Integrated Village Development Plan By Naushad Kazi

7/28/2019 Integrated Village Development Plan By Naushad Kazi

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Integrated VillageDevelopment Plan

Written & Compiled By

Naushad Kazi


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Naushad Kazi

Table of Contents

S# Description Page No

1 Introduction & Background 03

2 Rational 04

3 Safwco Profile 05

4 Safwcos Vision, Mission & Objectives 06

5 Safwco In House Capacity 07

6 Safwco Development Programs 08

7 PPAF Partnership Profile 08

8 SAFWCOs Integrated Strategic Process 09

9 Success Story of Village Khairo Sanjrani 22


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1. Introduction & Background

Today Pakistan is faced with numerous problems of poverty, poor governance, political instability andever increasing population growth. Due to all these factors the Governments ability to respond topeoples needs is diminishing every day. Over the last 30 years the gap between public sector and thecommunities has also significantly increased. Since 1980s citizen sector has emerged and evolved as athird sector in addition to public and private sectors gradually increasing its contribution in thedevelopment sector by bridging gaps between public sectors and grass roots communities as well as

investing directly. This sector is providing services in a range of activity sectors especially povertyreduction and population control by organizing community groups. The Government policies andpractices have also improved because of the advocacy campaigns by the NGOs and citizen groups infavor of vulnerable gender VIZ: women, children, minorities and other secluded communities. SAFWCOis contributing its share in development of marginalized communities since 1986. It has emerged as atrustworthy development partner for more than 1,000 community organizations of marginalized groupslike minorities, men and women, children and farmer groups.

Hence, SAFWCO is fully aware about the fact; rural development is not sustainable without active andmeaningful participation of the people in development programs initiated by SAFWCO in those areas.Effective social mobilization and capacity building programs play a crucial role in strengthening theparticipation of these communities in the Integrated Development Planning (IDP) process and forsustainable rural development. Effective and meaningful participation by people staying in the ruralareas will add more value to the process; however this will only happen if they have all the necessary

knowledge and skills. It is therefore important to develop integrated development plans (IDP) modulesto capacitate the people staying in the rural areas to participate effectively in the IDP process. Using theIntegrated approach, SAFWCO assisted the community members to form into groups and provided them


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2. Rational

Basically our strategic integrated plan aims to develop an aligned and integrated organization in whichevery member and partner organization could get a clear understanding of the overall strategy andobjectives of the organization and how their individual contribution could supports the organization.However, it also focuses our resources on strategic objectives that are a priority and make decisions todiscontinue certain activities if they do not support our strategic objectives.

As Safwco aims to reduce the poverty through empowering and developing communities to fight againstpoverty, unfortunately it is widespread in Pakistan and predominantly a rural phenomenon, mostly suchpopulation depends on agriculture for their livelihoods. Many of them have inadequate access to basicservices such as safe drinking water, primary health care, education and other social services. Povertyrates fell in the 1970s and early 1980s but rose again towards the end of the 1990s. According to theGovernment of Paki stans poverty reduction strategy paper, currently about 10 per cent of thepopulation is chronically poor, but a much larger part of the population (about 33 per cent) isconsidered vulnerable and likely to sink into poverty in the event of an external shock such as floods,drought or earthquake. Despite improvements in economic conditions after recent reforms, there arestill broad discrepancies in social standing between men and women. Illiteracy is high among womenand girls. In rural areas 22 per cent of girls above 10 have completed primary schooling, compared to47 per cent of boys. Women own fewer assets, have limited economic options and less access to socialservices. Yet many play a major role in the household economy and in providing care for their families.Their burden of labor increases significantly when poor agricultural productivity forces migrate to findwork. The incidence of poverty varies between rural and urban areas, and from one province to thenext.

Further, Safwco adopted consolidated integrated approach s main objective is to reduce the poverty


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3. SAFWCO PROFILE

a. The Organization

Sindh Agricultural and Forestry Workers Coordinating Organization (Safwco), a non-government, not-for-profit socio economic development organization, started its development journey from a smallinitiative, launched in. Concerned about depleting sources of livelihood and employment, increasingpoverty and social deprivation in rural Sindh and propelled by its own vision of sustainable, equitableand just society, Safwco initiated a process of social mobilization in District Sanghar initially. It wasregistered under Society Act 1860 in 1992.

b. The Head Office and Field Offices

The head office of the organization is based at Shahdadpur, District Sanghar. Shahdadpur town is 40 kmfrom the district headquarter-Sanghar, 80 km from Hyderabad and 250 km from Karachi. The liaisonoffice is in Hyderabad. The thirty (30) field offices are located in different districts of Sindh.

Description Facts & Figures

Year of Establishment 1986

Board Members 12 (M=7 / F=5)

Registered under Societies Act 1860

Registered Year 1992

Total Staff 709

Holding Total Offices 31

c. Areas of Operation


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d. Legal Status

Safwco is an indigenous, intermediary non-profitable, nongovernmental organization (NGO) working indifferent development fields for the up-liftmen of rural people since 1986. Safwco got registered in 1992under Societies Registration Act XXI of 1860.

e. Board of Governors

The organization has a general body comprising of more than 23 members comprising of activists andsocial workers. The General Body elects 11 members as Board of Governors every second year. TheBoard meets once every quarter to review progress and direct next quarters work. The presentChairperson of the Board is Dr. Perveen Naeem Shah. The Board has appointed Mr. Suleman G Abro asthe Chief Executive of Safwco.

4. SAFWCOs Vision, Mission & Objectives/Values of the Organization

a. Vision:Safwco envisions sustainable communities achieving equitable econo mic, social, political and cultural

development through indigenous community organizations Safwcos aim is to become self sustainingresourceful, disciplined and specialized training and support institution accessible to under privilegedwith a view to b uild capacities of community organizations as model development institution.

b. Mission:Safwcos mission is to mobilize the poor under a common platform and to support under a common

platform and to support them to carry out sustainable development.

c. Objectives: Organize rural and urban communities (men and women) for undertaking sustainable developmentinitiatives primarily on self help basis


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5. SAFWCOS INHOUSE CAPACITY

a. Well Experienced and Qualified Staff:

The organization has in all around 850 well qualified, experienced and motivated staff working indifferent sectors and sub sectors.

b. Capital Resources:

The organization is equipped with the necessary audio-visual aids, computers, vehicles, furniture, andother related material. The office buildings and a land of sixteen and half acres are owned by theorganization.

c. Use of Information Technology (IT):

Safwco has increased the use of IT (internet, email, telephone, computers) in its planning, execution andmonitoring of its development activities. By using the MIS as suggested by the experts, now leadershipand staff feel comfortable, paper work has reduced considerably and development targets are beingachieved as planned. Safwco now has its web page (www.safwo.org ) and email addresses for rapid andreliable communication with the development community. The website is updated on regular basis. TheHyderabad and Shahdapur offices have the facility Wi /Fi technology.

d. Audit:The organizations accounts are audited on yearly basis by the independent chartered accountant
http://www.safwo.org/http://www.safwo.org/http://www.safwo.org/http://www.safwo.org/


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8. SAFWCOS INTEGRATED STRATEGIC PROCESS

8.1. Social Development:Social Development Sector has shouldered the responsibility of institutional building at grassroots levelto support in bringing about a social change, thus taking the vulnerable and marginalized communitiesto the sustainable stage of development and self-reliance. It has social mobilization as a core activity andentry point followed by different development interventions including social and physical service

delivery projects and coordinating and networking along with emphasis on gender balance, inclusion of youth, disabled, minorities and good governance. The main objects of the program are to mainstreamthe poor into a socio-economic development process and reduce their vulnerability.

a. Salient objectives:

Enable democratic and participatory action resulting in institutionalizing social justice, as a basisof socio-economic development

Make VDOs development oriented , sustainable and responsive to local needs and priorities Highlight social Development issues, gender discrimination, governance and globalization; and

create a forum for discussion and broad-based partnership to make some efforts for thesolution of these issue

b. Major Areas of Importance:

Community Based Organizational Development Social Services Program

Gender and Development


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First Entry and VDOFormation

Capacity Building andResources Mobilization

Coordination andNetworking

First Entry and SurveySelection of Activists and Familiarization (individual

and collective) MeetingsPlanning meeting for formation of VDOSocial map, Village/Poverty ProfileCollective Meeting for preparation Village Dev Plan

Conducting TNA Organize Training/Workshop on:

ODP-I, ODP-II, ODP-III Skill Development Trainings on:

Agricultural ExtensionLivestock ManagementEnterprise Development and ManagementIntegrated Water Resources Management

Exposure and Exchange Visits

Participatory Community Development Dialogues(PCDD)

Provision of Support Services like Health, Education,Credit and CPI

Registration of VDO as NGO with Social WelfareDept.

Coordination and networking with: Line Agencies, Support Organizations, NGOsand Private Sector

Formation of UDC

Rural DevelopmentPROCESS

d. Advocacy on Social Issues:

Sindh particularly is suffering from several social issues such as child labor, indebtedness of Haris,violence against women, violations of human rights, non-participation of poor and sociallydisadvantaged groups, in governance, inter-community bloody feuds and rising incidents of suicides.Safwco being a member of civil society cannot remain isolated from the pressing social issues of Sindhisociety. Thus right from its establishment, Safwco has been on forefront in doing advocacy against thesocial ills like karo-kari and human rights violations.


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e. Communities Participation and Input:

The very crux of getting the communities directly involved in development initiatives is to pave groundwhere they feel obsessed with the delusion of grandeur leading to the sense of ownership andresponsibility among them.

f. Human Resources and Gender Development:

Prior to mobilizing and generating natural resources in physical environ, Safwco deems indispensable to

nurture the human resources in terms of skills and expertise among the communities. If people are notcapable of handling the natural resources, it falls flat to rejuvenate the resources; it falls flat torejuvenate the resources available at their disposal. It believes in the philosophy of providing equalopportunities to men and women without any discrimination. As the women of rural areas are the mostignored section of society, therefore it focuses on development of women through gender ladderactivities and creating an enabling environment for their socio economic growth leading towards theirempowerment. Thus the objective of gender development program is to balance gender gap and

promote active involvement of women for their leadership development. In this context, Safwco sinceits inception has been in the forefront in raising voice, via seminars, workshops, walks and publications,against the heinous and atrocious form of injustice clothed in term of honor killing to women in the ruralareas of Sindh.

g. Coordination and Linkages:

After the institutionalization of communities with men women as active actors, it is vital that theyshould have easy access to and linkage with service delivery sectors of Safwco and all the departmentsand organizations (Government and non-government) which are likely to be of some support for them.Safwco builds such bridges between the communities and support organizations governments donor


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8.2. Human and institutional Development:

Capacity-building is a long-standing speculation in individuals, institutions, and societies to build up theknowledge, skills, and recourses for meeting their own needs. Such needs could include ensuring foodand energy security, resolving environmental problems, responding to human-health crises, andcontributing to economic growth.Promoting the individual and collective capabilities of its parents is a core value of Safwcos human andInstitutional Development program. Since its inception, the sector has been instrumental in providing awide range of courses to enhance and improve upon the management capacities of development

practitioners. This is a supportive unit of Safwco and conduct training for following types of stakeholders:

Training of VDO Partners Training for NGOs / CBOs Professional Staff Training of Safwco Staff

a. Training Types and Process of Trainings:

This sector works in three important areas essential for the straight forward survival of organizationsAnd communities, viz:

Organization Development Program Skill Development Program

Disaster Management and Mitigation and NRM Professional Skills Development

b Organizational Development Program (ODP):


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d. HID Process:

Before organizing training events on various topics, Training Need Assessment process is followed. Hisprocess facilitates the Need Assessment process is followed. This process facilitates the HID staff inassessing the priority area where the partner organizations and communities lack skills and knowledge.Based on the TNA, training events are organized. For each training course, training modules aredeveloped which contain the written literature on the topic of the training, a supplement coupled withthe practical and interactive sessions that follow during the training. Experienced resources persons withspecialized knowledge, skills and practical experience are hired to impart the trainings. After the training

the training follow-up is conduct through well structured questionnaires so that the viability andimplementation of the training learning could be assessed for future strategic planning.

e. Skill Development Program (SDP):

Business Development Handicrafts Skills

Enterprise Development Interactive Teaching Methodology Livestock Rearing and Management Natural resource Management Vocational Trainings Capacity Building for CHWs

f. Facilities at HID Center

Centrally Air-conditioned Training Halls


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8.3. Community Physical Infrastructure:

The community physical infrastructure development (CPID) program support rural communities inaddressing their prioritized physical infrastructure needs. The communities themselves implement theseschemes following the preparation of technical and social feasibilities as well as cast estimates by theprogram staff. Introductory Meeting at Village Level: The Process starts through introductory meetingsat village level, in the villages where community has identified and prioritized needs related withinfrastructure. The Field Engineer along with social mobilization team hold meeting with the officebearers and members of the VDOs. The communities are familiarized with the process as well as term

and conditions.

a. Technical Survey: Once the community is willing to contribute in the development process, thefield engineer visits the site in order to survey the area for getting to know the feasibility of schemein the area. Various determinants are examined in case of different CPI projects. After the TechnicalSurvey, the finding are subjected to profound analysis and discussed with immediate Managerregarding the feasibility and workability of the scheme in the village. After finalizing the surveyfinding, a blue print is prepared for the scheme which includes the extent of support by the CPIthrough Safwco-Donor partnership (80%) and the partner VDO (20%). The community alsocontributes 3% operation & management per the CPI scheme. It is also planned and decided wherethe scheme would be installed. The design of the CPI scheme is prepared and approval is soughtfrom senior management for carrying out field implementation.

b. Introductions of and motivation for TOP: At this stage, the partner VDO member are informedof the share in expenses the VDO has to extend for the completion of the project and themanagement of the CPI scheme after it has been installed.


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e. Supervision & Monitoring: The field engineer visits the respective villages regularly during theprocess of installation and afterwards for post monitoring. While the regular Monitoring, Evaluation

and Research (MER) unit of the organization also conduct quarterly monitoring of the schemes.

The program offered by CPID includes:

Conventional Physical Infrastructure Development Integrated Area Upgrading Program Drought Mitigation through Infrastructure Development

Besides, Under Environmental Up-gradation Program, various energy and cast effective and fuelsustainable product are introduced such as Wax-Lamps, Stoves and Bio-gas Plants etc. AgricultureExtension also comes under the umbrella of this program.

8.4. Education Development:

Education Development program aim at improving the standard of primary education and promotingthe literacy, especially among females, in rural Sindh. Safwco involves parents, teachers, electedrepresentatives, officials and activists / volunteers in improving enrollment rate and reducing dropout.Safwco also helps parents and teachers to map missing facilities in the schools, develop Education forAll plan at union council level, and facilitates district government in allocating the budget from districtdevelopment plan. Safwco mobilized volunteers to contribute towards school development projects andassisted in organizing and extracurricular activities. The program also aims at promoting the literacy rate

of adult through establishing Functional Adult Literacy Center.The program emphasizes on both formal and non-formal education services. It has followingcomponents:


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a. Reducing Gender Disparity in Education through Enrollment Drive:

In order to narrow down the gender gap in education and enhance the girls enrollment in thegovernment primary school, Safwcos Education Development sector has embarked upon ReducingGender disparity in Education program. As a part of this program, capacity building training andcollective and motivation meeting are organized with school management committees to enable themto understand their roles and responsibilities in managing the school activities and discuss child friendlyenvironment in school and girls enrollment and plans for addr essing school issues .under the auspicesof this program, walks, seminars, workshops and street theatres are organized to get public participation

for enrolling girls in schools.The adult literacy program of Safwco Education development Sector aims to provide educationalopportunities for those sections of society who are unable to take advantage of the regular programs of education because of barriers of tradition and culture-space, time, age and economic circumstancesespecially for rural women.

b. Improving Quality of Education:

Education is not only a fundamental right-with intrinsic value for human development and the quality of life, but also a critical enabling right, helping children to develop the skills which enable them to copewith lifes challenges and be active contributing member of society. Safwcos education developmentsector focuses on the adequate attention to childrens learning in the early years, while being importantin and of itself, also makes vital contributions to improving key education indicators and quality, througha network of model primary schools, through impacts on 3 different groups-children, parents, and

teachers. Childrens enthusiasm for learning and their achievement Parents increased engagement with their childrens d evelopment and education


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8.5. Health and Hygiene:

The significance of health in the overall sustainable development can be looked at and understood inmany ways. The most important is individuals capacity and then a communitys capacity to transformphysical and mental well-being into economic productivity, growth and sustainable development.However, achieving this is not simple. Many causal factors affect peoples, health and hence the processof sustainable development. Safwco health Sector has embarked upon the mission to highlight and workon issues r elated to childrens and womens health, environment, and health care that play a significantrole in affecting peoples socio economic life. It has firm belief that only healthy and educationalcommunities can contribute to the development and uplift of Societies.

Make people aware of health issues through health education packages Provide primary health care services in areas having no health facility Decrease MMR and IMR through safe reproductive health care Prepare village volunteers as paramedical force Information dissemination through published material and leaflets

The Health and Hygiene program is advanced through following tools:

Participatory health dialogues Training of Community with Line Departments Coordination with line Departments School Health and Awareness Program Seminar, and workshop Information dissemination through printed material and audio visual AIDs

a Health Services:


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8.6. Livelihood Enhancement Protection (LEP):

The worlds poorest people lack both capital and skills and are trapped in low return occupations.Whether could it possible their economic lives can be transformed by providing assets and training andenabling them to run small businesses.

Livelihood Enhancement and Protection (LEP) aims to address the problem and enhance productivity of such poor individuals and communities through focused interventions aimed at developing skill sets andassets for greater income generating opportunities and better livelihoods. In pursuit of these objectives,

the Safwco encourages saving and internal lending within organized communities, while striving tointroduce efficient mechanisms for identifying and supporting innovative micro-enterprises. LEP isguided in its activities by a comprehensive implementation Manual, which clearly presentsmethodological and operational synergies at various levels of the implementation process. Theconceptual and strategic framework sets out the methodology for livelihoods enhancement in targetedareas, in addition to describing critical links at different tiers of the community organization.

LEP Programs Core Activities:

a. Livestock vaccinationb. Saving Mobilizationc. Poverty Score Cardd. Livelihood Investment Plane. Assets Distribution

f. Vocational Trainingsg. Occupation Consulting Services

LEP M th d l g /St t g


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8.7. Disaster Preparedness and Emergency Relief:

In view of the recent drought like conditions in Pakistan especially in Sindh and the frequent floods andcyclones in the coastal area of western Sindh, Safwco has established a disaster management andemergency relief sector that is consigned with the doing strategic planning about how can disaster beadequately dealt with at the minimum risk to human life and natural resources. This sector providesemergency relief services and build the capacity of the communities to withstand the disasterconsequences attempting at the mitigating its divesting effects. This sector has three-fold role in disastermanagement:

Disaster Preparedness: Before the onset of any disaster, it is necessary that the disaster prone peopleshould be prepared to face it effectively so that panic like situation should not appear aggravating theaftermath of the disaster prone population are involved in all the activities so that they could berelieved on priority basis.

Information System: A dynamic information system is established where updates are collected viavarious sources and disseminated to the communities and other organizations working In the samearea.

Institutional framework: Disaster management committee, participatory platform and organizationare formed with linkage with line department so as to access in condition of emergency.

Response Mechanism: In case of emergency, a dynamic response mechanism plays vital role to lessenthe disastrous consequences. The DPER cell is endeavoring to manage for such a response mechanismin collaboration with the communities and government agencies.

Disaster Mitigation:

Currently the DPER cell provides Services to the drought trodden people of desert and coastal area.Whereas the following activities underway drought mitigation measures include:


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d. Emergency Relief e. Logistics and Supply

Natural Disaster is the consequence or effect of a hazardous event, occurring when human activitiesand natural phenomenon (a physical event, occurring when human activities and natural phenomenon(a physical event, such as a volcanic eruption, earthquake, landslide etc. that does not affect humanbeings) become enmeshed. The resulting fatalities or property damages depend on the capacity of thepopulation to support or resist the disasterDrought is an extended period where water availability falls below the statistical requirements for a

region. Drought is not a purely physical phenomenon, but instead is interplay between natural wateravailability and human demands for water supply.

8.8. Planning and Monitoring :

Monitoring, Evaluation and Research (MER) Program is given a high priority in Safwco approaches andprogram delivery. It provide a better means of learning from the past experiences, improving upon

service delivery, planning and allocation of resources, and demonstrating result as a part of accountability to key stakeholders. The major aim of the program is to improve program efficiency inimplementation and financial aspects. MER Unit is also responsible for conducting different researchstudies in the program areas of the organization or at wider provincial level as needed. It conductsmulti-disciplinary studies on poverty alleviation, socio-economic development and institutional reforms.The following activities are carried out by this unit:

Mid-term Evaluations

Impact Assessment of different program Field Surveys for benchmarking data Project-end evaluation


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Stages of monitoring (Safwco Products):Outcome Monitoring: Outcome monitoring is a continual and systemic process of collecting and

analyzing data to measure the performance of Safwco intervention toward achievement of outcomes.While the process of outcome monitoring is continual in the sense that it is not a time-bound activity,outcome monitoring must be periodic, so that change can be periodic, so that change can be perceived.In other words, MER Unit Accumulates information on an ongoing basis regarding progress towards anoutcome, and then periodically compares the current situation against the baseline for outcomeindicators and assesses and analyzes the situation.

Outcome Evaluation: An outcome evaluation is an evaluation that covers a set of related projects,programs and strategies intended to bring about a certain outcome. Such evaluations assess how andwhy outcomes are or are not being achieved in a given context and the role Safwco has played. Theymay also help to clarify underlying factors affecting the situation, highlight unintended consequences(positive and negative), recommend action to improve performance in future programming, andgenerate lessons learned. These periodic and in depth assessments use before and after monitoringdata.

Impact Stage: This is a long term stage where the overall effect of a program is measured in a widerperspective

Stages Who Means Frequency

OutputMonitoring

Project Staff Program

ManagersM&E Staff

Filed DiariesFiled Visit

Program reportsSector Meetings

DailyMonthlyQuarterly

OutcomeMonitoring

M&E Staff Data gatheredthrough monitoring

indicators

Quarterly

Impact M&E Staff Data gathered Midterm


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Successes story Village Khairo Sanjrani

SAFWCO Interventions under thematic area:

So ci al De ve lo pment

1. Social Mobilization2. Formation of Community Organization3. Village Development Planning4. Mobilizing youth to become member as part of the active citizen

campaign

Human and Institutional development

1. Exposure visit to the similar communities2. Training of CO office bearers in Leadership, Accounts and

Record Keeping , CMST, Advocacy and Lobbying

Community Physical Infrastructure (CPI)

1. Construction of Brick pavement2. Access to main road from road through link road3. Access to Proper Electricity

Education Development

1. Motivation for volunteer Teacher at School2. Media Advocacy for Provision of Government School Teacher 3. Lobbying with Elected Member of Provisional Assembly (MPA)

for Teacher and Schools Reconstruction.

Backgroundof

Community

LandlessnessPeasantsFarm labor Low literacy

Poor accessto Health,Sanitation,Safe drinkingwater, roadsand marketsNo electricitySocially,politicallydeprivedHigh risk of floods


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23 | SAFWCO Integrated Development Plan Module

SAFWCO Integrated Development Plan used in Village Khairo Sanjrani

PPAF Support SAFWCO Support Community Initiatives

Government Support

Social MobilizationFormation of CommunityOrganizationVillage DevelopmentPlanningExposure visit to the similar communitiesTraining of CO office

bearers in Leadership, Accounts and RecordKeeping , CMSTConstruction of BrickpavementAwareness session onHealth and HygieneDistribution of School Kits,Begs, Books and Toys byeducation team.

Mobilizing Youth to becomemember part of active citizencampaignTraining Advocacy andLobbyingMotivation for volunteer Teacher at SchoolMedia Advocacy for Provision of

Government School Teacher Lobbying with Elected Member of Provisional Assembly (MPA)for Teacher and SchoolsReconstruction.Construction of Latrines,Derbies Cleaning from Villageand Water CanalsDistribution of Goats amongwomen

Mass Mobilization for ProtectingVillage from Floods through

construction of flood wallDistribution of Food Items/Fodder among villages

Participation in TrainingsParticipation in community meetingsSavingAccount opening in BankInternal Lending to the needy withoutany service chargesRegistration of COParticipation in Village Development

PlanningLobbying with MPAProvision of Volunteer as SchoolTeacher Mass Mobilization for construction of Flood wallParticipated in Election of LSO andplayed leadership role at UnionCouncil LevelRegistration of Votes and C.N.I.CsParticipating and providing support todifferent NGOs and Donor organizations in the implementation of different projects and activities

Access to main roadfrom road through linkroadAccess to Proper ElectricityInstallation of Water Filer PlantRegistration of ultra

poors in Benazir Income SupportProgrammeAccess to the WatanCards


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24 | SAFWCO Integrated Development Plan Module

Integrated Village Development Plan By Naushad Kazi

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