gbti annual progress report 2012-13

Harnessing People’s Potential

Ghazi BarothaTaraqiati Idara“Licensed under section 42 of the Companies Ordinance (1984) with the assistance of WAPDA”

AnnuAL PrOgress rePOrt 2012-2013

Harnessing People’s Potential

AnnualProgress Report

2012-13

Harnessing People’s Potential.

Ghazi Barotha Taraqiati IdaraPakistan

© Copyright GBTI 2013Established in 1995, It is a not for profit organization registered under Section 42 of Companies Ordinance 1984. GBTI’s mandate is to alleviate poverty by harnessing people’s potential and undertaking development activities in GBHP affected area. It has a presence in 3 districts. GBTI is currently working with over 31,000 poor households organized into a network of more than 2,900 Community Organizations. With sustained incremental growth, it is emerging as a leading engine for poverty reduction and rural development.Parts of this report may be reproduced for professional purposes, provided that the source is acknowledged and the material is not sold.

Authored by: Muhammad Adnan AnjumWith thanks to contributions: Mr. Agha Ali Zafar, Mr. Arsala Khan, Ms. Farzana TahirStatistical Abstract: M. Adnan Anjum & Hamid HafeezReport Designed by: M. Adnan Anjum and Mumtaz Ahmad

Printed by: PanGraphics (Pvt.) Ltd., IslamabadPublished by Ghazi Barotha Taraqiati Idara.

Contents

ACRONYMS iv

FOREWORD 1

GBTI’s ORGANIZATIONAL STRUCTURE 2

BACKGROUND 3

OPERATIONAL AREA & REGIONS 5

SectorS & ProgreSS

AFFECTEES FACILITATION CELL (AFC) 10

SOCIAL MOBILIZATION (SM) 14

RURAL CREDIT & ENTERPRISE DEvELOPMENT PROGRAMME (RCED) 20

MICRO HEALTH INSURANCE PROGRAMME (MHI) 25

HUMAN RESOURCE DEvELOPMENT (HRD) 27

ENvIRONMENT AND NATURAL RESOURCE MANAGEMENT (ENRM) 32

PHYSICAL INFRASTRUCTURE AND TECHNOLOGY DEvELOPMENT (PITD) 35

GENDER AND SOCIAL SECTOR SERvICES (GSSS) 39

MONITORING ASSESSMENT & PLANNING (MAP) 44

FINANCE AND ACCOUNTS (F&A) 46

STATISTICAL SUMMARY & AUDITED ACCOUNTS 48

Ghazi BarothaTaraqiati Idaraiv

Acronyms

ADB Asia Development BankAFc Affectees Facilitation CellBISP Benazir Income Support Programmeceo Chief Executive OfficercIF Community Investment FundcMSt Community Management Skills Trainingco Community Organization cPI Community Physical InfrastructurecrP Community Resource PersonctP Community Training ProgrammeeNrM Environment and Natural Resource ManagementFLF Female Livestock FarmersgAD Gender and DevelopmentgBtI Ghazi BroathaTaraqiati IdaraHrD Human Resource DepartmentIrM Institute of Rural ManagementLBoD Local Board of DirectorsLeP Livelihood Enhancement ProgrammeLHW Lady Health WorkerLSo Local Support OrganizationLSoN Local Support Organizations NetworkMer Monitoring, Evaluation and ResearchMIS Management Information SystemMFI Micro finance InstitutionNrSP National Rural Support ProgrammeNPo Non Profit OrganizationNIrM National Institute of Rural ManagementPItD Physical Infrastructure and Technology DevelopmentPo Partner OrganizationPPAF Pakistan Poverty Alleviation FundrceD Rural Credit & Enterprises DevelopmentrSPN Rural Support Programme NetworkrSP Rural Support ProgrammeSM Social MobilizationSo Social OrganizerSSI Small Scale Infrastructural SchemeUNIFeM United Nations Development Fund for Women ProgrammeVDo village Development OrganizationWB World Bank

Annual Progress Report 2012-2013 1

Foreword

It is a great honour for me to present this Annual Report of GBTI for the year 2012-13. With the grace of Allah Almighty we have not only achieved what we planned last year but also improved and streamlined our organizational systems with highest transparency and efficiency. The year witnessed institutional strengthening and formalization of our processes and procedures. This was a huge task ably performed by the staff and guidance provided by GBTI Board at each step. We move forward with an enormous sense of gratitude and readiness for 2013-14..

I would like to thank all BoD members of GBTI, The Patron Mr. Shoaib Sultan Khan, Chairman Ambassador (Retd.) Mr. Amir Usman, and Dr. Rahid Bajwa in particular, for their timely guidance and continuous support.

GBTI is now well prepared to facilitate/support a variety of development initiatives of

communities that it organized in the form of COs, vDOs and LSOs. To achieve this GBTI is continuing preparing communities through its social mobilisation techniques to stand up to the challenge of poverty reduction with renewed energy. The conceptual foundation of the poverty reduction package includes social mobilization, capital formation, skills enhancement and fostering productive linkages with both public and private organizations, the main actors in the development process. Thanks to Pakistan Poverty Alleviation Fund (PPAF) for supporting in HRD, RC&ED and specifically CPI’s under KfW-LACIP Programme.

The success of GBTI lies not working in isolation but the first and foremost are rural communities that are willing to take charge to their own development for which they need social and technical guidance. GBTI is consciously pursuing the agenda of sharing its experiences and working closely with RSPs, NGOs, COs and other civil society organizations.

My entire team including HO staff, Field staff, support and auxiliary all deserve my heartfelt appreciation for their devotion and dedication. Together we make a team, the GBTI team, of which I as a member thank them all.

Malik Fateh KhanChief Executive Officer

Ghazi BarothaTaraqiati Idara2


BackgroundIn the global context the controversies became even more complex in view of the communities reactions over the adverse social and environmental impacts of mega projects. This greatly influenced the Dam proponents and projects viz. a viz. project benefits and the scale of adverse impacts.

The world Commission on Dams (WCD), constituted as an independent organization, conducted the first comprehensive global review of the performance and impacts of large Dams. Of the eight case studies on mega dams, the Commission (WCD) picked up Tarbela Dam Project and Indus river basin as a strong case study, helpful in learning for recommending policy changes.

A prime basis for GBTI’s creation embodies WAPDA’s own experiences of previous mega water and power projects in Pakistan, amongst the echoing and growing complaints of the affected communities of unfair treatment. An example is provided by the Tarbela Dam Project (TDP) -one of the TDP affectees were not timely and fairly compensated, the forlorn memories of Tarbela strongly colored affectees reactions to the idea of GBTI Project and it ultimately led to the incorporation of a number of safeguards and opportunities to develop the affected area in a sustainable way.

In view of such local and global challenges, WAPDA recognized that to implement an effective Resettlement Action Plan (RAP) in the GBHP Project area, WAPDA would require the assistance of a specialized organization in interfacing with affected communities to resolve the most intricate issues of land compensation and other resettlement matters. WAPDA also envisage and opportunity to ensure that the local communities benefit from the construction of GBHP Project in a long-term and all-round way and not by way of piecemeal compensation. These tasks could best be carried out only with the active participation of the communities. The communities can also ensure sustainability of project gains, overtime. Clearly, in carrying out these specialized tasks, the communities need a long-term partnership with a body that can provide the required organizational support.

Major ObjectivesGBTI pursues its objectives in the following two major categories:

Advocacy and Conflict Resolution:To facilitate a multi stakeholder consultation and interaction mechanism in achieving the desired GBHPP objectives.

Poverty Alleviation:To work as a catalyst, promoting participatory development of the affected communities to bring about lasting improvements in the quality of lives of the people of the Project area.

A Unique Governing Structure:GBTI is governed by an independent Board of Directors (BoD). The governing Board is unique in many respects and distinguishes GBTI from other similar development and advocacy based organisations and exclusively portrays “Good Governance,” deep rooted in the organizational structure, right from top to bottom. The Board consists of “Technical Directors” and those directly elected by the community organisations in their capacity as members of the “Local Board of Directors (LBOD)”, who act in harmony with the local development needs. The LBOD effectively voice the concerns of GBHPP affectees, for a fair and timely resolution of their concerns.

Operational Area & Regions

Districts 03Union Councils 22villages 142

THATTA

KARACHI

THARPARKARBADIN

• TANDO MOHAMMAD KHAN

JAMSHORO

HYDERABAD •

MATIARI •

NAWABSHAH

SANGHAR

UMERKOTMIRPUR KHAS •

DADU

KHAIRPUR

• NAUSHAHRO FIROZE

QAMBAR SHAHDATKOT •

• LARKANA

JACOBABAD

SUKKUR

GHOTKI

SHIKARPUR

KASHMORERAHIM YAR KHAN

• TANDO ALLAH YARGWADAR

KECH

PANJGUR

AWARAN

LASBELA

KHUZDAR

KHARAN

WASHUK

CHAGHAI

NUSHKI

KALAT BOLAN

JHAL MAGSI •

JAFARABAD •

DERA BUGTI

KOHLU

SIBIMASTUNG

QUETTA

ZIARAT

KILLA ABDULLAH •

PISHINKILLA SAIFULLAH

ZHOB

SHEERANI •

MUSAKHEL •

LORALAI

BARKHAN •

HARANAI

• NASEERABAD

BAHAWALPUR

BAHAWALNAGAR •

RAJANPUR

• DERA GHAZI KHAN

• DERA ISMAIL KHAN

• FR DI KHAN

SOUTH WAZIRISTAN •

NORTH WAZIRISTAN •

TANK

FR TANK •

FR BANNU •

FR LAKKI MARWAT •

BANNU

KARAK

HANGU

KURRAM •KHYBER •

MOHMAND •

BAJUR

ORAKZAI •FR PESHWAR •

• FR KOHAT

KOHAT

• NOWSHERA

SWABI

MARDAN

MALAKAND •

• LOWER DIR

UPPER DIR •

CHITRAL

BUNER

SHANGLA •

SWAT

HARIPUR

MANSEHRA

• BATTAGRAM

KOHISTAN

PESHAWAR •

CHARSADDA •

• LAKKI MARWAT

• MULTAN

SAHIWALKHANEWAL

OKARA

FAISALABAD

NAKANA SAHAB •

• SHAIKHUPURA

GUJRANWALA •

GUJRAT

SIALKOT

NAROWAL

HAFIZABAD

MANDI BAHAUDDIN •

• LAHORE

KASUR

JHANG

CHINIOT

SARGODHA

TOBA TEK SINGH •

LODHRAN

VEHARI

PAKPATTAN

MUZAFFARGARH •

LAYYAH

BHAKKAR

KHUSHAB

MIANWALICHAKWAL

ATTOCK RAWALPINDI

JHELUM

ABBOTTABAD •

ISLAMABAD •

NEELUM

• MUZAFFARABAD

• HATTIAN

BAGH • • HAVELI• POONCH

• SUDHNATI

• KOTLI

• MIRPUR

• BHIMBER

GHANCHE

SKARDU

ASTORE

DIAMER

GHIZER

GILGIT

HUNZA-NAGAR

Jammu & Kashmir Disputed Territory

District Regions Field Offices Men Women Total

AttockSarwala 5 7 4 11

Chach 2 6 3 9

Swabi Swabi 1 6 1 7

Harripur Ghazi 4 2 6 8

Head Office 26 3 29

Total 12 47 17 64


1. Operational Area & RegionsGBTI primarily works in the GBHP Project area, which consists of 55 affected villages located in three districts; Attock in the Punjab province and Haripur and Swabi in the KPK province and now it has been expanded its programme in 142 villages with the total population consisted of about 444,010 persons living in the 22 affected Union councils (UCs), whereas two UCs (Zarobi and Maini) are included in this year. Moreover the credit programme has also been expanded by adding of five UCs of Harripur with the credit line given by PPAF. GBTI has successfully dealt with most of the issues, faced by directly affected persons, while social mobilization work continues to bring the 63,430 households in 22 UCs under organized folds for promotion of a participatory socio-uplift work in the Project area.

Broadly speaking, the Project area lies within the borderlands of Punjab and KPK. The affected area is further divided in four regions called the Sarwala and Chhachh regions in district Attok, Ghazi region is located in tehsil Ghazi of district Haripur and the Right Bank Side region in district Swabi. At present, GBTI works in the field through the nine field unit offices, located in Sarwala, Chhachh, and Ghazi regions. The Ghazi region, however, covers the Right Bank Side region also. The bulk of inhabits are Pakhtun in origin. There is an admixture of other groups of whom “Awans” are the largest. Linguistically the majority speaks variants of Punjabi, Seraiki with Hindko predominant in the Ghazi and Chhachh regions and the distinctive Attock dialect in Sarwala region. The whole Project area is “Barani” / rain-fed, with slight differences in terrain, rainfall, and ground water resources and agricultural productivity.

District Harripuri. Ghazi Region:

Ghazi falls in Haripur district and its area under programme comprises four union councils having population of 66,220 individuals living in 9,460 households.

Twleve villages in Ghazi are directly affected by the GBHP. The project acquired 385.1 hac of

land thus affecting 3,394 households. In addition to above GBTI is seeking up its micro-credit operations in five union councils of Harripur with the credit line given by PPAF.

Towards east, the Ghazi region portrays a hilly scene, which borders the Tarbela Dam, while the rest of the area comprises gently rolling land with good vegetation cover. The presence of Tarbela Dam has brought prosperity and development to the tract (though majority of residents complain of an unfair treatment during the Tarbela Dam construction and they continue to fight cases for long outstanding compensation and resettlement cases). Such factors as growing urbanization, paucity of land and a significant number of people working overseas have increased the value of real estate in the area.

For carrying out social mobilization in the Ghazi region, GBTI has joined hands with a local NGOs Falcon Youth Welfare Organization to mobilize local communities and fostered viable community organizations. GBTI provided micro credit, trainings and other social activities to make these organizations sustainable.

District Attocki. Chachh Region:

The programme area Chachh, in Attock district, comprises of seven union councils having population of 141,099 living in 20,157 households. Of 44 villages in entire Chachh area, 21 villages are affected by GBHP. The project acquired 813.1 hac of land thus affecting 8,893 households.

Chhachh is traditionally known for its fertile lands and livestock. Owning land is a symbol of status and Chhachh is known for the large portion of its habitants living in Europe, particularly the United Kingdom (UK). Since the region is socially conservative, another sign of status, thus, is not requiring womenfolk to work outside the home. Even though the area is predominantly agricultural, only 12% women cite farming and labor as their main source of income in poorer villages.


ii. Sarwala Region:

The programme area in Sarwala, in Attock ditrict, comprises five union councils having population of 93,086 living, 13,298 households. Seventeen villages are directly affected by GBHPP in Sarwala. The project acquired 1995 hectares of land thus affecting 7,588 households. Within Sarwala three villages namely Barotha, Dher and Garyala are worst affected as they are surrounded by Power house, river Indus and transmission lines.

The area is marked with poor agriculture and has high incidence of poverty. Ground water is not easily available in the region with a few exceptions. Thus, harsh environmental conditions in Sarwala region goaded affected people to ask for better alternate lands elsewhere in Punjab, as replacement of the lands acquired GBHP.

District Swabii. Swabi Region:

The programme area in Swabi comprises now extended to six union councils having 20,515 households and 143,605 people. The project

acquired 708 acre of common land from two villages Pontia and Gala in the programmes area. In addition, three more villages namely Topi, Batakara and Kotah were also declared as affected in view of their ownership claim on the acquired land. Total number of villages affected by Ghazi Barotha project was five in the programme area.

While some villages under the programme area have good potential for agriculture due to availability of canal water and small dams, the remaining area is largely rain fed. Major cash crops of the area include Tobacco, Wheat and Maize. In addition to agriculture, a significant number of people of the area earn their living through a variety of trades and services.

(The detail regarding regions, union councils and villages can be seen in table 2c)

2. GBTI’s Implemented Projects/ Financial ProgressGBTI implemented the Integrated Regional Development Programme (IRDP) of Rs 99.76 million in its programme area smoothly and successfully through WAPDA funding. The funds for IRDP were fully utilized till the financial year 2006-2007 since inception and an amount of Rs 19.762 million as the credit pool is being maintained by GBTI out of total Rs 99.76 million. WAPDA Audit Department has also conducted an audit of IRDP funds provided to GBTI and issued audit certificate. In addition to above WAPDA provided Rs.100 million as endowment fund to GBTI for its sustainability. This experience enabled GBTI to access more

donors.

Time to time GBTI has been supported by different donor organizations for multiple and diversified projects and activities, following is the snapshot of projects/activities performed by GBTI;

Pakistan Poverty Alleviation Fund (PPAF) had the similarity in the objectives with GBTI. various projects for poverty reduction and development work were implemented and being executed by GBTI under the Community Infrastructure Schemes (CPIs), community and staff training programme and Micro-finance


programmes.

rural Support Programme Network (rSPN) is the network of all RSPs working in Pakistan. GBTI as one of the RSP is also the member of RSPN. RSPN provides technical

guidance as well as financial support to its member organizations for implementing the innovative projects in their respective areas. RSPN provided financial support to GBTI in implementing of several projects.

Years Donor/Agency Agreements Nature Tenure

Commitments AchievementsStatus

Units Amount Units Amount

1995 – 2004 WAPDA IRDP

CPIs, Village Electrification,

NRM, Trainings and GSSS

99,000,000 79,000,000Successfully Completed

Credit Pool 19,762,000 19,762,000Credit programme is running on self sustainable basis.

2001-2002 CIDA CPIs 1 yr 3 1,400,000 3 1,400,000Successfully completed

2002-2003

PPAF

Phase I CPIs 1 Yr 45 13,500,000 46 13,356,097Successfully completed

2003-2004 Phase II CPIs 1 Yr 66 19,455,533 68 17,484,796Successfully completed

2004-2005 Phase III CPIs 1 Yr 38 11,039,890 48 9,642,919Successfully completed

2005-2008 Phase IV CPIs 3 Yrs 96 24,000,000 109 25,192,526Successfully completed

2007-2008 TrainingsCommunity &

Staff1 Yr 123 1,268,000 235 1,114,375

Successfully completed

2009 – 2011 WMC Irrigation 2Yr 32 17,200,000 36 17,200,000Successfully completed

2011-2012 Phase IMicro Credit &

Capacity Building1 Yr 21,721,000 1273 21,721,000

Successfully Completed

2012-2014 Phase IIMicro Credit &

Capacity Building2 Yr 72.516 3183 50,920,000 Ongoing

2012-2015 LACIP (KfW)Physical

Infrastructure2.5 Yr 206 136,144,927 52 38,815,571 Ongoing

2009-2010

RSPN

Phase IIGovernance

Support for LSO1 yr 1 1,000,000 1 1,000,000


2007-2009 PMSIL

Prime Ministers’ Initiative for Livestock

programme

3 Yrs 71,661 4,200,000 71,661 4,200,000Successfully completed

2009-2010 Community & Staff

1 yr 30 500,000 1 500,000Successfully completed

Solid Waste Management VO/

LSO Level1 yr 1 500,000 1 500,000


2011-2012 Strengthening AFC - I

1 yr 1 360,000 1 360,000Successfully completed

2012-2013 Strengthening AFC - II

1 yr 1 1,500,000 1 1,500,000Successfully completed

Total 368,351,423 299,469,284

Donor wise details of GBTI’s interventions


Sectors & Progress

Affectees Facilitation Cell (AFC)

Social Mobilization (SM)

Rural Credit & Enterprise Development Programme (RCED)

Micro Health Insurance Programme (MHI)

Human Resource Development (HRD)

Physical Infrastructure and Technology Development (PITD)

Environment and Natural Resource Management (ENRM)

Gender and Social Sector Services (GSSS)

Monitoring Assessment & Planning (MAP)

Finance and Accounts (F&A)

Affectees Facilitation Cell

30,453 Affectees have been paid with the amount of Rs.4,401.92 millions


The Board of Directors (BoD) of GBTI approved the establishment of a separate cell on 8th of December, 2003 for facilitating the GBHP affectees to solve problems including land compensation payment, enhanced land compensation, legal matters and resettlement issues, etc. The cell comprises of experienced staff to perform as a task force in coordination with the local representatives of the community Local Board of Directors (LBoDs). The objective is to facilitate Water and Power Development Authority (WAPDA) and the Project Affected Persons (PAPs) more efficiently.

Objectives• To facilitate WAPDA in acquiring land of

85,125 / 02 kanals;• To facilitate Land Acquisition Collector

(LAC) in announcing 168 awards;• To facilitate 36,950 numbers of the Affected

Households (HHS) in land Compensation payments amounting to 4555.286 million;

• To facilitate WAPDA and the PAPs in resolving enhanced land compensation, resettlement issues and legal matters;

Approach• Organizing the affected HHs in the firm of

Community Organization (CO) around the GBHP;

• Building the capacity of Community Members (managerial training);

• Partnership with the COs defining the roles and responsibilities of GBTI and COs;

• Collecting Land Record of affected HHs;• Including the Locals Representatives in

Land valuation Committees (LvCs); and• Developing Linkages with WAPDA and

other Agencies.

Advocacy Role:

By ensuring fair and prompt compensation

3. Affectees Facilitation Cell (AFC)the rights of vulnerable groups are adequately safeguarded, GBTI participated as a member of LvCs along with the representatives of the affectees and played a mediatory role between WAPDA and Affectees.

Facilitation Role:• Facilitating PAPs in selecting members for

LvCs;• Interacting with WAPDA, Local

Administration and Revenue Department etc.;

• Assisting PAPs in soliciting their point of view regarding land values, on ground realities and in drafting proposals for land compensation;

• Assisting LvCs in assessing fair land prices;• Assisting in land compensation payments at

doorsteps, where required;• Assisting PAPs in opening Bank accounts;• Providing special attention to destitute, old

age men and women;• Identifying skilled and un-skilled persons in

the affected area;• Arranging technical training for the un-

skilled persons;• Facilitating process of green and blue

permits for employment in GBHP Project;• Resettlement in Model villages;• Facilitating in compensations & legal rights

etc. in case of death/injury of project employees;

Addressing Issues:• Blockage of passages;• Privacy (PARDA) issue;• Heavy Rain/Flood Damage;• Blasting Damages to houses;• Shifting of Graves, Mosques and Madrassas;• Others;


Table 1: Land & Payment Status (AFC)

ProvinceLand Required Land Awarded Balance Land Total awarded

amount Amount paid Remaining

(Kanal-Marlas) (Rs. In Millions)

Khyber Pakhtunkhwa 25,643-00 25,640-03 02-17 1,170.99 1159.425 11.565

Punjab 59,528-16 59,484-19 43-17 3,389.62 3,242.49 147.122

Total 85,171-16 85,125-02 46-14 4,560.61 4,401.92 158.687

Table 1a: Status of AwardsProvince Total awards Awards announced Awards pending

Khyber Pakhtunkhwa 36 34 2

Punjab 132 126 6

Total 168 160 8

Table 1b: Status of AffecteesProvince Total affectees No. of affectees Paid up to date No. of affectees yet to be paid

Khyber Pakhtunkhwa 10,159 8,517 1,642

Punjab 26,799 21,936 4,863

Total 36,950 30,453 6,505

Progress Summary Regarding Affectees as of 2013


3.1. AFC Resource Centre

AFC (Affectees Facilitation Cell) Resource Centre was established in 2003 on the advice of Ex-Chairman Mr. Shoaib Sultan Khan, so that it could be helpful in smooth implementation of future mega projects. AFC Resource Centre is developed and strengthened for keeping records in a systematic & presentable manner. In this regard RSPN provided support in two phases; (Phase–I, Rs.360,000) (Phase-II, Rs.1,500,000)

The Patron-GBTI Shoaib Sultan Khan visited AFC-Resource Centre with CEO and Directors

AFC Resource Centre

Chairman Ambassador (R) Amir Usman Visited AFC-Resource Centre with CEO

Social Mobilization (SM)

31,182 Households mobilized acrossthe programmearea

LSO Network Planning

VDO Meeting

CO Meeting


Development of MIPs for asset transfer in Village Dher

GBTI’s Vision for Rural Development:GBTI works to release the potential abilities, skills and knowledge of rural men and women, to enable them to articulate their aspirations and to effectively organise the resources they need to meet their identified needs. The purpose is poverty alleviation – enabling people to break the cycle of poverty, which begins with the lack of opportunity, extends to the well-known miseries of economic and nutritional poverty and leads new generations to endure the same conditions. The process is social mobilisation - bringing people together on new terms for a common purpose. The conceptual tools are ‘social guidance’ (recruiting local men and women who will take on a leadership role), advocacy, capacity building and awareness raising. The programmatic tools are training, support to institutions, micro-credit, infrastructure development, natural resource management and ‘productive linkages’.

GBTI’s vision is manifested in expanded opportunities for income-generation; community schools which provide quality primary education, community owned and managed infrastructure schemes, improved agricultural productivity and higher returns for labour and so on. From the widest perspective the vision is manifested as the first stage of a transformation of civil society.

GBTI envisions to organize the overwhelming majority of the rural poor into their own

4. Social Mobilisation (SM)

institutions i.e. the COs, vOs and LSOs. During this year the special emphasis have been given on revitalization of existing COs /vOs and formation of LSOs.

Social Mobilisation, the core of GBTI’s philosophy Social mobilization is based on acknowledging that the community is the center of all development activities. It is only informed and engaged community members who can plan and undertake sustainable grass roots development. GBTI utilizes the following steps in mobilising rural men and women:

GBTI envisions to organise the overwhelming majority of the rural poor into their own institutions i.e. the COs, vOs and LSOs. GBTI recognizes that in order to translate this vision into a reality it has to tap all possible resources.

In terms of financial resources, GBTI is fortunate to have partnership with PPAF


which provides substantial funding for critical investment in social mobilisation such as revitalization of existing COs, formation of new COs and training in selected project areas, Swabi but it become a catalyst for other regions too. GBTI has nurtured a large number of Community Activists as the most sustainable resource along with the critical mass of already established COs/vOs/LSOs who can now lead the process of organizing more people on their own and also ensuring inclusion of the most vulnerable and disadvantaged. During the year under review, GBTI has consolidated its position to utilize this social capital i.e. COs/vOs/LSOs and their Activists to accelerate social mobilization in the years to come.

Role of COs/VOs/LSOsThe COs/vDOs/LSOs take a lead role in the implementation of various developmental activities directly as well as through GBTI. The COs implement the activities for livelihoods and social protection including identification of micro credit beneficiaries, participants of skills training and micro grants. The vDOs generally take care of community physical infrastructure while the LSOs act as apex institutions at the Union Council level which in some cases directly implement various activities and in many cases provide guidance and monitoring support to the vDOs and COs. In all cases, they represent the foundation of the community institutions i.e. the COs and their members.

Revitalization of COsCO formation is a continuous process so is the process of some COs becoming dormant or not so active. This dormancy occurs due to various factors of which the most important one is the insufficient nurturing during the CO formation process. This suggests special measures for revitalizing the dormant COs. During the year, 251 COs were revitalized for their active participation in the development process.

Programme introduction:The process of social mobilisation in a village begins with a series of dialogues with community members, explaining the purpose of the organization and the mutual obligations which CO formation entails. These dialogues:

• Help to establish rapport and build trust between the GBTI Social Organizers and the villagers.

• Enable potential CO members to identify the socio-economic and infrastructural opportunities available in their communities. Every effort is made to include both men's and women's perspectives as the dialogues proceed.

• Help identify potential areas of effective interventions, as defined by the men and women of the community. Once identified, the opportunities are grouped into sector- specific categories.

Situation analysis:As part of the entry process, the Social Organiser completes a 'Situation Analysis', which covers demographic trends, economic data (household income, agricultural and other earnings), employment data, the institutions (schools, hospitals etc.) found in the area, the amount and condition of land, health and education facilities and physical infrastructure and the state of the agricultural economy. The situation analysis utilizes primary and secondary sources (interviews, Census data, etc.) and is valuable as a benchmark, as a tool for entry level planning and for eventual programme expansion.

CO Formation:The GBTI staff ask people to form Community Organizations (COs) which will function as a

A meeting is convened for Village Development Plan at village-Tamarai


platform for development. Each CO then elects a President and a Manager. The GBTI staff and the CO members identify Activist from the CO members.

Poverty Profile through Poverty Score Cards (PSC): PSC is the questionnaire format comprises of multiple questions, in this the social organizers enter data correctly. Its fundamental need is to collect information about destitute and very poor households, later on this information is validated through online BISP survey results. This gives GBTI a good idea of the scale of poverty in the area and enables GBTI to match its intended interventions with local needs. The categories under PSC bands are: 24-above: Non-Poor19-23: Transitory Poor12-18: Chronically Poor/Very Poor0-11: Destitute.

Annual Progress (FY 2012 to 2013): During the year from 1st July 2012 to 30th June 2013, 302 new COs were formed including 51 male and 251 female and the cumulative number of COs has increased from 2,681 to 2,983 having 1,342 male COs and 1,641 female COs. Total cumulative number of CO members has become 52,518 encompassing 25,070 men and 27,448 women members. As of 30th June 2013 average number of members per CO has become 18. During the year under review, the coverage of GBTI has increased from 51 percent to 57 per cent. Field unit wise coverage details can be seem in the table enclosed in last.

Total saving of COs organized through GBTI has now become rs.9,361,985/- consisting of rs. 5,112,992/- saving of men and rs. 4,248,993/- savings of women. Average saving per member has now become Rs.178/-.

Livelihood Enhancement & Protection (LEP) Programme:To improve the living standards and reduce vulnerability to shocks of targeted households, GBTI disbursed grant only for the income generating activities. Special focus is given to the destitute. A proper assessment plan is going to be followed. GBTI has planned following activity for this financial year (FY 2012-13);

Poverty Targeting Fund/Asset Transfer (PTF).

The Poverty Targeting Fund (PTF) is an asset transfer programme fund which provided to community organisations, specifically to poor women. The poorest women are provided with micro asset for income-generating activities only. However what is unique in PTF is the fact that not only does it provides access to much-needed asset for income generating activities; it also builds the confidence and capabilities of poor rural women. The reason for this is because in PTF it is women who make the decisions and not external agencies. Therefore decisions such as who to provide asset to, what type of plan are all decided by these organised women themselves. These decisions take place in their own community organisations, which are formed at the neighbourhood level and

Micro investment plans (MIPs): Once a CO has been formed, the *Activist and Social Organizers help the members to draw up micro-investment plans (MIPs). Established at three levels, household, group and the village, these help the CO members to identify their economic needs in concrete terms and to plan ways to improve their economic standing.

*Activist for MIP is defined as, “a person who has enhanced/improved his/her own household income through this platform of community organisations.

Development of MIPs for asset transfer in Village Surg


then federated at the village level. The only restriction that is put on the members is that: a) the asset should only be provided to the poorest of women (identified by using the poverty scorecard of which the results are verified by the community) and b) the asset should be used but not spent.

Progress PtF; For income generating activities assets have been distributed to 56 persons from September, 2012 to 30th June, 2013, while there are 60 cases in process of documentations and proposal development.

Imtiaz Bibi is a poor widow from vDO-Chechi, FCO-Chechi # 1. Before asset transfer her PSC (Poverty Score Card) score was 10. She has one son and two daughters who work as house-mates but unable to cope up basic expences. The villagers support her by giving “Usher or Zakat” but her self-respect does not allow her to take this type of help from

be another jump in improving livelihood of this household, they are very happy and thankful on this uplift of family..Before asset transfer PSC: 10After asset transfer PSC: 18

Niaz Parween is a poor woman from CO “Haq Welfare Sherani”. Her PSC falls at 8 score. Her children do their labour work from early childhood but the amount that they earn is so little that not possible to cope

people. When she was given introduction regarding PTF (Poverty Targeting Fund) She requested GBTI and CO members to support and help her in purchasing of a cow and told that she is capable enough to nourish cow and by selling milk could able to earn enough amount to meet her family expences. Considering this scenario the villagers and CO members supported her and collected an amount of Rs.20,000/- while GBTI under its PTF programme has given Rs.30,000/- for buying cow. Now she is earning Rs.250-300 daily by selling milk and soon expecting offspring which would

up even basic needs and they could not even found this cheap labour job regularly. She has two daughters who stitch/lock jackets given by local tailor who only pay Rs.2/per jacket and daily they could able to lock 20 jackets and earn Rs.40/ which is insufficient to meet expences. Her husband Mr. Saleem was doing work on land of near about people who pay him very little amount off and on and because of deep depression and tension he usually remained sick. When the team of GBTI discussed with this family while preparing their MIP and asked Mr.Saleem that what he want to do? He told that if he had a cart he could sale fruits and vegetables, so GBTI bought him a new cart (amounting of Rs.14000/) and also assured all other items needed. Now he is able to earn Rs.300/ daily and very happy in receiving of this great opportunity.Before asset transfer PSC: 03After asset transfer PSC: 10

Imtiaz Bibi is the recipient of livestock under GBTI’s LEP Programme

Saleem H/O Niaz Parveen is the recipient of handcart under GBTI’s LEP Programme


gulfareen w/o riaz Ahmed is a poor woman from CO Thikriyan #3. Her PSC falls at 4. Her husband is an old man and heart patient. Her daughters do stitching work at their home and sons do labour work. It’s very difficult for them to meet their basic expences. During developing

of their MIP, one of his son Adnan told that he has a skill of making ceilings of Plaster of Paris but has not enough money/resources to start his own work and if he would provided with materials and moulds he could earn enough amount of approx Rs.6,000-7,000 per month to meet his basic house expences.. So on the recommendation of vO committee GBTI provided moulds and materials with the amount of Rs.25,000/- . Now he is taking orders of ceilings and working at his own house and earning more than his expectations and this savings also helped themr in marrying her daughter.Before asset transfer PSC: 04After asset transfer PSC: 08

Future PlanGBTI will Scale up the LSO/vO formation for achieving programme and financial sustainability for poverty reduction and fostering organizations of people. For this purpose, GBTI will consolidate the social mobilization already done and involve the Community Activists, strengthen linkages with Government Departments and other agencies working in the area. GBT will create access to financial capital by forging linkages with commercial banks and setting up of village Banking and CIF at vOs level. These institutions of the people will be created, run and managed by their own activists.

I am very happy and thankful that GBTI helped me in purchasing of Rickshaw. Sabz Ali Khan standing with her family (A beneficiary of LEP, UC-Batakra, Swabi)

Gulfreen is the recipient of moulds and materials under GBTI’s LEP Programme

Rural Credit & Enterprise Development Programme

(RCED)

4,837 Active Loans with 100% recovery rate


5. Rural Credit & Enterprise Development Programme (RCED)The Community Organizations (COs) fostered by GBTI prepare Micro Investment Plans. Members prepare household-level MIPs and the CO prepares a group Micro Investment Plan. An analysis of the MIPs shows that while the COs as grassroots institutions are generally interested in carrying out social sector projects such as schools, roads, and drinking water and sanitation schemes, individual members are most interested in carrying out income-enhancing activities. This usually requires training or financial capital – sometimes both – to begin or expand an income generating activity.

GBTI has created a programme of skills enhancement and a credit line to meet these household level needs. RCED primary role is to ensure that the credit funds are available to the poor households through the COs. The section’s other major responsibilities include developing information systems that help assess the efficiency, out-reach capability, repayment behaviors and financial viability of the programme.

Credit Package & CeilingGBTI does not have a preconceived package, although credit is provided only for productive activities. This encourages the COs to utilize natural resources and human capital. These productive activities typically include:

• Agricultural inputs; seeds, fertilizer, pesticide etc.

• Livestock• Small business/enterprise development• Lift irrigation, land-leveling and other

productive infrastructure

Based on its extensive experience GBTI regulates the credit ceiling for different activities and different Regions. Thus the ceiling for the first time borrower is Rs. 15,000. However, the Regions are allowed to set different ceilings for different areas and COs to a maximum of Rs. 30,000.

GBTI attempts to keep the credit size at the lowest possible limit so that the credit programme covers the maximum number of poor households and the risk to those households is minimized.

Credit Appraisal:Because the COs are primarily responsible for assessing the character of intended borrowers, it is the CO which assesses the credit worthiness of CO members applying for a loan. The CO submits the loan application to GBTI in the form of a Resolution, which must be signed by at least 75% of the CO members. The CO undertakes the responsibility of verifying the proper utilization of the loan and its repayment. Field Assistant (FA) conducted social-appraisal and forward case to Credit Officer (CO) who conducted technical-appraisal and seeks help from other professional staff, for example Engineers, if the Resolution requires a technical feasibility study.

Collateral:GBTI extends micro credit to economically marginal men and women who have no material collateral. The COs, however, exert social pressure in case of loan default. Because each loan request is signed by at least 75% of the CO members, each member acts as a guarantor for all other members. To facilitate the COs and their members in the repayment of their loans in difficult times, GBTI encourages the COs to practice regular savings before requesting a loan. However, to ensure that this does not discourage the poorest CO members, the ceilings for mandatory savings are flexible.

Saving and Internal Lending:The habit of saving is a prerequisite for CO membership, as is regular attendance in the fortnightly meetings. Once the members’ savings (which are deposited in a bank account in the name of the CO) reach a substantial


amount, the process of internal lending begins with the unanimous will of the CO.

The CO then forms a credit committee, which appraises the loan requests. The CO extends credit to its members from its saving pool on its own terms and conditions. GBTI trains the COs in accounting and financial management.

Enterprise Development:GBTI facilitates the COs in developing new enterprises and improving existing ones through its vocational Training Programme (vTP) and Natural Resource Management Programme. As part of the vTP, the CO members are trained in business development and financial management.

Ms. Diana form World Bank visited GBTI with WAPDA officials regarding a documentary movie on dams which was being made by World Bank. She met with some beneficiaries of GBTI and interviewed them and she conducted interviews with credit beneficiaries who had taken loan from GBTI under micro financing Programme.

his family that consists of Shakeel, his parents and 8 siblings. The idea appealed to the family members but they knew they were still a long way from emancipating themselves from the wrath of poverty.

Shakeel, before he joined the CO, lived in a 1.5 marla house that comprised 2 rooms. With the retirement of his father, the family income got reduced to the monthly pension which at the time was a meagre 1100 rupees. Shakeel dropped out of school and along his younger brothers became a wage labourer. One of Shakeel’s younger brothers is polio ridden and Shakeel’s father is a heart patient. Often times, the family could not afford medicines and had to rely on credit. The family was living hand to mouth with negative savings.

He requested GBTI for a 10,000 rupee loan, which got processed within 2 weeks because he was clear on what he wanted to do with the money. He found out about the suppliers of chicken, sale patterns, costs involved and made an informed decision to open a chicken shop with the loan. He rented a shop on a main road at about a twenty minute walking distance from his home. He then purchased a cage worth Rs 3000

Shakeel stands in his grocery shop

Shakeel’s polio ridden brother works as a tailor

Ms. Diana from World Bank is taking interviews from credit beneficiaries

SHAKeeL AHMeD: A cASe oF tWo IDIoMS; “Blood is thicker than water & don’t put all your eggs in one basket”.

It all began with Shakeel confiding to Nisar, a friend of his, about the problems that had a tight hold of his household, and Nisar telling Shakeel about Roshni Dhokgama (CO) and the benefits that came with being a CO member. This was about 6 years ago. Shakeel consulted


and talked to the same supplier, who supplied to the chicken shop in Attock city. The supplier supplies 3-4 mound of chicken on a daily basis (1 mound= 23-24 chicken). Shakeel’s father helped him with the business, while the other brothers continued to search for wage labour, sometimes assisting at the shop. The chicken shop did a lot of business, with daily sales revenues going up to Rs 25,000. Subtracting the rent and the cost of chicken, the monthly profit came to be around Rs 12,000. This brought consistency in the family. Within a year the loan instalments had been paid, and Shakeel now wanted to do something for his brothers. His younger brother who has polio, had been an apprentice to a tailor and knew how to sew. He did not have a permanent job, but he would work for certain tailors in the area on a temporary basis. Shakeel applied for a second loan of Rs 15,000 and with this money set up a shop for his brother. This shop is just a couple of steps away from the chicken shop. In the beginning there was one machine and the shop was single handled operated by Shakeel’s polio ridden brother. Now his brother had 2 employees, one of whom is also handicapped, and 3 sewing machines. The shop makes daily revenue of about Rs. 700, and with all cost subtracted a monthly profit of minimum Rs 10,000 is realized. With the gradual savings from the chicken shop and the tailors shop, the family purchased a 10 marla plot and started construction of a house on it. Till now, the family has spent 300,000 rupees on the construction of the house.

Shakeel got one of his sisters wed, and got married himself too. The family was living a lot

more comfortably than it had in a long time, but Shakeel, being the eldest, still felt responsible for the rest of his brothers, who were still wage labourers. He handed the chicken shop to one of his younger brothers and applied for a 3rd loan. This time he received Rs 20,000, which he used to set up a small grocery store right next to his brothers tailors shop. His supplier is a wholesaler in Attock city. Initially Shakeel sold only a few items such as biscuits, crisps, candies and cigarettes. Gradually with the savings from his shop he started selling utilities such as sugar and oil. Recently shakeel has started easy load as well and is making good money. He loves and respects his brothers and this mutual respect that they have for each other is what has kept the family together through all hardships.

Now Shakeel is married, with 2 daughters who are too young to go to school, but Shakeel has started saving for the girls’ education. Shakeel had to quit education because of the financial crunch his family had to bear, but he made sure that both his younger sisters continue their education. One of them is in a local high school, while the other is doing a private B.A in education. the first thing Shakeel says is “Now we aren’t unemployed!” When probed further about the positive changes he has experienced over the last 6 years he talks about how he can afford to take his family members to a private clinic, how he’s constructing a bigger house for the family, how his sisters are completing their education, how he has started saving for his children’s education, how there is a fridge in his house and how there is always food on the table.

He said that out of the 3 shops his family owns, the chicken shop does the most business and he wants to expand the shop, maybe even into a poultry farm.

In a village where most of the working population is engaged in wage labour, one sees the case of Shakeel, not just as an individualistic success story, but rather as an example, as hope for others around him, that shackles around ones feet be it poverty, or a certain handicap, are only circumstantial and can be broken.

Shakeel’s younger brother at the chicken shop


CIF StatusSr.No VDO (Village

Development Organization

Total Amount given to VDO (In

Rs.)

CIF Amount disbursed by VDO

(In Rs.)

No. of beneficiaries

1. Surg 100,000 60,000 5

2. Salar 100,000 45,000 4

3. Bagh Nilab 50,000 50,000 4

4. Alflah Kottah 100,000 30,000 3

Now I am helping my husband and family by preparing Samosas for school canteen. Rafina a beneficiary under credit programme

Community Livelihood/Investment Fund (CLF/CIF).The Community Investment Fund (CIF) is a community-managed model in which small microloans are provided to poor women. However what is unique in CIF is the fact that not only does it provides access to much-needed amount for income generating activities; it also builds the confidence and capabilities of poor rural women. The reason for this is because in CIF it is women who make the decisions and not external agencies. Therefore decisions such as who to provide loan to, what type of plan are all decided by these organised women themselves. These decisions take place in their own community organisations, which are formed at the neighbourhood level and then federated at the village level. The model has only two conditions which cannot be waived by the community; firstly that the fund should be used by poor women (using a poverty-identification tool, called the poverty scorecard) only for income generating activities and secondly that the fund should be used as a revolving fund.Annual Progress (FY 2012 to

2013): • Total Credit Disbursements during the year

reached to rs.399,866,000/- , while number of loans disbursed reached to 4,837 from 4,102 with the recovery rate of 100%.

• There are 4,384 COs/Groups benefitted with this credit programme during the year.

Types of Loans

Micro Health Insurance Programme (MHI)

24,692 persons insured under MHI Programme


6. Micro Health Insurance Programme (MHI):Micro Health Insurance offers limited protection at a lower contribution. Aimed at poor section of the population and designed to help them cover themselves collectively against risk. Events such as death, illness or accidental disability brings severe consequences of the poor households. Especially if a bread earner falls ill or faces an accidental death/permanent disability, the household becomes vulnerable to economic shocks. Micro Health Insurance is one such instrument for the social protection of the poor. GBTI signed an agreement with Adamjee Insurance Company and provided micro health facility to its community members/credit clients at possible minimum low prices.

In Pakistan, low income families face significant barriers to accessing healthcare. 2.6% of GDP is allocated to health leading to significant service gaps. There is therefore a heavy reliance upon expensive private healthcare facilities where households may have to take out loans or sell assets to meet costs.

The GBTI has been running its health insurance programme since 2005. The GBTI insurance programme is now covering 4,837 clients in 22 union councils in private sector. Premium

of Rs.200 per annum is collected from clients covering claims of Rs.15,000.

All claims are processed and managed by Adamjee Insurance Company. Coverage is at present for client and spouse. Product options include:• Hospitalization cover: inpatient

hospitalization/ day care expenses due to childbirth, illness or accidental injury.

•Maternalcover:Pregnancy/ childbirth• Lifeandcreditcover: funeral expenses are

paid, compensation is provided on accidental death or for permanent injury and the outstanding loan amount is paid.

Annual Progress (FY 2012 to 2013):• Total 5,686 persons were insured including

453 male and 5,233 female.• The amount of rs.1,123,550/- collected as

premium.• 34 cases of claims approved out of 93 claims

received and amount of rs.400,487 has been reimbursed against insurance cases during the year.

Microhealth Insurance Cheque is being given


Human Resource Development (HRD)

15,555 persons have been trained under HRD Programme


7. Human Resource Development (HRD)Human Resource Development (HRD) plays a significant role in the development. Acting as a catalyst, it makes on-going and multi-faceted contributions to increase the overall wealth of the nation. We believe that “skill enhancement is one of the major factors in achieving optimal rural development”.

Since the establishment of HRD component this sector is meeting the need for capacity building by teaching new skills or by enhancing existing skills and capacities. With the steady growth in its area of operations, the HRD section had established link with the Institute of Rural Management (IRM). The Institute meets the training needs of GBTI (staff and community) in particular and the development sector in general.

HRD Objectives:• To enhance people’s productivity and to consolidate the human capital base to optimize the utilization of labor.

• To upgrade the technical and managerial skills of rural men and women, so as to increase production and minimize losses.

• To improve the utilization of local resources and reduce dependency on external resources

• To build self-confidence.

• To strengthen village based skills to enhance productivity and increase returns.

Training portfolios:In response to the dilemma of human poverty, HRD has been running both staff and community training portfolios. The following programmes are included in the Community Training portfolio:• Community management training programme.• vocational training programme.• Natural resource management training

programme.• Enterprise development training programme.• Social sector training programme.• Physical Infrastructure Trainings.• Community Investment Fund Trainings.

The Staff training portfolio ensures capacity building through three programmes: Management development training programme, Micro finance training programme and Intern training programme.

The Managerial-training programme ensures the level of management skills required for proper functioning of the community organizations. These programmes are led by professionals who have knowledge of the fields, the community issues, and training along with their respective qualification.

The Vocational training Programme, Subject Specific training (Tailoring) at CO level

Heavy Machinery training is being conducted


enhances the technical skills of community members and contributes to self-employment.

The Natural resource Management training Programme strives for optimal utilization of available resources at the local level and provision of assistance to reduce dependency on external resources. The section provides support to members engaged in agriculture, livestock, poultry, water resource development and management, and forestry and rangeland management. The programme endeavors to develop and strengthen local capabilities for sustainable resource management by preventing losses in natural resources, productivity enhancement and environmental rehabilitation.

The Social Sector training Programme plays a pivotal role by providing training and assistance in health and education. These training programmes are provided in collaboration with governmental and non-governmental institutes and organizations.

A group photo of credit staff trainees with CEO-GBTI Subject Specific training (Detergent Making) at CO level

By the end of June 2013, 15,555 male and female community members have been trained which includes 11,579 (74%) women. These members have been trained under different types of community skills management and income generation/vocational training programmes, such as community management skills training (CMST), leadership management skills (LMST), extension workers, e.g. health (TBAs), livestock and poultry vaccinators and others including vegetable growing, nursery raising, kitchen gardening, bee keeping, rural marketing, and fruit preservation, etc. vocational training includes welding, auto electrician, plumbers, civil surveyors, auto mechanics, AC refrigeration, stitching and tailoring, turner / machinist, computer literacy and vCR / Tv Dish repair. HRD sector also provides training to destitute persons in the project area and has trained, to date, 26 destitute in different villages.


Subject Specific training (Tie & Dye) at CO level A group photo upon successful completion of Heavy Machinery course with Local Directors

Khabarnama:GBTI khabarnama is the Update issued quarterly which covers all activities of organisation during the quarter, i.e. formation of COs, need identification, actions taken by GBTI sectors on resolution of COs etc. Moreover activities like trainings, CPIs, health camps, NADRA camps, credit and agricultural are also being covered in this update. Kabarnama also covers all incoming and outgoing field visits. It is printed in urdu language so that a lay person could easily understand it. Khabarnama also covers success stories which represents that how people are being benefitted through GBTI’s interventions and it also create a sense of motivation in the people. It also includes some articles which create awareness or for the dissemination of particular information.

gulfareen Bibi: “the only way to increase money and knowledge is to use it”

Gulfareen Bibi, aged 40 is a resident of Sheenbagh, She did her Matriculation and has a diploma in Teacher’s Training from Lahore, and this is around what all her efforts to empower young girls revolve. From a very young age, Gulfareen was a believer in attaining a skill that would enable her to work inside the boundaries of her house, a skill which would not go to waste if in future she was ever not permitted to step outside the house.

Gulfareen’s father is an Imam at the local masjid, and Gulfareen’s restriction to the walls of her

house can be understood in this light. Gulfareen has a vocational centre in her house, where she teaches young women sewing, embroidery, cutting, knitting, stitching, glass painting etc. As of October 2012, it has been 14 years since Gulfareen has been disbursing this skill to young girls. In 1998, Gulfareen’s centre had 2 machines and she had a few students. That is when a Social Organizer, Salma Khatoon, from GBTI visited her centre, told her about how Gulfareen could mobilize women in a more formal way through COs. As a result of the SO’s belief in Gulfareen the CO Sarwala was formed in 2001.

Gulfareen is the CO Manager, and in charge of record keeping for the CO. The CO has monthly meetings and is involved in activities such as micro credit, savings and various trainings. Gulfareen has savings of about Rs. 10,000 with the CO at the moment. Gulfareen’s CO also has a system of internal lending and she says “if any member needs money, we give it from our savings”. Once CO Sarwala was fostered,

Gulfareen: not just teacher, rather a mother


Gulfareen was selected to attend a training organized by NRSP. She says she attended two trainings; one in basic tailoring and the other being advanced level training. When asked about what she learnt there, she said that she knew the art of the skill itself, but the invaluable skill of teaching it to others she learnt from there. “Looking back, learning to teach is what the trainings were about for me” says Gulfareen.

in 2006, her husband got into some trouble, that Gulfareen would rather not talk about, but it was something that hurt the family a lot financially. This is when she took a a series of loans from GBTI, through her CO, and invested it in her training centre. The loans ranged from Rs 20,000-25,000, with which she bough sewing machines and furniture for her vocational centre. She has cleared off her debt and now does not need to take further loans. The gradual expansion helped Gulfareen help her husband and his family out financially. She says that “skill without finanace is useless”, and microcredit not only helped her get out of the financial difficulty, but also helped her transfer her skill to others through a bigger and better vocational centre.

Currently she has 15 students who come to her daily for lessons in stitching and embroidery. She receives numerous orders not only from Attock but also from Rawalpindi and at the time of this interview she had an order of 110 woollen shawls. Her skill for her is like a shady tree, and the shade is more than what she requires, allowing others to benefit too. “I am not dependent on anybody, I have my head held high and I would not exchange my skill for anything in the world”, says Gulfareen when asked about the benefits of her training.

Cushion covers made by one of Gulfareen’s students

“My father was running bicycle repairing shop and now after getting training of motorcycle repairing from IRM through GBTI, I doubled my shop and income” Aijaz-MCO-Mulgari Musakhel-Topi-Swabi

Aijaz has two plans for future. Plan one is that he is waiting for his brother who is in 9th class and hopefully will complete his matriculation in next year. He wanted to train his brother in the same trade so that they both could able to work together and wanted to retire his father. Secondly he wanted to buy a new tool kit for repairing motorbikes and for this they might have loan from GBTI.

Annual Progress (FY 2012 to 2013): • 617 CO members (Male: 207, Female:

410) were trained under the “Community Management Training Programme”.

• 773 Persons (Male: 118, Female: 655) were given training under the “Subject Specific Training Programme” for different trades.

• 255 CO members (Male: 66, Female: 189) were trained for driving under “Tech & vocational Training Programme”.

35 Staff members (Male: 20, Female: 15) were given training under “Staff Management Taining Programme”26 co members were trained for “CIF Record keeping “.

Aijaz is working in his shop

Environment and Natural Resource

Management (ENRM)

454 COs have been benefited during the year under ENRM activities


The quality of the relationship between ecological and social systems defines, to a large extent, the quality of community life and the ability of communities and their institutions to sustain themselves. The links between poverty and the environment are bi-directional: environmental degradation, whether occurring naturally or as a result of human interventions, threatens the livelihoods of the rural poor most of them depend directly on agriculture, livestock and poultry, horticulture and orchard management to earn a living. Basic nutritional needs cannot be met when crop yields are reduced because

8. Environment and Natural Resource Management (ENRM)

of poor soil quality. Home-based enterprises requiring natural resources must be abandoned when those resources are no longer available or affordable.

Similarly, poverty has negative environmental effects when the poor must resort to unsustainable practices - cutting down trees and polluting water supplies, for example - in order to survive. Whatever its cause, environmental degradation affect the poor and vulnerable first, because they have fewer social or economic resources with which they meet their needs and little to fall back on in times of scarcity. In many areas environmental degradation has created a new class of poor people – those whose resource-based livelihoods have been severely damaged.

ENRM sector continues to foster productive linkages of COs with the line departments for the purpose of benefiting from their services. It has established linkages of COs with the agriculture extension department, soil conservation, livestock and poultry, forest and on Farm Management Developments.

Annual Progress (FY 2012 to 2013):•1,141 animals were vaccinated.•1100 packets comprising seasonal vegetables

seeds for kitchen gardening have been distributed.

•11 awareness workshops have been conducted in which 43 community organisations benefited.

•07 Linkages were developed with line departments.

•416 ENRM awareness calendars, brochures and pamphlets were distributed in 88 community organisation.

•03 Guidance and Demonstration (GD) Plots are organised for wheat.

•07FLF(FemaleLivestockFarmers)were conducted in which 277 female got benefited.

•462 poultry units (01 units= 06 birds) were distributed in 68 COs.

Distribution of Poultry Chicks to CO Members

Treatment/Vaccination of Livestock under ENRM-Sector


Environmental & Social Management Framework (ESMF) To Access the environmental and social consequences “Environment & Social Management Framework” (ESMF) has been prepared to set out the environmental assessment procedures required by PPAF and its POs to assess the environmental consequences of PPAF interventions.

Following are the objectives of ESMF:•Prevent execution of interventions with

significant individual or cumulative negative environmental and social impacts;

•Minimize potential individual and cumulative

negative impacts by incorporating mitigations at the design stage and implementing mitigations at the implementation stage of the interventions;

•Enhance the positive impacts of interventions;•Protect environmentally sensitive areas

from additional disturbance from human interventions.

•The procedures in the ESMF were designed to:

•Facilitate PPAF and partner organizations (PO) to adopt intervention specific structured environmental assessment formats;

•Enable PPAF and POs to monitor the implementation of ESMF on the basis of intervention specific structured environmental assessment formats.

Programme introduction on ENRM is being given in SwabiDistribution of wheat seed for demonstration plot

Physical Infrastructure and Technology

Development (PITD)

539 schemes/projects were completed


GBTI’s Physical Infrastructure and Technology Development (PITD) section‘s purpose is to offer guidance to the COs in technical and construction related initiatives. GBTI also acts as an intermediary and facilitates linkages of the COs with donor agencies, including Government Departments, involved in the provision of infrastructure services in rural areas.

The Objectives of this section are to:• Involve local community members in the

identification, planning, execution and monitoring of physical infrastructure schemes.

•Enhancing capacity of local community.•Make efficient and productive use of local

resources.•Demonstrate the acquired skills and capacities

of the community to other agencies.•Create a sense of ownership and responsibility.•Facilitate the process of community needs

assessment and prioritization.•Develop a transparent system during the

execution of infrastructure schemes.•Create effective linkages between communities

and other agencies.• Introduce low cost technologies.

PITD Procedures:a. Survey of priority schemes

As part of the Micro Planning exercise, the Community Organizations (COs) identify those village activities which they are willing and able to implement.

These activities include infrastructure projects. GBTI engineering staff attends the general body meetings of the COs and holds detailed discussions in order to assess the capacity of COs to implement the schemes they have identified as necessary. GBTI ensures that the community identifies those schemes, which it has the capacity to implement and monitor.

9. Physical Infrastructure and Technology Development (PITD)

Before

After


GBTI engineers conduct feasibility surveys and social and technical appraisals in collaboration with the local community.

b. Assessment of Schemes for Implementation

In addition to assessing the technical aspect of a scheme, a social feasibility assessment is also done to ascertain the ability of CO to resolve conflicts, if any, before the initiation of the scheme.

c. Cost Estimation

Cost estimates for the schemes are prepared jointly by community members and GBTI engineers according to the market rates of labour and material needed. The GBTI Social Organizer and Engineer mobilize the community for resource generation by themselves. In some cases, the communities opt to fund schemes from their own savings, supplemented by credit from GBTI.

d. Preparation of Portfolio of Schemes and Financial Support

PITD prepares a portfolio of all the schemes that are identified as priority community projects. The GBTI management takes responsibility for creating linkages or mobilizing resources for the community to implement these projects.

When GBTI is able to mobilize the necessary financial resources – or to create linkages with the concerned government and/or private developmental organizations – a second round of dialogue is carried out with the COs to see if the schemes for which funding is available still rank as the community’s priorities. The CO is then informed in the meetings whether the scheme merits financial assistance. If it does, the CO is the organized fold by joining existing COs or to form new ones.

Annual Progress (FY 2012 to 2013): During FY 2012-2013, under the community physical infrastructure (CPI) programme, 41 schemes/projects have been completed, benefiting 829 households. Beneficiaries of these schemes are being proactively persuaded to come under informed about the source, type and conditions of financial and technical assistance. The amount of contribution and commitment from GBTI, donors and the COs are equally important and are therefore carefully discussed during the meetings. Total cost of the completed schemes is rs.7,487,865. GBTI contributed around 80% cost of a scheme; while the COs contributed 20% of the total cost.

Street Pavement Scheme completed by “VDO Ittefaq Welfare”


LACIP (KFW-PPAF)In 2012 GBTI signed an agreement with PPAF (KfW) for Livelihood Support & Small Infrastructure Projects/Schemes (LACIP) for three union councils (Kottah, Batakra and Maini) of Swabi, KPK total cost of Rs.136,150,000/- which is effective from 1st November, 2012. Under this project there are only two main components included;

a) Small Community Infrastructure Projects and

b) Institutional Development

Progress Up to June, 2013;•04 CPIs were completed out of 52 initiated

while 2nd Installments released to 18 projects which were 50-60% completed.

•130 COs have been formed/revitalized.•06 vOs were formed.

01 LSO (Local Support Organization) formed in UC-Batakra.

Before After

Link Road Scheme completed by “MCO Pakhton Zalmay” in UC-Batakra

Gender and Social Sector Services

(GSSS)

32,992 beneficiariesunder GSSS activities


GBTI has identified gender as a crosscutting theme. This requires that gender be integrated into policy planning, programming, implementation and evaluation of activities. GBTI believes that its efforts to reduce poverty cannot achieve their full potential unless the organization addresses the constraints that limit the capabilities of men and women to improve their standard of living and quality of life. Key aspects of this are:

1) Recognizing and harnessing the full potential of rural men and women

2) Increasing their productive capacity

3) Reducing barriers, which limit men’s and women’s participation in society.

GBTI acknowledges Gender Mainstreaming a means of consciously raising the visibility and support to women’s contributions to poverty alleviation. This is different from assuming that women will benefit equally from gender- neutral development intervention.

The guiding Principles of GBTI’s Gender Policy are as follows:

• gender Integration: GBTI realizes that addressing gender inequality as a crosscutting theme requires that women’s views, perceptions, needs and aspirations shape the development agenda as much as those of men.

10. Gender and Social Sector Services (GSSS)

• DiversityandIntersection:Gender equality requires recognition that every policy, program and project affects women and men differently.

• Partnership between men and women: Partnership between men and women is inevitable to enlarge choices. It involves working with men and women to bring about changes in attitudes, behavior, roles and responsibilities at home, in the workplaces, communities and the society at large.

• empowerment: Empowerment enables women and men to identify unequal power relations and unequal access to and control over resources and the implications of unequal power relations for a prosperous society. Empowerment begins with consciousness raising and leads to self-realization.

• gender equality/equity: an effort to promote sustainable humane development achieving gender equality does not mean that women become the same as men. Rather, it is a conscious effort to ensure that one’s rights or opportunities do not depend on being male or female. GBTI is aware that its efforts and contributions to poverty reduction must be coupled with actions to eliminate gender inequalities in order to promote sustainable humane development. GBTI derives the following

School improvements programme of modal villages established by WAPDA


Objectives:• To integrate gender equality concerns

into policies, planning, programming, implementation and evaluation of activities in all areas.

• To develop institutional mechanisms (organizational structures, culture) and sector specific strategies to carry forward the gender integration process.

• To establish linkages with other RSP’s, and governmental and non- governmental organizations striving to achieve gender equality GBTI aims to reach and serve the poorest and most vulnerable community members and to bring them into the mainstream of Rural Support Programme

development.” GBTI is committed to advocacy and action focused on the right to social protection, based on the assumption that the destitute and the vulnerable have the right to have their basic needs met; to be protected from hazardous working conditions, the right to a good education, the right to earn a decent living, the right to decent shelter and the right to protection from physical and economic exploitation and violence. If those needing social protection are children, they have the right to develop to their fullest potential, in preparation for lifelong well-being.

The Gender and Social Sector Services sector of GBTI continues to establish productive partnerships with the education and health departments and other development organizations and donors. Productive partnership has been established with the National Commission for Human Development, which has picked some GBHP affected villages in Sarwala region District Attock for provision of health and education services.

GSSS continues to be an integral part of the IRDP. Following are some actions taken by GBTI;

•GBTI has trained 82 Traditional Birth Attendants (TBAs), who provide basic health, maternity and family planning services to their clients, who also refer them to hospitals if required.

•Construction of community/ village physical infrastructure schemes, (CPI’s), is largely associated with the GSSS needs of the communities.

•The revitalization of government health dispensaries in villages like Bahadur Khan

NADRA camps facilitated by GBTI

Medical Camp organized by GBTI at village level


is also the programme initiatives under the GSSS.

•GBTI take role in improvement of teaching environment in government primary schools.

•Capacity building of the local NGOs, and helping them in the establishment of a drug addict rehabilitation centre at Kotah.

•GBTI established a stitching center at Sheen Bagh.

•Community income generation initiatives have been taken under the enterprise development program, costing about Rs. 95,784.

•Established a Mother and Child Health Center (MCHCC) at Gala, village link road, drinking water supply.

•GBTI improved existing conditions at boys’ schools.

•Established a basic health center at Pontia and Gala on the Right Bank Side.

•Barotha, Feroz Banda and Essa Model village Schools, taken over by the Provincial Government of the Punjab, Education Department is supported, and is operating through funding of GBTI.

•Under the “Solid waste management programme” to promote clean and hygienic environment through adoption of healthy practices at community level GBTI disbursed one time grant of Rs.30,000/-each to following vDOs (village Development Organizations);nvDO-PindwallnvDO-SalarnvDO-Dher

•Rural Credit & Enterprise Development section of GBTI has disbursed credit to 21,374

women through FCOs for income generation activities under the income restoration activity portfolio.

Hepatitis CampsIt was observed in social mobilization process that people are facing great problem of hepatitis disease, several deaths were seen due to this dangerous disease. And people even don’t know how to prevent from this disease and cannot afford the test fee for this disease. This matter was discussed with CEO and Chairperson, who guided GBTI staff that how we could facilitate people and Chairperson Mr. Amir Usman suggested that we should develop linkage with any organisation that is working on this issue and he not even suggested the name of “Shamsher Ali Khan Trust” but also convinced them in collaborative work.

In the light of Chairperson’s guidance, the first hepatitis camp was organized in Dec, 2011 at Jityal village with the collaboration of “Shamsher Ali Khan Trust” where 452 tests were carried out. 27 people are getting treatment who were identified with positive reports.

On 16th of September 2012, GBTI organized hepatitis camp at Muhalla Chino in village & UC Kotha There were 322 blood samples collected for testing hepatitis.

Before conducting this camp first GBTI conducted an orientation programme on 12th of

Hepatitis screening camps organized by GBTI with the collaboration of Shamsher Ali Khan Trust


September and from Shamsher Ali Khan Trust Ms. Zaib Ali Afridi delivered orientation lecture and gave a brief introduction that how we could prevent from this disease.

People of village were so much thankful to GBTI and Shamsher Ali Khan Trust who took this initiative and organised these activities.

On 30th of September in distribution of the results for the tests taken the preventive injections were given to the 275 persons of the community including 144 males and 131 females.

•680 (Male: 352, Female: 328) screening tests for Hepatitis have been carried in two camps.

•80 PCR tests were carried.•There were 03 Hepatitis Camps arranged

in which 602 persons are given preventive vaccination.

Moreover it was suggested that to find out root cause of this disease. It was discussed with Specialist Doctors who told that the major cause

of this disease is water. So in the light of this guidance 85 water samples have been collected from different sources, and main sources of water identified which were with negative report.

Annual Progress (FY 2012 to 2013): •Arranged 29 camps in 1,680 people registered

for CNICs.

•Established 03 Pre-Nursery Schools which are CO based comprising of 43 students.

•20 Medical Camps arranged where 2,250 patients were given treatment with medicines.

•Organized 18 Health awareness workshops in which 713 people participated.

•There were 11 Medical Camps arranged where 1,447 patients were given treatments.

• In vO Sherani (FCO Sherani 4) A Wheel Chair is provided through linkages development with “Welfare Society”

Monitoring Assessment & Planning

(MAP)

Activities Output Outcome Impact


1The Monitoring Assessment & Planning (MAP) section is responsible for systematically documenting programme implementation and collecting the data that makes it possible to assess the impact and effectiveness of GBTI activities.

The Flow of DataQuantitative data recording begins with the CO itself, which records all details of its activities, including its minutes, resolutions adopted, and Minutes, in a Karwai (proceedings) Register. The Field Units collect ‘ground-level’ data about every CO – the number of members, the savings they have accumulated, the training courses their members have taken, their NRM activities, the TBAs who have been trained, and the amount of micro-credit borrowed and repaid, and so on. Data collected in the Field Units flows in to the Regional offices, where it is verified and consolidated into a Monthly Progress Report (MPR). The Regional MPRs and the sectoral data (REDP, HRD, PITD, GSSS, and ENRM) are consolidated into a single monthly Programme Update at the Head Office.

Qualitative data is captured in case studies and assessment studies, which describe the impact of GBTI interventions on individuals and projects.

Pre-Project AnalysisThe MAP section prepares Project proposals that identify the activities relevant to the purpose and intended outcomes of the Project.

The Situation Analysis is a useful tool to assess the development needs and potential of an area. A Situation Analysis makes it possible to identify relevant and feasible Project interventions for specific social, economic and/or environmental contexts. The data in the Situation Analysis also serves as a benchmark for evaluations, enabling us to measure rates of growth, how well we are meeting established targets, and so on.

Monitoring and Information SystemsEffective monitoring of the quantitative aspects

11. Monitoring Assessment & Planning (MAP)

of the mainstream GBTI Programme and the Projects is accomplished through MIS systems. These include MIS for Social Mobilization, PITD, HRD, Micro-credit, Micro-health insurance. The Monthly Progress Reports generated from these MIS provide the data for the monthly Programme Update. The Human Resource Development MIS, which makes it possible to track Regional training activities, has been extended into all the Regions. In a related activity, the training data recorded in Regional offices, entered into the HRD regional MIS in every Region. This makes it possible to establish a computerized database which reaches back to the first ever training courses offered by IRM. With this in place, trend analysis, cost effectiveness studies, and gender-focused analysis become much simpler to accomplish.

Annual Progress (FY 2012 to 2013): •10 detailed case studies for impact assessment

were conducted.•Regular reports (Monthly & Quarterly) have

been developed and disseminated among different stakeholders.

•To analyze immediate impact and to review organisation’s systems the surveys have been conducted after taking consent of LBoDs and staff in developing questionnaires initially for HRD, microfinance and PTF sectors to make systems strong and transparent.

Future PlansOver 2013-14, the MAP plans to conduct more case studies for impact assessment and experience sharing. To strengthen monitoring systems and staff capacity the emphasis will be given to conduct an internal training programme. Exposure visits are planned to increase knowledge sharing across the organization. Further research will be conducted into social enterprise projects and methods to increase project/programme sustainability.

Finance and Accounts (F&A)

Board of DirectorsMeeting


12. Finance and Accounts (F&A)

The Finance and Accounts section is responsible for accounting, budget monitoring, and the management of funds. Accounts of GBTI are prepared as per the requirements of the Companies Ordinance, 1984 and International Financial Reporting Standards. GBTI has worked closely with donors to adopt systems of accounts that meet international standards. The organization also undertakes regular audits by chartered accountants, the results of which have been made accessible.

Over the past years, the F&A section has worked with four donors on different projects. This requires ongoing tracking, the submission of regular financial reports, internal audits. The F&A also continued the process of upgrading GBTI’s operating systems. This included the preparation and updating of operational manuals, upgrading computer software to an integrated Financial Information System (FIS), setting up an online cash management system, and the bulk processing of microcredit disbursement through its branches.

2010-11 2011-12 2012-13

Rs. % Rs % Rs %

General & Sectoral Administration

Depreciation 118,528 0.19 160,398 0.18 381,321 0.27

Admin & Office overhead 786,237 1.24 1,166,611 1.30 1,068,084 0.75

Travel & Vehicle operations 368,462 0.58 409,605 0.46 682,755 0.48

Personnel Cost 2,201,369 3.47 2,332,971 2.61 3,193,655 2.25

Sub total: 3,474,596 5.47 4,069,585 4.55 5,325,815 3.74

Programme Expenditures ( Investment in COs/VOs/LSOs)

Human Resource Development (HRD) 462,130 0.73 3,544,017 3.96 3,622,902 2.55

Physical Infrastructure & Technology Development (PITD) 6,811,194 10.73 2,970,125 3.32 34,031,702 23.92

Environment & Natural Resource Management (ENRM) 132,579 0.21 200,731 0.22 271,569 0.19

Social Sector Services (SSS) 825,306 1.30 598,197 0.67 1,151,282 0.81

Poverty Targeting Fund - - - 1,064,090 0.75

Governance Support to VOs/LSOs 378,221 0.60 383,280 0.43 573,825 0.40

Credit Disbursement 38,829,000 61.18 63,064,751 70.51 76,776,000 53.97

Monitoring Assessment & Planning (MAP) - - 163,356 0.18 132,961 0.09

Affectees Facilitation Cell (AFC) 237,751 0.37 20,074 0.02 413,026 0.29

Sub total: 47,676,181 75.12 70,944,531 79.32 118,037,357 82.98

Provision for doubtful debts - - - - - -

Social Mobilization

Admin & Office overhead 2,787,566 4.39 4,136,165 4.62 3,786,844 2.66

Travel & Vehicle operations 1,306,364 2.06 1,452,234 1.62 2,420,677 1.70

Personnel Cost 7,804,853 12.30 8,271,444 9.25 11,322,959 7.96

Depreciation 420,237 0.66 568,685 0.64 1,351,955 0.95

Sub Total 12,319,020 19.41 14,428,527 16.13 18,882,434 13.27

Total Programme Cost 59,995,201 94.53 85,373,058 95.45 136,919,791 96.26

Income Tax - - - - - -

Total Expenditure 63,469,797 100.00 89,442,644 100.00 142,245,606 100.00

Less: Credit Disbursement (38,829,000) (63,064,751) (76,776,000)

Net Expenditure 24,640,797 100.00 26,377,893 100.00 65,469,606 100.00

Statistical Summary&

Audited Accounts


1. Affectees Facilitation Cell (AFC)

3. Social Mobilization (SM) 7. Physical Infrastructure -Schemes Completed

Total Affectees 36,950 Community Organizations (COs) Formed

2.983 Households Benefited 20,368

No. of Affectees Paid 30,453 MCOs 1,342 Total Cost (Rs.) 161,902,189

Remaining No. of Affectees 6,505 FCOs 1,641 GBTI Share (Rs.) 124,476,171

Total Awards 168 CO Membership 52,518 Total Schemes 534

Award announced 160 Male 25,070 Sanitation/Households Toilet 284

Awards Pending 08 Female 27,448 Communication 81

Total Awarded Amount 4,560.605 M CO Savings (Rs.) 9,361,985 DWSS 66

Amount paid to affectees 4,401.918 M Male 5,112,992 Education 29

Remaining Amount 158.687 M Female 4,248,993 Health 03

2. Rural Credit & Enterprise-Development (RCED)

4. Micro Insurance (No. of Insurance Cases)

24,692 Irrigation 48

Total Disbursement 399,866,000 Men 6,593 Protection Work 23

Men 79,421,900 Women 18,099 8. Environment and Natural- Resource Management

Women 320,374,100 Premium Collected (Rs.) 3,766,510 COs Beneficiaries (Agriculture) 2,795

Agriculture 7,416,500 Total # of Claims received 293 COs Beneficiaries (Poultry, dairy farming & Veterinary)

1,335

Livestock 140,553,500 Claims Approved 195 Activities

Enterprise 251,591,000 Claims in verification process 16 Plants raised 2,52,683

S.I.I.E 305,000 Claims Rejected/Pending 82 Improved seeds (kg) 2,25,919

No. of Loans 26,986 Claims Reimbursed to the Clients

293 Fertilizer provided (bags; 01bags=50kg)

4,020

Male 5,603 Amount Reimbursed (Rs.) 2,640,419 Guidance & Demonstration Plots 422

Female 21,383 5. Human Resource -Development Programme

Vaccination and Deworming of animals 54,291

Agriculture 913 Total Persons Trained 15,555 Poultry units provided (01 units= 06 birds)

25,484

Male 780 Total Male Beneficiaries 3,976 Kitchen Gardens (Packets Seed) 1,934

Female 133 Total Female Beneficiaries 11,579 ENRM Workshops , Fields and Camps 563

Livestock 9,565 Community/Staff Management Training Programme (Events)

185 Honey Production (kg) 1,209

Male 1,794 Male Beneficiaries 1,591 Soil Test (#),209 1,019

Female 7,771 Female Beneficiaries 1,927 Agri-machinery (spray machines) 25

Enterprise Development 16,496 Subject Specific Training Programme (Events)

338 Sprayed Area (Acers) 606

Male 3,018 Male Beneficiaries 509 Tunnel Vegetable (R&D) 05

Female 13,478 Female Beneficiaries 6,572 Land Leveling 109

Small Infrastructure Individual Enterprise (SIIE)

12 Tech & Vocational Training Programme (462-Events)

474 Quail Forms established 10

Male 11 Male Beneficiaries 1,876 Dairy Forms 02

Female 1 Female Beneficiaries 3,080 Linkage with line Agencies 67

Beneficiary Cos/Groups 4,384 6. Gender and Social Sector Services (GSSS)

Orchard established/ Nursery 8

Male 614 ActivitiesNo. of Beneficiaries

55232,992

Feed blocks provided for animals (kg)- Linkage

600

Female 3,769 Gender 146 Programme Introduction, ENRM Awareness (Brochures, calendar etc.)

5,353

Mixed 1 Women Empowerment 125 FLF Training Participants 1626

No. of Active Loans 4,842 Educational Promotion 31

Recovery Rate 100% Health Promotion 250

Cumulative Progress up to the end of June, 2013


Table 2: CO Formation (SM) Region As of June, 2012 During (FY 2012-2013) As of June, 2013

Men Women Total Men Women Total Men Women Total

Ghazi 292 372 664 66 66 292 438 730

Swabi 317 244 561 51 31 82 368 275 643

Sarwala 315 409 724 74 74 315 483 798

Chachh 367 365 732 80 80 367 445 812

Total 1,291 1,390 2681 51 251 302 1,342 1,641 2,983

Table 2a: Membership (SM) Region As of June, 2012 During (FY 2012-2013) As of June, 2013


Ghazi 4,942 5,657 10599 931 931 4,942 6,588 11,530

Swabi 6,012 4,066 10078 742 443 1185 6,754 4,509 11,263

Sarwala 6,485 7,572 14057 1070 1070 6,485 8,642 15,127

Chachh 6,889 6,547 13436 1162 1162 6,889 7,709 14,598

Total 24,328 23,842 48,170 742 3606 4348 25,070 27,448 52,518

Table 2b: Savings (SM) Region As of June, 2012 During (FY 2012-2013) As of June, 2013


Ghazi 837,667 710,728 1,548,395 10000 53700 63700 847,667 764,428 1,612,095

Swabi 1,675,613 1,232,863 2,908,476 126200 58650 184850 1,801,813 1,291,513 3,093,326

Sarwala 1,284,479 1,261,342 2,545,821 4000 72500 76500 1,288,479 1,333,842 2,622,321

Chachh 1,170,033 801,760 1,971,793 5000 57450 62450 1,175,033 859,210 2,034,243

Total 4,967,792 4,006,693 8,974,485 145200 242300 387500 5,112,992 4,248,993 9,361,985


Table 2c: Social Mobilization (COs/VDOs/LSOs)

Region/Area Union Council LSO Name Village VDO Name HHs

COs HHs Coverage (%age)MCO FCO Total

Ghazi

Qazipur

shaik chore 180 2 4 6 30.22%

Mian Dheri 180 9 5 14 99.17%

Hasanpur 290 13 7 20 88.52%

Qazipur 450 19 20 39 94.44%

Pakiband VDO Pakiban 270 10 12 22 85.63%

Aldo Jabbi 290 10 14 24 83.24%

Nagharchiyan 400 11 15 26 65.88%

Jammu 190 7 10 17 89.47%

Sub Total 8 1 2,250 81 87 168 80.92%

Ghazi

Khaloo 600 17 25 42 69.42%

Essa 290 11 14 25 89.10%

Ghazi 810 35 35 70 95.49%

Pai & Jalo 280 9 21 30 92.89%

Sub Total 4 1,980 72 95 167 86.29%

Kotera LSO Gandker

TamraiVDO-Alkhidmat

Tamarai480 16 22 38 80.04%

Kotera VDO-Kotera 480 12 36 48 80.75%

Thalikot VDO-Thalikot 300 9 12 21 71.40%

Bagh Dara VDO-Bagh Dara 252 7 12 19 71.51%

Gawari VDO-Gawari 240 7 10 17 70.83%

Jhamra 600 - 9 9 7.65%

Pakiband VDO-Pasban Pakiban 240 5 12 17 60.92%

Sub Total 1 7 6 2,592 56 113 169 58.96%

Khairbara Kawish Khairbara

Hamlet 790 25 48 73 84.78%

Piplala VDO-Piplala 336 10 28 38 93.10%

Chimyari VDO-Chimyari 252 9 17 26 95.12%

Ghara 350 12 7 19 68.49%

KhairbaraVDO-Khairbara

360 10 23 33 79.81%

Khalifa Mora 250 7 12 19 72.08%

Bandi Saydan 300 10 8 18 70.27%

Sub Total 1 7 3 2,638 83 143 226 81.13%

Total 4 2 26 10 9,460 292 438 730 76.09%


Region/Area Union Council LSO Name Village VDO Name HHs

COs HHs Coverage (%age)MCO FCO Total

Sarwala

Haji Shah

Manser 540 13 15 28 55.09%

Haji shah 2,400 24 49 73 27.41%

Roomian 480 8 11 19 40.02%

Jamga 100 3 2 5 61.20%

Sub Total 4 3,520 48 77 125 34.34%

Dakhnair LSO Dakhnair

Daknair 1,200 49 59 108 94.49%

Attock Khurd 324 7 5 12 44.60%

Jabba VDO-Jaba 210 8 11 19 91.48%

Dher VDO-Dher 344 14 13 27 88.36%

Brotha VDO-Barotha 300 6 9 15 49.30%

Mulla Mansoor 360 9 6 15 51.00%

Sub Total 1 6 3 2,738 93 103 196 76.92%

Kamra LSO Kamra

Gondal VDO-Help Gondal 480 19 21 40 89.60%

Fatu Chack 240 5 5 10 46.04%

Kamra 800 28 48 76 90.10%

Thikriyan VDO-Thikriyan 300 7 8 15 53.27%

Madrotha VDO-Madrotha 310 11 13 24 81.71%

Sub Total 1 5 3 2,130 70 95 165 78.62%

SurgSalar LSO Surg Salar

Salar VDO-Salar 420 9 12 21 51.00%

Garyala VDO-Garyala 240 7 18 25 87.83%

Chui Bangalla 420 4 7 11 24.69%

Bagh Nilab VDO-Bagh Nilab 250 - 5 5 10.20%

Surg Surg 600 21 42 63 95.20%

Dk.Haji Ahmed 420 9 7 16 44.93%

Sub Total 1 6 4 2,350 50 91 141 55.92%

Sarwala LSO Sarwala

Sarwala 450 16 20 36 83.11%

Dk.Gamma 250 8 16 24 87.04%

Pindwal VDO-Pindwal 420 12 19 31 71.64%

Dk. Noora VDO-Dk. Noora 300 7 21 28 75.37%

Shakardara 360 11 23 34 84.53%

Sheen Bagah 300 - 13 13 22.10%

Mari 480 - 5 5 5.31%

Sub Total 1 7 2 2,560 54 117 171 59.17%

Total 5 4 28 12 13,298 315 483 798 58.79%


Region/Area Union Council LSO Name Village VDO Name HHsCOs HHs Coverage

(%age)MCO FCO Total

Swabi

kottahUtman Welfare Society

Yarakheil VDO-Al-Islah 400 12 5 17 57.38%

Sogandy VDO-Sogandy Kotha 350 9 7 16 53.91%

Ghulamkheil VDO-Alflah 400 11 9 20 58.23%

Rehmatabad VDO-Gulshan 500 9 - 9 30.60%

Paunjpow VDO-Panjpow 400 7 - 7 29.75%

Bhatiabad VDO-Bhatiabad star 450 14 - 14 52.89%

Sofiabad 500 8 6 14 33.32%

Chinno 540 9 7 16 34.94%

Sub Total 1 8 6 3,540 79 34 113 42.84%

Batakra LSO Wada Batakra

Batakra Bala VDO Birds 595 18 22 40 70.29%

Batakra Payan VDO-Youszafzai Batakra 460 19 19 70.22%

Galla VDO-Galla 450 13 35 48 88.78%

Pontian VDO-Pontia 300 13 10 23 90.67%

Hamlet VDO-Hamlet 800 22 24 46 62.05%

Bara Hamlet VDO-Bara Hamlet 550 21 22 43 85.31%

Sub Total 1 6 6 3,155 106 113 219 75.38%

Topi East

Musakheil VDO-Pasban Topi 960 24 26 50 56.31%

Sanakheil VDO-Topi Devepmt Org 960 18 16 34 40.38%

Yarakheil 960 19 16 35 42.15%

Zakowand 310 8 21 29 78.42%

Sub Total 4 2 3,190 69 79 148 49.40%

Topi West

shaheedan 840 11 19 30 33.80%

Kalogy 360 9 8 17 53.83%

Matoona 480 8 6 14 34.71%

Butaka 360 7 2 9 35.89%

Sub Total 4 2,040 35 35 70 37.92%

Maini

Rahima 150 2 - 2 22.67%

Raida #1 VDO-Raida #1 250 5 1 6 36.04%

HajiKhel

VDO-Sahara Maini

200 6 2 8 56.10%

Sheikh Mali Khel 350 7 - 7 34.00%

Sulai 190 3 - 3 26.84%

Shakrai VDO-Shakrai 250 6 2 8 44.88%

Saeed Ali Khel VDO-Saeed Ali Khel 200 5 2 7 47.60%

Gharijuma Khan VDO-Gharijuma Khan 400 3 - 3 12.75%

Kurdkanay 450 4 - 4 15.11%

Nikikhedat VDO-NikiKhedat 500 6 - 6 20.40%

Gulbahar #1 VDO-Gulbahar #1 700 7 - 7 17.00%

Gulbahar #2 VDO-Gulbahar #2 800 9 3 12 21.04%

Haji Camp 150 6 - 6 68.00%

Patia 100 3 - 3 51.00%

Sub Total 14 8 4,690 72 10 82 27.19%

Zarobi

Aagy M. Khel VDO-Vision Zarobi 800 6 3 9 14.66%

Peechy M. Khel 300 - - - 0.00%

Khadokhel 500 1 1 2 4.42%

Khilji Khel 500 - 0.00%

Bai Khel 500 - 0.00%

Buzar Khel 400 - 0.00%

Dkhaki Khel 300 - 0.00%

Shah M. Khel 600 - - - 0.00%

Sub Total 8 1 3,900 7 4 11 3.57%

Total 6 2 44 23 20515 368 275 643 37.33%


Region/Area Union Council LSO Name Village VDO Name HHsCOs HHs

Coverage (%age)MCO FCO Total

Chachh

Malik Mala LSO Malik Mala

Barazai VDO-Barazai 520 22 23 45 94.48%

Kotky 250 9 8 17 77.52%

Pinchwana 242 10 11 21 93.28%

Behbudi 360 8 6 14 46.28%

Malik Mala 480 12 8 20 51.00%

Qibla BandiVDO-Qibla Bandi

430 14 27 41 87.37%

Dk. Mughlan 260 9 17 26 92.19%

Sub Total 1 7 2 2,542 84 100 184 76.23%

Kaghwani

Shah Dher 420 10 8 18 50.19%

Khagwani 350 15 13 28 91.80%

Sarwana 480 11 2 13 41.08%

Gari Alazai 233 7 7 14 66.45%

Pandak 240 10 4 14 79.33%

Munawer Abad 148 5 - 5 57.59%

Ramo 480 5 12 17 30.46%

Sub Total 7 2,350 63 46 109 55.55%

GorgoshtiGhorghoshti 3,360 9 8 17 5.77%

Feroz Banda 84 3 5 8 91.07%

Sub Total 2 3,444 12 13 25 7.85%

Jalalia

Qutub Bandi 240 10 6 16 83.58%

Shenka 720 5 1 6 12.51%

Jalalia 550 14 - 14 43.27%

Momain Pur 360 8 - 8 37.78%

Sub Total 7 1,870 37 7 44 35.55%

Nartopa

Nartopa 480 23 10 33 92.08%

Sayed Khail 720 - - - 0.00%

Yaseen 720 5 3 8 13.93%

Asghar 360 7 1 8 34.47%

Sub Total 4 2,280 35 14 49 29.23%

Bahadur Khan

LSO Bahadur

Khan

Bahadur Khan VDO-Bahadur Khan 580 22 26 48 87.34%

Chachee VDO-Chachee 360 10 10 20 61.39%

Saidan 720 5 22 27 27.39%

Jatial VDO-Jatial 540 9 31 40 57.61%

Kutba 280 11 9 20 83.18%

Hattain 120 4 4 8 73.67%

Musa Kotlathi VDO-Musa Kotlathi 720 14 23 37 49.35%

Sherani VDO-Sherani 180 4 12 16 71.78%

Sub Total 1 8 5 3,500 79 137 216 58.33%

Shamsabad

Shamsabad 960 29 30 59 67.29%

Kaloo Khurd 1,080 7 14 21 17.63%

Awan Abad 350 1 19 20 32.54%

Taja Baja 400 2 18 20 31.45%

Bhasia 120 6 3 9 97.75%

Sabha Kamla 300 5 11 16 47.03%

Noor Pur 360 5 10 15 37.78%

Kotah 120 - 14 14 59.50%

Rangu Tajak 480 2 9 11 16.65%

Sub Total 9 4,170 57 128 185 38.89%

Total 7 2 44 7 20,157 367 445 812 42.21%

Grand Total 22 10 142 52 63,430 1,342 1,641 2,983 49.16%*

*The overall household coverage is decreased from last year 57.8% to 49.16% due to inclusion of two more union councils (Zarobi and Maini) in programme area keeping in view of LACIP-KfW-PPAF project in this year by Board of directors (GBTI).


Table 3: Rural Credit & Enterprise Development As of June, 2011 As of June, 2012 As of June, 2013

Total Disbursement 260,394,000 323,090,000 399,866,000

Men 66,281,900 73,246,900 79,581,900

Women 194,112,100 249,843,100 320,284,100

Agriculture 7,276,500 7,416,500 7,416,500

Livestock 108,574,500 122,772,500 140,553,500

Enterprise 144,238,000 192,596,000 251,591,000

S.I.I.E 305,000 305,000 305,000

No. of Loans 18,199 22,272 26,986

Men 4,868 5,267 5,612

Women 13,331 17,005 21,374

Agriculture 901 913 913

Men 778 780 780

Women 123 133 133

Recovery Rate 100% 100% 100%

Livestock 7,560 8,485 9,565

Men 1,557 1,664 1,794

Women 6,003 6,821 7,711

Enterprise Development 9,726 12,862 16,496

Men 2,522 2,812 3,027

Women 7,204 10,050 13,469

Small Infrastructure Individual Enterprise (SIIE) 12 12 12

Men 11 11 11

Women 1 1 1

Beneficiary Cos/Groups 2,801 3,634 4,384

Men 532 597 616

Women 2,268 3,036 3,767

Mixed 1 1 1

No. of Active Loans 2,552 4,102 4,837

Table 3a: No. of Loans & Credit Disbursement

Region Gender During FY 2012-13

Livestock Development Enterprise Development Total

Ghazi Men No. of Loans 56 139 195

Amount 1,095,000 2,615,000 3,710,000

Women No. of Loans 376 908 1,284

Amount 5,750,000 14,215,000 19,965,000

Sarwala Men No. of Loans 73 41 114

Amount 1,280,000 790,000 2,070,000

Women No. of Loans 396 1,595 1,991

Amount 6,586,000 26,165,000 32,751,000

Chachh Men No. of Loans 1 27 28

Amount 10,000 405,000 415,000

Women No. of Loans 177 889 1,066

Amount 3,025,000 14,140,000 17,165,000

Swabi Men No. of Loans - 11 11

Amount - 220,000 220,000

Women No. of Loans 5 35 40

Amount 75,000 600,000 675,000

Total Men No. of Loans 130 218 348

Amount 2,385,000 4,030,000 6,415,000


Amount 15,436,000 55,120,000 70,556,000


Table 3b: Rural Credit & Enterprise Development, (Funded by PPAF Phase II) As of June, 2012 As of June, 2013

Total Disbursement 20,000,000 29,975,000

Men 3,555,000 3,275,000

Women 16,445,000 26,700,000

Agriculture

Livestock 4,025,000 7,025,000

Enterprise 15,975,000 22,950,000

S.I.I.E

No. of Loans 1,279 1,853

Men 215 188

Women 1,064 1,665

Recovery Rate 100% 100%

Livestock 262 438

Men 48 49

Women 214 389

Enterprise Development 1,017 1,415

Men 167 139

Women 850 1,276

Beneficiary Cos/Groups 392 548

Men 64 53

Women 328 495

No. of Active Loans 1,246 1,846

Table 3c: No. of Loans & Credit Disbursement (Funded by PPAF)

Gender During FY-2012-13

Livestock Development Enterprise Development Total

Men No. of Loans 49 139 188

Amount 835,000 2,440,000 3,275,000


Amount 6,190,000 20,510,000 26,700,000

Table 4: Micro Health Insurance Programme (FY-2012-13) As of June, 2012 During (FY-2012-2013) As of June, 2013

Total # of Person Insured/Beneficiaries 20,046 5,686 25,732

Men 6,220 453 6,673

Women 13,826 5,233 19,059

Premium Collected (Rs.) 2,550,160 1,123,550 3,673,710

Total # of Claims received at HO 264 40 304

Claims Approved & Reimbursed 165 34 199

Claims in verification process 60 23 23

Claims Rejected/Pending 23 59 82

Amount Reimbursed (Rs.) 2,257,636 400,487 2,658,123


Table 5: Human Resource Development (HRD)

Type of training As of June, 2012 During (FY 2012-13) As of June, 2013

Community/Staff management and skills training (Events) 143 42 185

Male 1,352 239 1,591

Female 1,471 456 1,927

Total 2,823 695 3,518

Technical / Subject Specific (Events) 304 34 338

Male 391 118 509

Female 5,917 655 6,572

Total 6,308 773 7,081

Vocational training (Events) 458 16 474

Male 1810 66 1876

Female 2891 189 3080

Total 4,701 255 4,956

Total Events 905 92 997

Total Male Beneficiaries 3,553 423 3,976

Total Female Beneficiaries 10,279 1,300 11,579

Grand Total Beneficiaries 13,832 1,723 15,555

Table 6: Status of Physical Infrastructure Schemes (During FY-2012-13)

No. of Schemes Scheme/project Type Total Cost GBTI Share (Rs.) Community Share (Rs.) Beneficiary HHs

SARWALA Region

Sanitation 10 1,301,528 1,038,535 262,993 89

DWSS 2 291,465 233,172 58,293 82

Sub Total 12 1,592,993 1,271,707 321,286 171

CHACH Region

Sanitation 6 496,253 403,956 92,297 34

DWSS 2 675,854 540,683 135,171 37

Irrigation 2 576,351 460,098 116,253 31

Sub Total 10 1,748,458 1,404,737 343,721 102

GHAZI Region

Communication 1 244,764 195,811 48,953 60

Sanitation 1 221,770 177,416 44,354 12

Irrigation 2 647,571 519,656 127,915 43

DWSS 5 1,172,373 816,878 355,597 117

Sub Total 9 2286478 1709761 576819 232

SWABI Region

Communication 1 1,435,624 1,004,937 430,687 300

Sanitation 9 424,312 339,448 84,864 24

LACIP (KfW-PPAF)

Sanitation 19 13,200,094 9,798,170 2,442,065 521

Communication 32 39,853,168 31,906,770 7,946,399 750

Irrigation 1 797,080 638,666 158,414 23

Sub Total 62 55,710,278 43,687,991 11,062,429 1,618

Grand Total 93 61,338,207 48,074,196 12,304,255 2,123


Physical Infrastructure Schemes completed as of June, 2013

Scheme/project Type Projects Total Cost GBTI Share (Rs.) Community Share (Rs.) Beneficiary HHs

Sarwala

Communication 22 587,727 463,018 124,709 1,170

DWSS 25 8,089,049 6,247,684 1,841,365 529

Education 10 1,105,808 851,990 253,818 1,164

Irrigation 13 8,110,868 6,050,229 1,871,122 311

Protection Work 9 1,392,564 1,068,737 323,827 1,640

Sanitation 87 21,474,997 16,557,092 4,917,905 1,856

Sub Total 166 40,761,013 31,238,750 9,332,746 6,670

Chachh

Communication 25 7,607,448 5,867,184 1,740,264 1,320

DWSS 3 797,544 634,075 163,469 60

Education 14 2,985,333 2,291,123 694,210 1,400

Health 1 270,759 207,797 62,962 60

Irrigation 13 7,713,242 5,937,374 1,775,868 306

Protection Work 4 371,440 285,065 86,375 495

Sanitation 93 29,907,431 22,982,292 6,925,139 2,233

Sub Total 153 49,653,197 38,204,910 11,448,287 5,874

Ghazi

Communication 20 7,587,475 5,831,046 1,756,429 1,010

DWSS 33 8,792,138 6,698,902 2,093,338 758

Education 2 181,844 139,558 42,286 200

Irrigation 15 11,497,998 8,858,779 2,639,219 357

Protection Work 10 1,855,412 1,423,954 431,458 1,660

Sanitation 29 10,308,819 7,941,137 2,367,682 724

Sub Total 109 40,223,686 30,893,376 9,330,412 4,709

Swabi

Communication 14 4,643,853 3,481,229 1,162,624 990

Communication (LACIP) 4 3,714,528 2,992,896 721,632 136

DWSS 6 1,226,583 950,839 275,744 137

Education 3 116,817 89,652 27,165 300

Health 2 582,390 446,961 135,429 120

Irrigation 7 3,695,553 2,836,188 859,365 175

Sanitation 75 21,890,783 16,855,237 5,035,546 1,464

Sub Total 111 35,870,507 27,653,002 8,217,505 3,322

Grand Total 539 166,508,403 127,990,038 38,328,950 20,575


Table 7: Environmental & Natural Resource Management (ENRM)

ENRM Interventions

As of June, 2012 During 2012-13 As of June, 2013

Activities COs benefited Activities COs benefited Activities COs

benefited

Plants raised 252,683 484 252,683 484

Improved seeds (kg) 225,919 466 225,919 466

Fertilizer provides (bags. I bag=50kg) 4,015 133 5 3 4,020 136

Guidance and demonstration plots 419 419 3 3 422 422

Vaccination and de-worming (# of animals and poultry) 53150 712 1,141 70 54,291 782

Poultry units provided (1 unit = 6 birds) 25,022 157 462 68 25,484 225

Poultry farms established 3 3 3 3

Kitchen gardens 834 96 1,100 136 1,934 232

ENRM wkps, field days, & camps 552 524 11 43 563 567

Honey production (kg.) 1209 8 1,209 8

Soil tests (no.) 1019 54 1,019 54

Agri machinery (spray machines) 25 70 25 70

Sprayed area (acres) 606 112 606 112

Tunnel vegetable (R&D) 5 5 5 5

Land leveling 109 3 109 3

Quail farms established and visits 10 46 10 46

Dairy farm 2 2 2 2

Linkages 60 353 7 15 67 368

Orchard establishment/nursery 8 8 8 8

Feed blocks provided for animals (kg)- Linkage 600 2 600 2

ENRM Awareness’ Pamphlets/Brochures/Calendars 4,937 288 416 88 5,353 376

FLF Training88 (Events) 1349

(Participants)140 7 (E) 277 (P) 28

95 (E) 1626 (P)

168


Table 8: Gender and Social Sector Services (GSSS)

As of June, 2012 During (FY 2012-2013) As of June, 2013

Activities Beneficiaries Activities Beneficiaries Activities Beneficiaries

Gender 117 12,809 29 1,680 146 14,489

Gender Sensitivity Workshops (staff) 6 117 6 117

Gender related awareness in community 18 340 18 340

NADRA Camps 93 12,352 29 1,680 122 14,032

Women Empowerment 124 2,567 1 1 125 2,568

Destitute linkages 54 79 1 1 55 80

Presentation skills training 40 400 40 400

Establishment of vocational centers 8 625 8 625

Women’s business promotion 2 150 2 150

Women’s legal issues addressed 13 13 13 13

Facilitation in establishing/reactivation of COs, CCBs

7 1,300 7 1,300

Educational Promotion 28 2,935 3 34 31 2,969

School endowment 2 275 2 275

Schools improvement 9 1,305 9 1,305

Community teachers training 9 1,200 9 1,200

Literacy programme (office bearers) 2 40 2 40

CO based Pre-Nursery Schools3 School 43

Students34

3 School 43 Students

34

Adult literacy programme events 6 115 6 115

Health Promotion 212 10,003 38 2,963 250 12,966

Health awareness workshops 10 320 18 713 28 1,033

Health awareness seminars 12 2,774 12 2,774

Traditional birth training 85 85 85 85

Medical camps/eye camps, anti natal camps 18 1,682 20 2,250 38 3,932

TBA kits provided to trained TBAs 82 82 82 82

Local NGOs reactivation/capacity building 5 5,060 5 5,060

Total 481 28,314 71 4,678 552 32,992


PCP Certificate is issued on transparency, accountability and good governance of GBTI

Board of Directors

Mr. Shoaib Sultan Khan (The Patron) Mr. Badar uz Zaman

Ambessador (R) Amir Usman (Chairman) Mr. Saleem Bahadur

Mrs. Munawar Humayun Khan (vice Chairperson) Mr. Anjum Fareed

Mr. Malik Fateh Khan (Chief Executive Officer) Ms. Ghazala Siddiqe

Mr. Khalid Mohatadullah Ms. Naseem Akhtar

Mr. Rashid Ahmed Tahir Kheili Ms. Shaheen Akhtar

Col. Muhammad Anwar Khan Ms. Shama Naz

Mr. Ahsan Khan

Ex-Officio Directors

Member Water & Power

Dr. Rashid Bajwa (CEO-NRSP)

LegalAdvisor: Dr. Azam Chuhdary Law Associates

company Auditors: M/s KPMG Taseer Hadi Khalid & Company

TaxAdvisor: M/s Khawaja Sarwar Associates

company Secretary: Mr. Agha Ali Zafar

RegisteredOffice46-Agha Khan Road, F-6/4, Islamabad, Pakistan.Tel: +92-51-2822319-2822530, Fax: +92-51-2822779

FieldHeadOfficeOff. GT Road, Opp. Old PWD Rest House,Hattian, District Attock, Pakistan Tel: +92-57-2640201 Fax: +92-57-2640202Web: www.gbti.org.pk

Ghazi BarothaTaraqiati Idara“Licensed under section 42 of the Companies Ordinance (1984) with the assistance of WAPDA”

You needed people on the ground, you needed social organisation units, you needed people to go out and talk- the famous three dialogues-you needed people, social organisers, to help the villagers achieve their goals.Page # 310-311

In every village you come to there will be two or three truly destitute households, lift them out of destitution to being just poor but at least eating enough, then you are on the way. Page # 578

Our ambition is simple....to improve the livelihoods and living standards..Page # 433

By far the most important change we seek to make is behavioral. Page # 404

It simple proved the theory of what can happen when you unleash the potential and power of the people. They wanted it; they organized it; and they worked at it, some of them for nothing, so that there would be money to compensate those who lost land issues that would have taken any outsider years to resolve. Page # 357

Some sayings from the book by Noel Cossins “Man in the Hat”

The Story of Shoaib Sultan Khan and rural poor of South Asia

gbti annual progress report 2012-13

Documents