way by October of each year which needs to be approved by board

of trustee in December. The annual plan of operation is the guiding document and it sets out goals and targets per region/ Project and Sector, including activity plans. The followings are the limitation of COAST according to the survey report i) there is no documented humanitarian accountability framework referring to all relevant internal and external accountability and quality standards, ii) selection criteria of beneficiaries for micro finance is clear to stakeholders but there is no clarification of selection criteria of beneficiaries for disaster response, iii) there is no evidence that COAST consulted beneficiaries or partners about appropriate ways to handle complaints generically or per context, COAST does not have a documented complaints handing procedure in place, there is no process in place to raise awareness of beneficiaries or implementing partners on how they can complain, complaints received have been handled but not according to stated procedures, iv) COAST has not yet developed the information disclosure policy and based on this policy the people can get the information from different offices of COAST. According to the recommendation COAST has developed information disclosure policy according to the right to information (RTI) act 2009 recently adopted by Bangladesh Govt. COAST has also developed humanitarian accountability framework and complaint response mechanism. These three documents have been developed through a participatory way involving beneficiaries to senior level staff. During the process the comments have also been taken from HAP I. These documents will be finalized after sharing again with HAP I when executive director will be available in Switzerland during in the month of October 2009. COAST has an active role in the process of HAP peer support group (organizations which are promoting HAP standards in to practice at their own organizations in Bangladesh), encouraging credible organization to get membership with HAP and on a vision to facilitate accountability to the organizations to which COAST have alliance or partnership. 8.2 British naval housing advocacy After a long discussion with DFID, British Naval Force (As a part of their social work during holidays) and Manusher Jonno Foundation we got taka 0.54 million from British Naval Force to build a cyclone-proof house in Kutubdia Upazila under Cox’s Bazar district. The size of the house is 360 square feet. The house contains two rooms, one kitchen, one bathroom and one baranda. At least 30 people can be accommodated in the house during cyclone. The place and owner of the house have been selected through the involvement of local community and local government elected representatives. The selection criteria were an assessment of vulnerability, poorest of the poor, extremely helpless etc. Through maintaining these criteria Ms. Raju Bala was selected as the receiver of the house. The house is one storied building and it has been built on 8 feet height pillar so that the cyclone water surge

BOX : 8 COAST emergency response in Aila affected area A cyclone called Aila was stroked in 25th May 2009 in the southern coastal areas especially over the districts of Bhola, Patuakhali, Barisal, Barguna, Pirojpur, Khulna and Shatkhira. This was a devastating cyclone of this year considering the wind velocity of 100-120 km/hr and caused of 3 people death along with huge national asset loss. Among the districts Bhola also worst affected especially remote char islands of COAST working area. According to the primary assessment of COAST there are 8,200 families have lost their home and earning assets. COAST has taken some immediate relief and rehabilitation programs for the affected people especially for the poor families in these char areas

COAST has distributed 1250 packet relief such as Dalchar 600 packet, Char Nizam 200 packet, Char Patila 150 packet, Char Madraz 210 packet and Aslampur 90 packet to affected people within 24 hours of Aila. These relief packets included with rice, potato, salt, Soya bin oil, candle, biscuit, lentil and oral saline. Apart from these COAST has implemented the Cash for work, drainage out the water logging, construction and repairing the damage roads and culverts from own fund those were inductive to resume the livelihood options.


can pass under the house and that will not affect the house. On the date of hand over the house, there was a grand gathering in Kutubdia Upzila. Representatives of British Naval Force, DFID, Manusher Jonno Foundation, Upzila Nirbahia Officer and other officials of Kutubdia Upzila, local chairman and members of UP and community people were presented the meeting. At the end of the meeting they handed over the house to Ms. Raju Bala. 9. Coastal Renewable Energy Project (CREP) CREP has started its operation since 2004 with the financial support from Infrastructure Development Company Limited (IDCOL) and World Bank. Initially it covered in a limited area of Bhola, Cox’s Bazar and Patuakhali districts. During 2008 the project has been expanded in the areas of greater Noakhali. Project also had been expanded during this year vertically. The package has been reviewed two times to increase the clients with competitive price. The management has been streamlined controlling from the branch levels. Branch managers are directly involved to operate the program. Under one branch manager there are 4-5 Program Organizers (PgO). Organization provided motorbike to some PgOs that increase the output of the program. Before providing motor cycle one PgO looked after 50-70 solar home systems. Now one PgO looks after 100-150. Thus we seized the opportunity to withdraw some staffs and placed them in new areas. This year we quit working with Rahim Afroz and selected InGen Technology Limited as a vendor for supplying panels and batteries. Complaint box has been placed in all the nearest offices of the organization. Up to June 2009 the achievements are i) 2977 solar home systems have been installed ii) total outstanding balance of loan is BDT 37.97 million, iii) total investment of loan loss provision is BDT 2.7 million, iii) total capital of the project is BDT 0.85 million, iv) total payable to IDCOL is BDT 27.98 million which interest rate is 6%, v) total overdue is BDT 4.4 million. In this program the overdue can not be checked during the year. We could not expand according to our business plan due lack of funding.

10. Promoting Sustainable Coastal Aquaculture in

Bangladesh (ProSCAB) Project Through the partnership of Bangladesh Fisheries Research Forum (BFRF) and DFID ProSCAB has been started on 1 July 2008. The duration of the project is July 2008 to June 2011. The project (Part of Southeast) will cover 20 fisher villages under 11unions of 8 Upazilas in two coastal districts.The upazilas are Teknaf, Cox’s Bazar sadar, Moheshkhali, Pekua and Kutubdia under Cox’s Bazar and Banshkhali and Anwara under Chittagong districts. The selection criteria of the beneficiaries are disadvantaged Hindu jaladas, poor Muslim fishermen, Adivashi and tribal groups (especially Rakhain), households from the poor community. The selection process has been completed through participatory process. The main objectives of the project are i) group formation, mobilization and awareness development, group meeting,

providing group members training on technology, ii) ensuring stakeholders’ involvement for adding value chain of the products, iii) assisting enterprise development and marketing of products, iv) ensuring democratic election process for the selection of focal persons of the

occupational groups, v) providing the follow up technical and logistic supports to the occupational groups and secondary groups and vi) arranging the exposure visit with the involvement of other partners of the project. The

BOX : 9 Support Income Generating Activities as SIDR rehabilitation part Cyclone SIDR that hit the country on 15th November 2007 caused huge damage in the southern coastal areas especially in the districts of Patuakhali, Barisal, Barguna, Bhola and Pirojpur. That was a devastating cyclone of the century considering the wind velocity of 220-240 km/hr and caused death of 3,400 people along with 3 billion of national asset loss. Among the districts Bhola was worst affected area especially remote char islands of COAST working area. According to the primary assessment of COAST, there were 7,000 families lost their home and assets. COAST had respond with immediate relief and rehabilitation programs for affected people especially for the poor families in those char areas.

COAST has undertaken a rehabilitation program with support of SF (Stromme Foundation) that was mainly emphasis to restoration of livelihood through cash for work, IGA input supply and ensuring water and sanitation services. Nasima Begum was one of the hard core poor living in the Char Motahar with her six members’ family and affected badly by SIDR. She lost all of her household asset including fishing boat and net. In this situation Nasima Begum has provided a goat from COAST Trust as IGA inputs under the SIDR rehabilitation program in last December 2008. She has nursing this goat with very carefully and after three month this goat has given tow kids. These kids have been growing up and now its market price is stand near 3000 taka. In this regard, Nasima Begum said in her reaction that, “I have now owner of the asset of taka 5000 at least and didn’t have any previous idea about the profit of goat rearing”. So my proposal is everybody should rear the goat for reducing their poverty.


occupational themes of the project are crab fattening, seaweed culture, mollusc culture, fish icing and fish drying. Total beneficiaries coverage among these technologies is 680. Each primary partner will motivate another 4 community households to practice the technology through the facilitation of COAST. Then 2720 beneficiaries will be covered as secondary partners for the adaptation of the occupational themes. By the end of June 2009 the achievements of the project are i) conducted one inception workshop where 75 participants from the government, project, beneficiary, journalist and other stakeholder levels were present, ii) 510 beneficiaries have been selected and 34 occupational group have been formed, iii) total 98 meetings with the participation of beneficiaries arranged, iv) 349 male and 146 female were provided training on crab fattening, seaweed culture, mollusk culture, fish icing and fish drying, v) after the training the inputs of related technology have been supplied to the beneficiaries. The major constrain of the program is not getting fund in due time. On the other hand BFRF can not arrange the technical staff training for staff development. 11. EquityBD Equity and Justice Working Group, Bangladesh (EquityBD) is a right-based NGO alliance that envisions a society with equity and justice based on human rights and democratic values. Its mission is to promote research, debate and campaign for policy and practice changes.. Since its establishment in August 2007 EquityBD has been working for a sustainable and credible civil/people society movement in local and national level. EquityBD believes that, it should have a wider constituency in countrywide and also in abroad, with varieties of categories so that as much as possible committed people will be accommodated, it is also needed to influence as much as possible in effective manner in view of its vision and mission. The major strategies of EquityBD’s work are: a) positive engagement with national government and global institutions, b) study on policy issues and dissemination to sensitize relevant stakeholders, c) sensitizing youths on the values of equity, justice, democracy and human rights, d) promoting local level activism and volunteerism So far, the group organized major campaigns like; (i) opposing policy support instrument of IMF, (ii) critical review of PRSP and plea for a sovereign and long-term development planning for the country, (iii) debt cancellation, (iv) awareness raising on the impacts of climate change and claiming compensation and reparation in line with the climate justice, especially during the Bali climate conference, G8 summit in Japan, (v) series media discourse on food sovereignty and climate justice during pre and post budget period, (vi) aid accountability and (v) protesting involvement of the World Bank in the management of Multi Donor Trust Fund (MDTF) for Bangladesh on the eve of UK Bangladesh climate conference, (iv) campaign for the rights of the climate change induced forced migrants etc.

In all these campaign, development of policy brief, seminar with the NGO/CSOs (Civil Society Organization) and policy makers, press briefing, human chain in the street etc. were the major events. All these campaigns got wider media coverage both in national and international level. EquityBD regularly produces policy papers, study reports, educational materials and analyses on the key issues facing the developing countries in relation to multilateral discussion and negotiation. For macro level policy influencing and micro level practice changes EquityBD regularly produces policy papers, study reports and analyses on the key issues facing the developing countries in relation to multilateral discussion and negotiation. Considering past experiences and vision of building ‘credible and sustainable civil society movement’ the group takes up following policies for implementation, especially in establishing institutional structure .

BOX : 10 Solar Energy made Zahanara a social leader Zahanara Bibi, wife of Mr. Lal Mian is living at Char Kukri Mukri union in Charfassion Upazila of Bhola districts. She used only kerosene lamp for her domestic work. Black smoke of kerosene lamp makes smoky inside of her house which was very unhygienic, even she didn’t have any opportunity for entertainment during leisure time.

In this situation COAST motivated her and provide a Solar Home System (SHS) capacity of 40 watts. This SHS is now providing three tube lights, one television and mobile charging facilities. According to comment of Zahanara, her children are now able to study at night at least two or three hours due to using the SHS energy which was impossible in previous. She hopes that this facility will make her children doing good result in future. The SHS also save her fuel cost (at least 20-30% per month) alongside in keeping the homestead environment in a clean and hygienic. Zahanara Begum said that the SHS gives her a social status because many people especially women and children come at her house to enjoy the television program and share their feelings and ideas. Like Zahanara Begum there are 3301 no of families are provided SHS by COAST in remote char and islands in coastal belt where a remarkable social and financial impacts are being made.


There must be criteria, clarity and careful selection of all level of members with proven track record. So that there will be inclusion of individual who are ideologically committed to the management. Specially with the people who want to sacrifice and contribute so that the group activism will gradually able to sustain. There should not be any membership especially in leadership level who is also a member of a group who has similar vision, mission and values; this is to avoid duplication of inputs. The group might not believe in standardized activism in any level, even in district level. So the group strongly believes that especially in local / district level, if any activism it should be with own initiatives of the members of district level with their own creativity. The group intends only to provide support in respect of alternative information, sensitization, linkage and capacity building. There must be an effort of balancing in present composition of civil society, which mostly dominated by NGO personalities and NGO initiatives. But there are a lot of individuals of informal organization/groups, who want to raise their voices. So the group believes that there should be a balance. In this regard a proportion could be developed that there should not be more than 50 % of NGO leadership, there should be also minimum 30 % of women membership, there should also be membership of activist who organize marginalized professional / class, individual activist could also be a member, there should also be inclusion of journalist and other professional groups too. In respect of NGO membership, it should be in the basis of individual leadership. So there should be little of his organizational influences whatever it has the size, as s/he has included based on his individual criteria, commitment and track record. But s/he is leading an organization, as the organization management obviously has a social impact, s/he has to abide some charter of principles in respect of organizational management and spending culture, which has to be developed, systematically monitored, reviewed and supported. This process should be the basis of membership renewal on bi annual basis. Integrated small size secretariat aiming to easing the sustainability even without donor funding. Integration of different task with the professional of host organization should be there; even if there is a team of secretariat it should be small in size and expenditure will minimum. Thus problem will be lessen to rise fund whatever it is from country or from abroad or it could be run with the support of host organization and MC members without any external support. It should be noted that the group has successfully runs its first 15 months (August 2007 to December 2008) with sole support from ho

st organization and MC members. In fact it should be based around Secretary General others are supporting him. There are scarce to get committed staff or a staff with right philosophy that the group wants to promote. Experiences shows that, maintaining management discipline for productivity is worthless rather costly if it is toward an un -committed staffs who is working simply for salary and at the end it became a input to his/her mere career building. EquityBD’s core positions and its secretary general should not loose their valuable time and effort in this regard. Horizontal or flat manner of communication is fundamental to promote understanding and initiatives. To make an active network, the communication has to alive or all the time there should be some communication and

BOX : 11 Mud Crab Fattening “A potential IGA for coastal poor”

Promoting Sustainable Coastal Aquaculture in Bangladesh (Pros CAB) Project has been treated as a potential IGA (Income Generating Activities) for coastal poor in reducing poverty. This project is introduced as action research activities and implementing in southern coastal belt especially Moheskhali and Sent Martin Island under Cox’s Bazar district. The project activities are mainly designed with Sea weed culture and mud-crab fattening. The Pros CAB project has covered total no of 36 occupational groups (OG) those included 540 poor families or beneficiaries both sea weed culture and crab fatteners. Among these OG there are 24 OG and 360 beneficiaries are selected for crab fattening activities. These beneficiaries are provided technical training with necessary financial support those have eased to do their business smoothly.

Md. Jasim Uddin is one of the beneficiaries who has received the training on crab fattening activities and started his business through technology changing approach, because he used to collect the soft crab from the natural sources and rearing in the muddy hole. After inclusion with Pros CAB he changed his traditional technology and introduced “Floating Bamboo Cage system” in crab fattening. This new system is able to rear the crab at least 12 – 20 kg per lot and decreasing the risk of lost. That’s why this improved technology supports Jasim Uddin to make his profit in average 1800-2000 BDT per month while it was 700-800 in previous. This technology also contributing the farmers to reduce the operation cost, rearing time and enhancing the production that’s influencing to other people to do same.


sharing. It is observed that, hierarchical and inflexible nature of management / institutional framework hinders such a communication. So, although there will be a structure for management of the network but in respect of communication, it should be flat and horizontal, all possible technological aspects should be utilized in this regard. 12. Management The new salary structure has been introduced in this year. There are 15 grades in the structure from I-XV. The service length of each position is 25 years. The structure starts from 1500-175-5700 to 18500-700-35300. The major aspects of the salary structure are i) housing allowance is 60% of basic salary for Dhaka and other divisional, 40% to other places of Bangladesh of basic salary, ii) the conveyance and entertainment allowance is 20% of basic salary, iii) two gratuity on the basis of last basic salary drawn after completion every one year of job, iv) two festivals bonus equivalent to basic salary (twice in a year), v) 10% contributory provident fund on the basis of basic salary. After getting approval from board of trustee it has been executed from 1 July 2009. The new structure has remarkably boosted the staff for scaling up their motivation and work inspiration. During 2008 we purchased the land in Cox’s Bazar (62.5 decimal), in Bhola town (40 decimal), in Charmotahar (13 decimal) and Charkajal (72 decimal). In Bhola land there is a tin-shed building. We have renovated the house and it has been equipped with staff house, guest house and a garage for the jeep. We have also developed five year land purchase plan and according to this plan we will be able to purchase land in all upzilas by 2012. We have also renovated Burhanuddin branch office along with a moderate guest house. Most of the training courses have been implemented according to training plan. The courses conducted in this year are: foundation course; training of trainers on renewable energy program; communication and training methodology; microfinance management; English proficiency course; budget control and finance monitoring; management leadership for learning and changes; training on aquaculture extension, livestock and poultry management; food sovereignty and sustainable agriculture; grass root advocacy and mobilization; and gender and development. Most of the senior staffs were involved as the facilitators for all courses keeping in mind that the institutional knowledge, values and other experiences are at optimum levels and these can be transferred to the junior level through training. Through these courses total 330 staff from different levels has been trained. The courses of political philosophy of development approach and training of trainers in development education could not arranged for some unavoidable reasons. In this year we could not completed the review of the programs. The last review was conducted by external experts in 1999. We could not manage review of our

programs for a long time. As a result we could not prepare our long term strategies yet. Future strategies are the key aspects for the development of an organization. We could also not streamlined our asset management from the branch office to principal office though we have a separate section for asset management. Within in very near future we are planning to do this by enhance capacity of that section.

An overview of Social Action performance through mobilization of the People’s Organization during the period of July 2008 to 30th June 2009.

SL Actions Unit Jul-

Sep’08 Oc-

Dec’08 Jan-

Mar’09 April June ’09

Total

1 Group efforts against polygamy. Actions. 03 00 02 5

2 Legitimate mitigation on receiving VGD/VGF card.

Actions. 00 07 12 16 35

3 Claiming of wheat/ and Upabirti from primary schools.

Actions. 01 00 1

4 The legal claim on daily wages. Action 00 01 00 1 5 Reclamation of properties. Families. 00 00 0

6 Participation in the election of formal local government and other informal institution in local level.

Leaders. 00 00 0

7 Participation in local power structure with formal representation.

Leaders.

12 00 01 13

8 Ensured social justice through participating in family cause/ local Salish.

Cases 07 09 00 09 25

9 Protest and action to stop dowry. Marriages. 05 09 06 04 24 10 Group action and prevent divorce (Talak). Cases 02 01 06 02 11 11 Gain permanent ownership of Khash

land. Families. 06 00 6

12 Gain one year lease of Khash land. Families. 13 00 13 13 Stance against women violence. ( Rape,

Acid , fatoa, physical & mental torches ) Actions. 08 09 18 05 40

14 Attainment of other government services. Cases. 01 13 02 16 15 Attainment of old age allowances after

claiming. Families. 02 01 00 05 8

16 Attainment of widow allowances. Families. 05 01 00 6 17 Prevention of early age marriage. Actions. 01 05 01 03 10 18 Establishment of rights in Guchha Gram/

Adarsha Gram. Families. 02 00 2

19 Group actions to withdraw of false cases. . Actions 01 01 01 3 20 Stance against corruption of local Govt.

officials. Actions. 02 01 3

21 Establishment of rights of new born babies.

Cases. 01 01 2

22 Achievement of accesses on water sheds/ponds (Khas pukur)

Families. 07 00 01 8

23 Mitigation of family conflict. Case 04 00 01 5 24 Assistance in child delivery cases. Actions. 00 04 00 4

Total 83 63 48 47 241

Program Coverage by district, upazila and program components

Name of district and upzila

Vulnerable group

development program

Social justice

Coastal health service

Coastal renewable

energy

Disaster maangeemnt

and preparedness

Education and

Advocacy

Ultra poor program as asset transfer

Coastal fisheries program

Total household coverage

Rural micro

financeMicro

enterprize

Support loan for facing

disasterMicro

finance for hard core

poorGeneral

membersBholaCharfession 6852 233 1974 588 4999 57 16111 4400 1052 16843 22050 60905Lalmohan 162 1009 283 9480 35 12027 279 12574 25248Tazumaddin 602 15 669 53 2572 17 4302 75 4498 4882Daulathkhan 0 24 317 63 2395 9 3079 15 3219 3451Burhanuddin 0 66 636 149 3846 19 5167 35 5402 5807Monpura 1601 33 363 123 1537 8 4023 2000 231 4206 4718Bhola sadar 3801 28 774 136 11 5213 10 5450 5826Cox's BazarTeknaf 2711 24 68 14 17 3099 32 3240 479 330 3978Ukhia 1501 0 10 1651 30 1726 817 2695Ramu 1580 0 7 1738 34 1817 1975Cox's Bazar sadar 3952 169 132 16 24 4696 1000 50 4909 200 150 5502Moheshkhali 5720 186 0 33 6497 2700 153 6792 1200 135 8620Chokoria 5082 23 110 33 24 5773 1000 152 6035 150 6604Pekua 2229 3 104 6 11 2576 1200 174 2693 3999 75 3053Kutubdia 3103 20 159 6 53 3617 1800 239 3781 3786 75 4319ChittagongAnwara 30 30Banshkhali 45 45NoakhaliNoakhali sadar 2227 1 41 10 2496 16 2609 10850 13654Sonapur 100 100Begumganj 1177 41 3 1340 1401 1495Laxmipur districtLaxmipur sadar 1944 6 159 7 2320 50 2425 2640Chandraganj 10 10Ramgoti 1229 71 5 1430 10 1495 1607Feni districtFeni sadar 1111 16 18 4 1260 1317 1406Daganbhuyan 950 23 66 10 1143 1195 1282PatuakhaliGolachipa 1193 1312 351 1372 1812Dashmina 764 840 208 879 1143Total 49329 1032 6315 1866 24829 374 91708 14100 3306 95877 35596 7785 990 172807

Economic justice

Micro finance and technical support

Microfinance Trend & Sustainability AnalysisPeriod : July 2008 to June 2009 (Taka in thousand)

G.TotalSL Purticulars July-Sep Oct-Dec % Jan-Mar % Apr-June % Y: 08-09

1 Numbers of Districts 6 6 0% 6 0% 6 0% 6 2 Number of Upazilas 24 24 0% 24 0% 24 0% 24 3 Number of Branches 50 50 0% 50 0% 50 0% 50 4 Total Program Organizer (PgO) 210 210 0% 210 0% 210 0% 210 5 Total No of Groups/Shomity 2,878 2,990 4% 3,044 2% 3,061 1% 3,061 6 Member Balance 76,828 79,693 4% 75,452 -5% 76,184 1% 76,184 7 Borrower/Loanee Balance 59,355 57,639 -3% 57,592 0% 59,228 3% 59,228 8 % of Borrower 77% 72% 76% 78% 78%9 Per PgO Member Balance 366 379 359 363 36310 Per PgO Borrower Balance 283 274 274 282 28211 Per PgO Group/Shomity 14 14 14 15 15

Savings Analysis : (Tk in thousand)12 Savings Collection 19,985 21,352 7% 21,836 2% 22,323 2% 85,496 13 Savings Return/Withdrawn 17,353 15,993 -8% 18,917 18% 20,717 10% 72,980 14 Savings Balance 100,053 105,412 5% 108,331 3% 109,937 1% 109,937 15 % of Secured Portfolio 32% 33% 32% 32% 32%16 Savings Growth Rate 2.7% 5.4% 2.8% 1.5% 12.8%

Portfolio Analysis : (Tk in thousand)17 Loan Disbursement (Pr) 142,196 139,812 -2% 157,999 13% 149,438 -5% 589,445 18 Loan Collection (Pr) 132,776 127,109 -4% 139,001 9% 147,934 6% 546,819 19 Cumulative Loan Disbursement 2,397,140 2,543,138 6% 2,688,939 6% 2,838,876 6% 2,838,876 20 Cumulative Loan Collection 2,084,227 2,215,066 6% 2,340,899 6% 2,488,954 6% 2,488,954 21 Loan Outstanding (Pr) 311,610 324,313 4% 343,311 6% 344,815 0% 344,815 22 Portfolio at Risk 9% 8% 8% 8% 8%23 Secured Portfolio 32% 33% 32% 32% 32%24 Per PgO Outstanding (Pr) 1,484 1,544 1,635 1,642 1,642 25 Loan Portfolio Growth Rate 3.1% 4.1% 5.9% 0.4% 14.1%

Other Analysis :26 Operating Cost Ratio 5% 5% 5% 4% 17%27 Financial Cost Ratio 9% 7% 9% 16% 39%28 Performing Assets Ratio 5% 5% 5% 5% 20%29 Operating Self-Sufficiency Ratio 112% 98% 107% 145% 114%30 Financial Self-Sufficiency Ratio 98% 125% 100% 89% 99%31 Loan Loos Provision Ratio 0% 0% 0% 0% 1%32 Cost per Unit money Lent 10% 11% 10% 8% 10%33 Repayment Rate (Current) 98% 98% 98% 98% 98%34 Repayment Rate (Cumulative) 99% 99% 99% 99% 99%

Year-2008 Year-2009

Annex- A

COAST Trust’s RLF Trend Analysis for the year 2008-2009 :

A. Branch Growth Trend Year Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

Bhola District (No of Branch) 25 25 24 24 24 Cox'sbazar District (No of Branch) 16 16 16 16 16 Patuakhali District (No of Branch) 2 2 2 2 2 Noakhali District (No of Branch) 0 0 4 8 8 Total Branches 43 43 46 50 50 Growth Rate in % NA 0% 7% 9% 0%

05

101520253035404550

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

Bhola Cox'sbazar Patuakhali Noakhali

B. Member and Borrower Trend Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09

Member Balance 76,828 79,693 75,452 76,184 Growth Rate in % NA 4% -5% 1% Borrower/Loanee Balance 59,355 57,639 57,592 59,228 Growth Rate in % NA -3% 0% 3% % of Borrower on Member 77% 72% 76% 78%

-10,00020,00030,00040,00050,00060,00070,00080,00090,000

.Sep'08 .Dec'08 .Mar'09 .June'09

Member Borrower

C. Per PgO Member Balance Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09

Per PgO Member Coverage 366 379 359 363 Growth Rate in % NA 4% -5% 1%

345350355360365370375380385


About 1% member has been decreased at the end of 4th quarter than 1st quarter. It happened due to increase member dropout. In connection to this trend the borrower balance also been decreased than 1st quarter to 4th quarter. But at the end of 4th quarter the borrower coverage ratio has been increased 1% than 1st quarter. End of June’09 it covered 78% of borrower against member and has a plan to cover 95% of borrower by the end of 2009.

A standard member coverage by Program Organizer (PgO) is one of important tools to achieve sustainability of an organization. End of 1st quarter per PgO group member was 366 and it has quite decreased to 363 ends of last quarter i.e. about 1% decreased than 1st Quarter. It happened due to member dropout.

Till to 2006 COAST had total 43 branches covering 3 districts i.e. Bhola, Pataukhali and Cox’s Bazar. During 2007 the area was expanded at Noakhali with 4 branches and end of 2008 it goes up to 8 branches.

End of June 2009 COAST has total 50 branches being operated by five regions which are Bhola (18 br), Outreach-Bhola (8 br), Cox’sbazar (16 br) and Noakhali (8 br) headed by five Regional Coordinator.

Annex- B

D. Per PgO Loan Outstanding (Taka in thousand)

Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09 Per PgO Loan Outstanding 1483.86 1544.35 1634.81 1641.98 Growth Rate (%) NA 4% 6% 0.4%

1400.00

1450.00

1500.00

1550.00

1600.00

1650.00

1700.00


E. Savings and Loan Portfolio Growth Trend (Taka in thousand)

Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09 Loan Outstanding 311,610 324,313 343,311 344,815 Growth Rate (%) NA 4% 6% 0.4% Savings Balance 100,053 105,412 108,331 109,937 Growth Rate (%) NA 5% 3% 1%

-

50,000100,000

150,000

200,000250,000

300,000

350,000400,000


Loan Outstanding Sav Balance

F. Portfolio at Risk and Secured Portfolio

Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09 Portfolio at Risk 8.6% 8.3% 7.7% 7.8% Secured Portfolio 32.1% 32.5% 31.6% 31.9%

0.0%

10.0%

20.0%

30.0%

40.0%


Portflio at Risk Secured Portfolio

A standard portfolio coverage by Program Organizer (PgO) is very important to achieve sustainability of an organization. End of 1st quarter per PgO loan outstanding was tk.1483.86 thousand (principal) and it goes up to tk.1641.98 thousand i.e almost 11% has increased at the end of last quarter.

COAST has planned to reach per PgO portfolio tk.18 to 20 lac (principal) at the end of Dec’2009.

At the end of 1st quarter, loan outstanding was tk. 31.16 cr which goes up to tk.34.48 cr at the end of June’09. The percentage rate of increased is 11%. 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%.

In terms of savings, COAST comprises two savings i.e. (i) General and (2) Security savings. Trend of savings is increasing i.e almost 1.00 cr has increased at end of last quarter than 1st quarter. The percentage of increased is about 10%.

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.

In terms of Secured portfolio (savings against loan portfolio) the trend during 2008-09 was more or less equal. But the ratio should be increased at least up to 45%.

G. Operating and Financial Cost Analysis Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09

Operating Cost Ratio 4.6% 4.8% 4.7% 3.5% Financial Cost Ratio 8.9% 6.9% 8.8% 15.7%

0.0%

5.0%

10.0%

15.0%

20.0%


Operating Cost Ratio Financial Cost Ratio

H. Portfolio Performance (Return on Outstanding)

Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09 Performing Assets Ratio 5.1% 4.7% 5.0% 5.2%

4.4%

4.6%

4.8%

5.0%

5.2%

5.4%


Return on Outstanding I. Sustainability Analysis :

Year : 2008-2009 Sep'08 Dec’08 Mar’09 June’09 Operating Self-Sufficiency 112% 98% 107% 145% Financial Self-Sufficiency 98% 125% 100% 89%

0%20%40%60%80%

100%120%140%160%


Operating Self-Sufficiency Financial Self-Sufficiency

The operating cost ratio means the MF expenditure against loan portfolio. From 1st quarter to 3rd quarter the trend of percentage seems more or less same but end of 4th quarter it has gone down and it is idle sign that the % is going down.

Financial cost ration means the MF and Non-MF expenses (head office and other social development program supported by MF income) against loan portfolio. It is not idle sign to increase the percentage. Though end of 2nd quarter the % was gone down but end of 4th quarter it has been increased and reached to 15.7% where end of 1st quarter it was 8.9%.

Portfolio performance/ Portfolio yield means the MF service charge return against the average loan outstanding. The idle sign is to increase the percentage more and more. Though end of 2nd qrt the percentage was gone down to 4.7% than 5.1%. End of 3rd quarter it started going up and reached to 5% which later on reached to 5.2% at the end of 4th quarter.

The operating self-sufficiency ratio means the MF income against MF expenditure. End of 2nd quarter the trend was gone down i.e. from 112% to 98%. From 3rd qrt it started going up and end of 4th qrt it reached to 145%. Increasing the percentage is the idle sign for sustainability and financial strength.

Financial self-sufficiency ration means the MF and Non-MF income against the MF and Non-MF expenses. End of 2nd quarter the trend was gone up i.e. from 98% to 125%. But from 3rd qrt it started going down and end of 4th quarter it has reached to 89% which means the capital by down. It has happened mainly support the head office cost as well as some Non-MF program like, education, health, disaster, social justice and good governance from MF income.

Five Years Balance Sheet (Figure in thousand)

Property & Assets .Dec 2005 .Dec 2006 .+ / (-) .Dec 2007 .+ / (-) .June 2008 .+ / (-) .June 2009 .+ / (-)

Long Term Assets :Fixed Assets at cost less depreciation 17,590.60 20,136.47 14% 19,869.51 -1.3% 14,232.46 -28.4% 23,399.69 64.4%Stock of SHS 2,599.53 5,316.38 105% 6,246.72 17% 6,194.78 -1% 6,573.13 6%

Cuttent Assets :Cash and Bank Balance 23,930.39 22,518.53 -6% 55,485.05 146% 46,045.40 -17% 57,279.47 24%Loans and Advance 2,388.84 2,052.08 -14% 3,296.24 61% 4,361.10 32% 3,431.77 -21%Loan Outstanding (RLF) 174,046.54 219,994.04 26% 242,858.75 10% 302,189.72 24% 344,815.11 14%Loan Outstanding (SHS) 9,115.90 13,511.12 48% 18,267.32 35% 19,358.33 6% 28,018.78 45%Receivable from Donors 2,503.86 1,903.84 -24% 2,202.05 16% 2,987.94 36% 3,265.95 9%Receivables from CMC & Regions 4,234.16 - -100% - NA NA NAOther Receivables 3,807.35 5,475.65 44% 7,168.07 30.9% 4,573.77 -36.2% 5,899.39 29.0%Other Investment (FDR) 1,908.86 18,910.84 891% 4,968.55 -74% 22,632.33 356% 43,958.17 94%Reserve Fund Investment 4,010.31 7,865.09 96% 11,999.39 53% 14,031.80 17% 20,475.31 46%

Grand Total 246,136.34 317,684.04 29% 372,361.65 17% 436,607.62 17% 537,116.76 23%

Fund & Liabilities .Dec 2005 .Dec 2006 .+ / (-) .Dec 2007 .+ / (-) .June 2008 .+ / (-) .June 2009 .+ / (-)

Capital Fund 23,125.02 26,078.34 13% 26,686.21 2.3% 33,465.52 25.4% 33,342.21 -0.4%Unutilized Fund (Donors) 6,780.10 8,132.45 20% 13,006.37 60% 10,239.47 -21% 3,729.47 -64%Fixed assets equisition fund 1,854.17 3,522.87 90% 3,464.98 -1.6% 3,075.91 -11.2% 3,168.88 3.0% Current Liabilities :Group members savings 64,263.37 82,997.25 29% 90,978.11 10% 97,446.98 7% 110,443.73 13%Loan from SF (RLF) 35,821.88 37,294.38 4.1% 42,187.50 13% 43,812.50 4% 61,625.00 41%Loan from PKSF (RLF) 67,496.21 103,017.25 53% 124,060.00 20% 163,840.00 32% 216,016.67 32%Loan from IDCOL (SHS) 9,552.16 15,184.21 59% 23,430.42 54% 27,220.99 16% 37,698.97 38%Reserve Fund (LLP/DMF) 19,355.76 19,548.98 1% 23,183.43 19% 26,701.99 15% 30,921.04 16%Emergency Fund 1,186.55 1,960.69 65% 2,870.07 46% 3,492.96 22% 4,635.84 33%Payable to Provident Fund 5,476.60 6,376.70 16% 7,401.03 16% 9,133.69 23% 11,070.77 21%Payable to Gratuity Fund 4,559.93 5,056.46 11% 7,073.50 40% 9,457.09 34% 11,399.21 21%Payable to Cyclone Fund 4,242.74 4,242.74 0% 4,242.74 0% 4,242.74 0% 4,242.74 0%Other Liabilities 2,421.87 4,271.74 76% 3,777.28 -12% 4,477.79 19% 8,822.24 97%

Grand Total 246,136.34 317,684.04 29% 372,361.65 17% 436,607.62 17% 537,116.76 23%- - - - -

Annex- C

(Figure in thousand)

ParticularsJan-Dec

2005 .+ / (-) Jan-Dec 2006 .+ / (-) Jan-Dec

2007 .+ / (-) Jan-June 2008 .+ / (-) July 2008-

June 2009 .+ / (-)

A Financial and Micro Credit Income

Service Charge Income 27,898.96 49% 43,191.05 55% 52,981.03 23% 30,668.46 -42% 69,725.46 127%

Interest on Bank Deposit 265.28 -8.6% 172.13 -35% 676.11 293% 291.04 -57% 148.15 -49%

Admission fee/Format Sale etc. 241.86 89% 318.04 32% 362.77 14% 223.73 -38% 452.67 102%

Other Income 3,753.97 11% 5,814.90 55% 2,613.01 -55% 3,000.80 15% 13,674.79 356%

Total Financial & Micro Credit Income (A) 32,160.07 43% 49,496.12 54% 56,632.92 14% 34,184.02 -40% 84,001.07 146%

B Financial Cost

Interest on Borrowings 4,859.80 227% 7,488.93 54% 9,140.11 22% 5,290.63 -42% 23,423.94 343%

Interest on Member's Savings 2,195.25 46% 2,003.24 -8.7% 2,238.57 12% 1,702.70 -24% 2,860.70 68%

Total Financial Cost (B) 7,055.05 136% 9,492.17 35% 11,378.68 20% 6,993.33 -39% 26,284.64 276%

C Gross Financial Margin (A-B) 25,105.02 28% 40,003.95 59% 45,254.24 13% 27,190.69 -40% 57,716.44 112%

D Reserve Fund Provision (LLP/DMF) 2,216.41 282% 3,901.72 76% 3,192.52 -18% 3,518.55 10% 4,691.94 33%

E Net Financial Margin (C-D) 22,888.60 21% 36,102.23 58% 42,061.72 17% 23,672.14 -44% 53,024.50 124%

F Operating & Donor Expenses

Salary and Allowances 27,032.69 43% 33,083.45 22% 39,391.32 19% 19,584.11 -50% 48,160.49 146%

Office Rent 1,755.67 26% 1,749.98 -0.3% 2,561.91 46% 1,679.86 -34% 3,287.50 96%

Travel and Transport 3,087.69 10% 3,664.72 19% 3,933.73 7.3% 1,870.80 -52.4% 4,633.49 147.7%

Office/Repair Maintenance & Supplies 1,048.03 -30% 1,060.74 1.2% 1,691.79 59% 2,113.47 25% 2,838.81 34%

Phone/Fax/Stationary/Printing/Advertise etc 1,610.91 222% 2,113.96 31% 2,273.99 7.6% 1,545.45 -32.0% 3,321.86 114.9%

Fuel & Oil and Utilities 1,408.18 48% 1,338.96 -4.9% 1,434.44 7.1% 1,349.22 -5.9% 3,988.81 195.6%

Training/Research/Advocacy Expenditure 1,262.67 65% 1,075.15 -15% 785.93 -27% 567.14 -28% 1,062.96 87%

Other Program Expenditure 910.49 -13% 1,259.23 38% 1,108.98 -12% 553.15 -50% 3,645.38 559%

Donor Program Expenditure 20,467.06 188% 23,481.91 15% 18,856.14 -20% 12,950.86 -31% 27,941.00 116%

Depreciation Reserve Expenses 1,854.44 -16% 2,222.76 20% 2,194.48 -1.3% 996.94 -54.6% 2,275.92 128.3%

Audit and Profession Fees 67.44 125% 100.00 48% 150.00 50% 142.95 -5% 100.00 -30%

Other Expenses 1,237.76 -47% 4,096.92 231% 3,996.58 -2.4% 446.12 -88.8% 2,074.34 365.0%

Total Operating & Donor Expenses (F) 61,743.02 56% 75,247.77 22% 78,379.27 4% 43,800.06 -44% 103,330.55 136%

G Foreign Donations and Contribution 35,743.51 124% 42,625.48 19% 37,114.18 -13% 19,430.36 -48% 49,046.55 152%

H Net Surplus/(Deficit) (E-F+G) (3,110.91) -33% 3,479.94 212% 796.63 -77% (697.56) -188% (1,259.51) 81%

Five Years Income & Expenditure Account Annex- D

COAST Trust’s Balance Sheet 5 years Trend Analysis : A. Fixed Assets Trend (Taka in thousand)

Year Dec-2005 Dec-2006 Dec-2007 June-2008 June-2009 Fixed Assets 17,591 20,136 19,870 14,232 23,400 Growth rate (%) NA 14% -1% -28% 64%

-

5,000

10,000

15,000

20,000

25,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

B. Reserve Fund Investment (Taka in thousand)

Year Dec-2005 Dec-2006 Dec-2007 June-2008 June-2009 Reserve Fund Investment 4,010 7,865 11,999 14,032 20,475 Growth rate (%) NA 96% 53% 17% 46%

-

5,000

10,000

15,000

20,000

25,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

C. Capital Fund/Equity (Taka in thousand)

Year Dec-2005 Dec-2006 Dec-2007 June-2008 June-2009Capital Fund 23,125 26,078 26,686 33,466 33,342 Growth rate (%) NA 13% 2% 25% -0.4%

-5,00010,00015,00020,00025,00030,00035,00040,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

Increasing fixed assets is a good sign for strengthening financial health of an organization. From 2005 to 2006 it has increased about 14% but during 2007 and 2008 it’s tend goes down i.e. minus 1% and minus 28%. End of June 2009 the assets has been increased about 64% than 2008. On top 33% has increased from 2005 to end of June 2009. Here the value reflecting the cost less depreciation.

Here three categories of fund have been invested and these 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). All money has been kept in a separate individual bank account against provision and from where it has made investment as FDR. During 2005 to end of June 2009 it has increased about 411%.

Capital Fund/Equity is the prime component to evaluate the financial performance of an organization. From 2005 to 2006 it has increased about 13% and from 2006 to 2007 it has increased 2%. It happened due to open new branches thus operational cost has increased. End of June 2008 it has again increased about 25% than 2007, but end on June 2009 it has gone a little bit down i.e. less 0.4% than 2008. It has happened due to increase head office expenses and in the same time external donor grant is reduced from where the major expenditure like overhead and administrative expenses could be mitigated.

Annex- E

D. Loan Fund from Donor (Taka in thousand) Year Dec-2005 Dec-2006 Dec-2007 June-2008 June-2009

PKSF Fund (RLF) 67,496 103,017 124,060 163,840 216,017 Stromme Foundation (RLF) 35,822 37,294 42,188 43,813 61,625 IDCOL (Solar Home System) 9,552 15,184 23,430 27,221 37,699 Total Loan Fund 112,870 155,496 189,678 234,873 315,341 Growth rate (%) NA 38% 22% 24% 34%

-

50,000

100,000

150,000

200,000

250,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

PKSF SF IDCOL

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

Year Dec-2005 Dec-2006 Dec-2007 June-2008 June-2009Reserve Fund 19,356 19,549 23,183 26,702 30,921 Growth rate (%) NA 1% 19% 15% 16%

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

F. Loan Outstanding (Taka in thousand)


-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

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.

From 2005 to end of June 2009, PKSF fund has increased to 220%, SF is 72% and IDCOL is 295%. Among the total fund of 2009, PKSF portion is 69%, SF is 20% and IDCOL is 12%.

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 60% at the end of June 2009 from the year 2005. These funds have been kept in individual bank account as well as made investment as FDR which is 66% of total Reserve Fund at the end of June 2009.

The trend of outstanding is going up since 2005 to 2009. End of 2006 it has increased 26% than 2005, end of 2007 it is 10% than 2006, end of June 2008 it is 24% than 2007 and finally end of June 2009 it has increased 14% than June 2008. From 2005 to end of June 2009 the outstanding has been increased about 98%.

It has 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%.

Annex- E

G. Savings Balance (Taka in thousand)


-

20,000

40,000

60,000

80,000

100,000

120,000

Y-2005 Y-2006 Y-2007 Y-2008 Y-2009

The trend of savings is going up since 2005 to 2009. End of 2006 it has increased 29% than 2005, end of 2007 it is 10% than 2006, end of June 2008 it is 7% than 2007 and finally end of June 2009 it has increased 13% than June 2008. From 2005 to end of June 2009 the savings has been increased about 72%.

At present COAST comprise two savings i.e. (i) General and (2) Security savings. General savings is conditional where Security savings is open i.e. any kind of amount is allowed to deposit here by the group member.

Annex- E

Auditor’s Report

To the Trustee of COASTAL ASSOCIATION FOR SOCIAL TRANSFORMATION (COAST) TRUST

We have audited the annexed consolidated Balance Sheet of COAST Operation & Revolving Credit

Fund, Post Cyclone Rehabilitation Project (PCRP), COAST Income Generating Activities (IGA) &

Coastal Renewable Energy Project (CREP) and COAST Donor Program of Coastal Association For

Social Transformation (COAST) Trust as of 30 June 2009 with the related Income Statement and

Receipts and Payments Statement for the period then ended together with the notes 1 to 30 and

annexure 01.1 to 05.5. The preparation of these financial statements are 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 Standard on Auditing (BSA). Those

standards required that we plan and perform the audit to obtain reasonable assurance about whether

these 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 statement presentation. We believe that our audit provides a

reasonable basis for our opinion.

In our opinion, the accompanying financial statements prepared in accordance with Bangladesh

Accounting Standards (BAS), give a true and fair view of the state of the COAST Trust’s affairs as

of 30 June 2009 and of the results of its operations as well as comply with applicable laws and

regulations and we also report the annexed financial statements are in agreement with the books of

accounts and records of the COAST Trust.

Dated, Dhaka; S. F. Ahmed & Co. 12 October 2009 Chartered Accountants

House 25, Road 13A Block D, Banani Dhaka 1213 Bangladesh

Telephone: (88-02) 9894026, 9894346 8815102, 8833327

Fax: (88-02) 8825135, 8814713

E-mail: [email protected] [email protected] [email protected]

S F AHMED & CO. C H A R T E R E D A C C O U N T A N T S

. . . S i n c e 1 9 5 8

Annex- F

Notes

Non Current AssetsTangible fixed assets 3.0 8,187,643 10,686,657 - 1,550,196 2,975,198 23,399,694 14,232,460 Investment 4.0 29,910,228 32,349,411 - 2,173,844 - 64,433,483 36,664,131 Current AssetsCash & Cash Equivalent 5.0 7,525,545 42,075,680 29,247 3,559,557 4,089,439 57,279,468 46,045,400 Loan Portfolio 6.0 - 344,815,107 - - - 344,815,107 302,189,716 Inventories 7.0 - 3,140 - 6,569,990 - 6,573,130 6,194,777 Loan and Advance 8.0 302,134 2,592,275 - 476,058 61,299 3,431,766 4,361,098 Receivables 9.0 274,558,360 355,212 4,242,736 41,447,962 1,087,396 321,691,666 244,310,092

Total Assets 320,483,910 432,877,482 4,271,983 55,777,607 8,213,332 821,624,314 653,997,674

Fund and LiabilitiesCapital fund 10.0 (5,151,609) 33,739,827 4,271,983 482,004 - 33,342,205 33,465,519 Reserve fund 11.0 18,856,938 9,397,351 - 2,666,747 - 30,921,036 26,701,987 Unutilized Donor fund 12.0 - - - - 3,729,465 3,729,465 10,239,469 Fixed Assets Acquisition Fund 13.0 - - - 193,681 2,975,198 3,168,879 3,075,913 Long term LiabilitiesPayable to PKSF 14.0 216,016,669 - - - - 216,016,669 163,840,002 Payable to SF 15.0 61,625,000 - - - - 61,625,000 43,812,500 Payable to Mother Loan PKSF 16.0 - 206,967,371 - - - 206,967,371 158,886,713 Payable to Mother Loan SF 17.0 - 61,324,998 - - - 61,324,998 43,707,500 Payable to IDCOL 18.0 - - - 37,698,969 - 37,698,969 27,220,991 Emergency fund 19.0 - 4,635,844 - - - 4,635,844 3,492,955 Current liabilitiesPayable 20.0 28,640,336 4,965,691 - 4,584,984 1,035,732 39,226,743 33,280,923 Payable for expenses 21.0 496,576 1,909,213 - 10,112,322 5,297 12,523,408 8,826,219 Member Savings Balance 22.0 - 109,937,187 - 38,900 467,640 110,443,727 97,446,983

Total Fund & Liabilities 320,483,910 432,877,482 4,271,983 55,777,607 8,213,332 821,624,314 653,997,674

SC-Budget and Finance Control Executive DirectorCOAST Trust COAST Trust

Dated, Dhaka S. F. Ahmed & Co.12 October, 2009 Chartered Accountants

01 July 2008 to 30 June 2009

01 January 2008 to 30 June 2008

These financial statements should be read in conjunction with the annexed notes

Post Cyclone Rehabilitation Project

(PCRP)

Auditor's Report to the Trustee See annexed report of date

Coastal Association for Social Transformation (COAST) TrustConsolidated Balance Sheet

As at 30 June 2009

Particulars COAST IGA & CREP Project

COAST Donor Program Micro Finance Central Office

Amount in Taka

S F AHMED & CO. CHARTERED ACCOUNTANTSAnnex- G

1

IncomeService charge from Members - 65,722,844 - 4,002,615 - 69,725,459 30,668,456 Interest receipt from MF (PKSF) 6,921,788 - - - - 6,921,788 - Interest receipt from MF (SF) 4,106,317 - - - - 4,106,317 - Over head from Donor program 23.0 2,073,542 - - 400,000 - 2,473,542 - Bank interest - - 2,306 145,847 - 148,153 291,039 Grant as income 24.0 1,171,837 576,900 - 378,720 46,919,092 49,046,549 19,430,361 Partner contribution - - - - 195,752 195,752 - Other income 25.0 80,883 23,457 - 325,722 - 430,062 3,224,529

14,354,367 66,323,201 2,306 5,252,904 47,114,844 133,047,622 53,614,385 ExpenditureStaff salary & benefits 26.0 4,492,732 29,189,112 - 2,344,990 12,133,654 48,160,488 19,584,110 Utilities 226,634 341,417 - 19,520 90,020 677,591 271,824 Office rent 27.0 204,000 2,210,353 - 86,000 787,150 3,287,503 1,679,859 Office maintenance 254,655 489,307 - 50,455 162,580 956,997 459,117 Refreshment 197,883 148,055 - 16,983 29,661 392,582 268,106 Mail & postage 47,733 4,390 - 3,921 1,600 57,644 48,196 Phone & fax 132,651 122,971 - 11,727 300,629 567,978 234,471 Traveling cost 1,059,640 1,695,195 - 737,947 1,140,703 4,633,485 1,870,796 Fuel & oil 388,707 2,086,836 - 234,920 600,751 3,311,214 1,077,395 Repair & maintenance 1,135,766 152,564 - 39,011 161,887 1,489,228 1,386,243 Stationery & printing 522,811 1,564,165 - 136,954 332,120 2,556,050 1,261,984 Legal expenses 7,200 40,230 - 6,664 - 54,094 29,978 Training/ Seminar/Workshop 62,311 911,114 - 35,437 - 1,008,862 537,158 Disaster Management cost 1,171,837 - - - - 1,171,837 - Program cost - - - - 27,941,004 27,941,004 12,950,863 Overhead cost - - - - 2,473,542 2,473,542 553,151 Bank Charge 454,741 615,245 320 49,540 31,103 1,150,949 423,912 Financial Expenses 28.0 10,740,180 13,888,803 - 1,655,655 - 26,284,638 6,993,334 Reserve fund expenses - 3,908,786 - 783,154 - 4,691,940 3,518,553 Furniture and equipments - - - - 880,440 880,440 65,160 Depreciation 1,119,130 896,458 - 260,336 - 2,275,924 996,937 Advertisement cost 125,568 - - 14,620 - 140,188 800 Audit fee 44,950 50,000 - - 48,000 142,950 100,000

22,389,129 58,315,001 320 6,487,834 47,114,844 134,307,128 54,311,947 (8,034,762) 8,008,200 1,986 (1,234,930) - (1,259,506) (697,562) 14,354,367 66,323,201 2,306 5,252,904 47,114,844 133,047,622 53,614,385

SC-Budget and Finance Control Executive DirectorCOAST Trust COAST Trust

Dated, Dhaka S. F. Ahmed & Co.12 October, 2009 Chartered Accountants

Coastal Association for Social Transformation (COAST) Trust

Post Cyclone Rehabilitation

Project (PCRP)

COAST IGA & CREP Project

Particulars 01 July 2008 to 30 June 2009

Amount in Taka

01 January 2008 to 30 June 2008

Auditor's Report to the Trustee See annexed report of date

Consolidated Income StatementFor the year ended 30 June 2009

Micro Finance Central Office COAST Donor Program

Notes

Excess of income/ (expenditure) over expenditure/income

These financial statements should be read in conjunction with the annexed notes

S F AHMED & CO. CHARTERED ACCOUNTANTS

Annex- G

2

Senior Staff list Sl No Name Position in COAST Duration in COAST

1 Rezaul Karim Chowdhury Executive Director 11 years

2 Sanat K. Bhowmik Deputy Director 11 years

3 Md. Sohel Iqbal Assistant Director-Social Justice 8 years

4 Gazi Shamsuzzaman Head - State Affairs & Program Monitoring 11 years

5 Syed Aminul Haque Head - Research & Development 10 years

6 Md. Ahsanul Karim Head - Corporate Affairs & Internal Audit 10 years

7 Mustafa Kamal Akand Head - Human Resource Management 5 years

8 Tarik Sayed Haroon Head - Core Operation 8 years

9 Showkat Ali Tutul Head - Social Justice 8 years

10 Moqbul Ahmed Senior Coordinator - Education & Advocacy 7 years

11 FM Nurul Alam Senior Coordinator - Social Justice 9 years

12 AKM Waziullah Senior Coordinator - Budget and Finance Control 2 years

13 Atqul Islam Chowdhury Senior Coordinator - Research & Documentation 7 years

14 Md. Shahabuddin Senior Coordinator-Micro Enterprise 11 years 15 Barekul Islam Chowdhury Regional Program Coordinator 10 years 16 Md. Salim Khan Regional Program Coordinator 7 years 17 Maksudur Rahman Regional Program Coordinator 11 years 18 Abdur Rahman Farid Regional Program Coordinator 6 year

19 Zakir Hossain Program Coordinator - Education & Advocacy 8 years

20 Mofazzel Haque Program Coordinator - Social Justice 8 years

21 Abullah al mahmud Coordinator-Administration & Finance Monitoring 4Years

22 Rasida Begum Coordinator-Gender Relation & Development 10 years

23 Nipa Biswas Coordinator-Accounts & Administration 3 years

24 Anwar Hossain Coordinator- Accounts & Monitoring 8 years

25 Hasibul Haque Coordinator- Accounts & Monitoring 5 years

26 Sipon Kumar Datta Coordinator-Accounts & Administration 10 years

27 Atiqul Alam Polash Coordinator-Information & Communication Technology 4 years

28 Ramiz Uddin Coordinator-Education & Advocacy 6 years

29 Khokan Chandra Shil Coordinator-Training 11 years

30 Atiquzzaman Project Coordinator-VGD Program 5 years

31 Mujibul Haque Munir Project Coordinator-SHOUHARDO Program 3 years

32 Shafiuddin Project Coordinator-RIU 1 year

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