Samriddhi
Samriddhi
Samriddhi
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<strong>Samriddhi</strong><br />
(LEAF Phase 3)<br />
Project Document<br />
for the period<br />
01.08.2010 to 31.07.2013<br />
(Version July 13th, 2010)
<strong>Samriddhi</strong> Project Document<br />
Table of Contents<br />
1. Background........................................................................................................................ 1<br />
1.1 The evolution of LEAF and SAAKTI............................................................................... 1<br />
1.2 Rationale for merging LEAF and SAAKTI...................................................................... 2<br />
2. Context .............................................................................................................................. 3<br />
2.1 General context............................................................................................................. 3<br />
2.2 Relevance regarding government policies and SDC cooperation strategy..................... 6<br />
3. Achievements, key lessons and major challenges.............................................................. 6<br />
4. Project description............................................................................................................ 11<br />
4.1 Current situation and vision for <strong>Samriddhi</strong>................................................................... 11<br />
4.2 Systemic view on sustainability.................................................................................... 16<br />
4.3 Strategic framework..................................................................................................... 18<br />
4.4 Approaches................................................................................................................. 19<br />
4.5 Strategies.................................................................................................................... 20<br />
4.6 Objectives and Interventions (Logical Framework)....................................................... 25<br />
5. Beneficiaries and intervention areas................................................................................. 28<br />
5.1 Target households....................................................................................................... 28<br />
5.2 Geographical intervention areas.................................................................................. 29<br />
6. Partners and Alliances...................................................................................................... 30<br />
6.1 Project partners........................................................................................................... 30<br />
6.2 Alliances...................................................................................................................... 31<br />
7. Project Management......................................................................................................... 33<br />
7.1 Institutional Set-up....................................................................................................... 33<br />
7.2 Steering and Management........................................................................................... 34<br />
7.3 Monitoring, evaluation and reporting............................................................................ 34<br />
8. Budget ............................................................................................................................ 36<br />
9. Risk and mitigations measures......................................................................................... 37<br />
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Annexes<br />
Annex 1:<br />
Annex 2:<br />
Annex 3:<br />
Annex 4:<br />
Annex 5:<br />
Annex 6:<br />
Annex 7:<br />
Annex 8:<br />
Annex 9:<br />
Annex 10:<br />
Annex 11:<br />
Annex 12:<br />
Logical Framework<br />
Location maps<br />
Detailed programme activities<br />
Institutional analysis<br />
Organisational set-up of the project<br />
Monitoring and reporting plan<br />
Value chain selection, analysis, and ranking<br />
Relationship between LEAF, SAAKTI, AFIP and Sharique<br />
Coordination overview with AFIP, ILGS, and Sharique<br />
Timeline<br />
Terms of references<br />
Organigram project staff<br />
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<strong>Samriddhi</strong> Project Document<br />
Abbreviations<br />
AFIP<br />
APO<br />
BDS<br />
BMO<br />
CBO<br />
DAE<br />
DoF<br />
DLS<br />
DRR<br />
FM<br />
GO<br />
HID<br />
HYV<br />
IC<br />
IGA<br />
ILGS<br />
LA<br />
LEAF<br />
LSP<br />
M4P<br />
MSE<br />
NGO<br />
NSAPR<br />
PGA<br />
PKSF<br />
PNGO<br />
PRS<br />
PSMU<br />
RO<br />
RRP<br />
SAAKTI<br />
SCO-B<br />
SDC<br />
SPA<br />
UDMC<br />
UNICEF<br />
UP<br />
UZP<br />
VC<br />
VFFP<br />
Agroforestry Improvement Partnership<br />
Annual Plan of Operations<br />
Business Development Services<br />
Business Membership Organisation<br />
Community Based Organisation<br />
Department of Agricultural Extension<br />
Department of Fisheries<br />
Department of Livestock<br />
Disaster Risk Reduction<br />
Female Mentor<br />
Government Organisation<br />
Human and Institutional Development<br />
High Yielding Variety<br />
Intercooperation<br />
Income Generating Activities<br />
Improved Local Government Services<br />
Line Agencies<br />
Livelihood, Empowerment and Agroforestry<br />
Local Service Provider<br />
Making Markets Work for the Poor<br />
Micro and Small Enterprises<br />
Non Governmental Organisation<br />
National Strategy for Accelerated Poverty Reduction<br />
Participatory Gender Analysis<br />
Palli Karma-Sahayak Foundation<br />
Partner NGO<br />
Poverty Reduction Strategy<br />
Project Support and Management Unit<br />
Regional Office<br />
Regional Resource Pool<br />
Sustainable Access to Agroforestry Knowledge, Technology and Information<br />
SDC Cooperation Office in Bangladesh<br />
Swiss Agency for Development and Cooperation<br />
Service Provider Association<br />
Union Disaster Management Committee<br />
United Nations International Children's Fund<br />
Union Parishad<br />
Upazilla Parishad<br />
Value Chain<br />
Village and Farm Forestry Project<br />
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<strong>Samriddhi</strong> Project Document<br />
<strong>Samriddhi</strong> fact sheet<br />
Overall goal<br />
Outcomes<br />
To contribute to sustainable well-being and resilience of poor and<br />
extreme poor households of Rajshahi Division and Sunamganj District<br />
through social and economic empowerment.<br />
Outcome 1: Market and value-chain development<br />
Poor and extreme poor men and women in the project intervention<br />
areas make use of improved employment and income generating<br />
opportunities facilitated through value-chain and enterprise<br />
development, and have sustainable access to quality services<br />
(information, skills, technology, etc.), both private and public.<br />
Outcome 2: Community organisation and governance<br />
Poor and extreme poor men and women in the project intervention<br />
areas define, manage, and lobby for their own development priorities<br />
and are able to secure access to a more enabling environment for their<br />
livelihood improvements.<br />
Major interventions • Value chain development<br />
• Enterprise development<br />
• Service market promotion (knowledge, information, finance, etc.)<br />
• Building human and institutional capacities (social capital,<br />
participation in local governance, gender, DRR)<br />
Budget<br />
Beneficiaries<br />
Geographical<br />
intervention area<br />
8.3 mio CHF<br />
700,000 direct target households; additional 500,000 indirect<br />
beneficiaries, adding up to 1,2 million beneficiary households or roughly<br />
5 million people<br />
Rajshahi Division and Sunamganj District, covering a total of 58<br />
Upazillas, 211 Unions, and 1899 Wards<br />
Duration August 2010 to July 2013<br />
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Overview of the actors at local level<br />
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Executive Summary<br />
In Bangladesh, approximately 82 % of the population live in rural areas, virtually all of them<br />
making their living exclusively or substantially from agriculture. The poverty rate is very high in<br />
this highly populated country with around 80 % living with less than $2 per day. Women in<br />
particular are highly affected by poverty. Gender equality still remains a major challenge in all<br />
sectors of development. Because of their low resilience, extreme poor people are especially hit<br />
by natural disasters. Geographical location and land characteristics make Bangladesh one of<br />
the most disaster-prone countries in the world.<br />
The Livelihoods, Empowerment and Agroforestry (LEAF) Project and the Sustainable Access to<br />
Agroforestry Knowledge, Technology and Information (SAAKTI) Project both started in 2004.<br />
They work in the Rajshahi Division, and in Sunamganj District, two of the poorest areas in<br />
Bangladesh. LEAF supported community based organisations (CBOs) in planning and<br />
implementing their socio-economic development. In its interventions, the project combined three<br />
approaches: human and institutional development, market development and the livelihoods<br />
approach. SAAKTI was mainly conceived to collaborate with national institutions (research<br />
institutes, extension agencies) to promote local private service providers, with the view of<br />
replacing the support role of local NGOs to communities, which was not sustainable.<br />
LEAF and SAAKTI have been very successful in establishing approaches which contribute to<br />
the economic empowerment of rural households, with special attention to poor and extreme<br />
poor, and have strengthened the efforts of CBOs to identify their development priorities and<br />
participate in local decision-making processes. As a result, more than 40,000 extreme poor<br />
households could access safety-net opportunities. About 150,000 households have been<br />
involved in economic activities, increasing their income on average by more than 60 Taka (1<br />
CHF) per day. 100,000 producer households have profited from the project interventions in 7<br />
value chains. The producers have been supported by around 5,300 local service providers, for<br />
many of which the provision of services became their most important source of income, making<br />
a profit of up to 3,000 Taka (50 CHF) per month. The support of LEAF and SAAKTI directly<br />
benefited 300,000 households.<br />
In the course of time, both projects have been more and more involved in the promotion of<br />
economic activities, which were considerably interconnected, resulting in interventions more and<br />
more similar. Having had a common management from the second phase and working in the<br />
same areas of intervention and targeting the same beneficiaries, it became obvious that they<br />
were two components of a single programme. Therefore, the evolution of the projects<br />
naturally led to a decision of merging them in a new project, <strong>Samriddhi</strong>, meaning<br />
“prosperity” in Bangla.<br />
The goal of <strong>Samriddhi</strong> is “to contribute to sustainable well-being and resilience of poor and<br />
extreme poor households of Rajshahi Division and Sunamganj District through social and<br />
economic empowerment”<br />
<strong>Samriddhi</strong> shows a strong coherence with the SDC Cooperation Strategy as well as the national<br />
poverty reduction strategy, mainly in terms of income and employment creation, MSE<br />
development, local private service provision, and local governance.<br />
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The main challenge for <strong>Samriddhi</strong> will be to consolidate the achievements of LEAF and SAAKTI<br />
to make them sustainable and at the same time scale-up the successful interventions to<br />
increase the outreach. The cluster platforms, which have been coordinating activities between<br />
CBOs, have to be put in a better position to cover the interests of extreme poor and<br />
disadvantaged groups. Thus, they will be encouraged to transform themselves into community<br />
platforms, representing not only CBO members but also taking into account all and especially<br />
the weak segments of the community. According to the project’s vision, the community platform<br />
will play a crucial role in connecting the communities with the local government bodies.<br />
Furthermore, services to MSEs have to be institutionalised in collaboration with public and<br />
private organisations. The service providers associations (SPA) will take the lead role in this<br />
regard. Their capacity will be strengthened to negotiate and organise capacity building and<br />
procure updated knowledge and information, but also to more efficiently and effectively organise<br />
the service transactions. At the same time, value chain actors need to become drivers for<br />
development of their sub-sectors. The project will facilitate appropriate market actors to take the<br />
necessary steps to upgrade their value chain leading to enhanced competitiveness of the<br />
farmers’ products and better performance of the value chains.<br />
To work towards sustainability, the project will adopt a more systemic view on the system of<br />
rural producers and their markets. A number of crucial supporting functions for the rural MSEs<br />
and value chains will be targeted, focusing on business development services. Besides<br />
supporting functions, an enabling environment is crucial for value chain and market<br />
development. Similarly, for social empowerment and inclusion of the poorest into the society, an<br />
enabling and empowering environment is essential. An increased involvement of the<br />
communities in local governance is necessary to achieve this. In order to make the system<br />
inclusive and empowering, there is also a need of strong human and institutional competencies<br />
of all actors.<br />
The main approaches of <strong>Samriddhi</strong> are “Human and Institutional Development” (HID) and<br />
“Making Markets Work for the Poor” (M4P). HID will help the community platforms to work<br />
towards an empowering and enabling local environment and the MSEs and SPAs to take a<br />
strong role in business development, outreach and inclusiveness. The M4P approach will be<br />
directed to establish sustainable and inclusive market systems for the selected value chains.<br />
<strong>Samriddhi</strong> will strengthen its focus on poverty and extreme poverty which includes more<br />
targeted value chain interventions in terms of sector and geographic location. To achieve this, a<br />
set of eleven value chains has been selected according to their potential and poverty<br />
orientation. Besides the targeting of value chain interventions, an increased inclusion of the poor<br />
and extreme poor in both social and economic activities will be achieved through sensitisation<br />
and capacity building of community leaders, MSEs and SPAs. Besides that, gender<br />
mainstreaming will contribute to the empowerment of women and improved situation of women<br />
entrepreneurs. The mainstreaming of DRR will contribute to protect the assets that the target<br />
households could establish with the support of the project.<br />
At the community level, the project will deliver its support to the target households through the<br />
community platforms. Each community platform will cover the geographical boundary of one<br />
Ward. The project expects to organise community platforms covering around 700,000<br />
households or roughly 3 million people. In addition 500,000 households outside the<br />
geographical area of the project will benefit and, thus, the overall coverage of the project will be<br />
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<strong>Samriddhi</strong> Project Document<br />
more than 1,200,000 households or roughly 5 million people. <strong>Samriddhi</strong> will work in new areas,<br />
leading to an increase of over 50% in terms of area targeted by the project. The project will<br />
continue with the current situation of a division of the geographical areas into four regions.<br />
With regard to partnership, <strong>Samriddhi</strong> will lead a major change from the LEAF and SAAKTI<br />
approach. The NGOs, which were so far the main implementing partners, will essentially focus<br />
on capacity building of community platforms and associations of service providers. The<br />
collaboration with NGOs will be phased out during the last year of the phase. With regard to<br />
sustainability, the project will strengthen its collaboration with the private sector, which should<br />
become a driving force for the value chain promotion.<br />
In order to sustain and consolidate its interventions, <strong>Samriddhi</strong> will further develop collaboration<br />
and forge alliances with other initiatives, particularly those funded by SDC. This will be the case<br />
with the AFIP Project (promotion of quality trees), Sharique (local governance) and Katalyst<br />
(promotion of enabling environment for sub-sector development).<br />
Given a shift to a facilitation role – particularly in the market development, and the reduction of<br />
NGO involvement in the implementation of project interventions, the resources of project will<br />
have to remain similar to previous projects. The structure will however be reorganised, and the<br />
assignment of staff revised to new functions. The project will be steered and controlled by a<br />
steering committee composed of SDC, IC and project representatives. Knowledgeable and<br />
relevant personalities or institutions could be invited to participate in steering committee<br />
meetings.<br />
The total cost borne by SDC during this phase amounts to CHF 8.3 million. Contribution of other<br />
stakeholders (private sector, communities, MSEs...) should considerably increase during the<br />
phase.<br />
During the consolidation phase, <strong>Samriddhi</strong> will have to address and mitigate a variety of risks.<br />
The lack of commitment of the private sector could jeopardise the M4P approach, and should be<br />
addressed by promoting win-win situations and strengthening the capacities of the other<br />
stakeholders. The lack of commitment of government agencies, so far supported through a<br />
project-driven approach, will be addressed through the establishment of a memorandum of<br />
understanding at national level, and the establishment of a policy dialogue. The fact that<br />
Bangladesh is a disaster prone area could affect the improved assets of beneficiaries.<br />
Therefore, DRR interventions will be necessary to mitigate those risks.<br />
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1. Background<br />
1.1 The evolution of LEAF and SAAKTI<br />
The foundation on which both LEAF and SAAKTI were built was the Village and Farm Forestry<br />
Project (VFFP), initiated in 1986 under the SDC Sustainable Land Use Programme. VFFP<br />
achieved considerable results regarding aforestation and in promoting nursery owners<br />
associations. In its 6 th and last phase, the project shifted away from a very technical approach<br />
focussing on agroforestry promotion and became more people oriented. It collaborated more<br />
directly with small and poor farmers, and initiated a process in which community based<br />
organisations (CBO) identified development priorities and developed annual plans of action to<br />
address development issues, including social aspects. VFFP also undertook development<br />
initiatives targeting the extreme poor, and put emphasis on economic as well as gender<br />
aspects. During its last year of existence, VFFP undertook initial actions to establish a system of<br />
private local service provision, seen as an alternative to replace the unsustainable system of<br />
NGOs providing direct assistance to the producers. Becoming more and more complex, VFFP<br />
was reorganised into three distinct projects from 2004:<br />
• LEAF targeted to address poverty issues through three main approaches: sustainable<br />
livelihoods, market development and human and institutional development. The main<br />
objective of LEAF was still better utilisation of land resources.<br />
• SAAKTI was conceived as the continuation of the agroforestry research centre of VFFP,<br />
with a more national perspective. One main component of the project related to the<br />
development of agroforestry technologies by national institutions, which was calling for<br />
institutional reforms. The promotion of local service provision systems was the objective<br />
of the second main component.<br />
• AFIP took over the activities of VFFP in the tree nursery business with a national aim to<br />
develop and distribute quality planting material, as well as to promote nursery<br />
associations throughout the country.<br />
During the development of the first phase of LEAF and SAAKTI, an initial collaboration took<br />
place with Katalyst 1 in the two sub-sectors vegetable and bamboo, which allowed LEAF and<br />
SAAKTI to develop experience in collaborating with the private sector, particularly in the field of<br />
strengthening the capacities of local service providers, which was previously essentially ensured<br />
by the government line agencies.<br />
During the second phases of the projects (2007-2010), the market development approach and<br />
activities gained considerable weight. While LEAF was involved in the promotion of income<br />
generating activities (IGA), marketing extension and enterprise development at CBO and cluster<br />
platform 2 level, SAAKTI was supporting the promotion of local service providers and their<br />
associations as well as a number of value chains. Through its activities with IGAs and their<br />
1<br />
Katalyst is a multi-donor project aiming to achieve pro-poor growth through market development interventions in<br />
selected sectors across Bangladesh since 2003.<br />
2 Cluster platforms are coordination platforms for a number of CBOs in one community.<br />
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<strong>Samriddhi</strong> Project Document<br />
graduation into micro and small enterprises (MSE), LEAF got involved in value chain<br />
development, too, specially targeting handicrafts. Furthermore, it developed “Mobile Managers”,<br />
specific local service providers for business management issues.<br />
During its second phase, LEAF also increased collaboration with the Sharique project 3 ,<br />
particularly in establishing links between the CBOs and local government bodies.<br />
The diagram presented in Annex 8 shows how the different projects collaborated with each<br />
other.<br />
1.2 Rationale for merging LEAF and SAAKTI<br />
As described above, LEAF and SAAKTI became more and more complementary to each other<br />
they also worked in the same geographical areas, targeted the same beneficiaries, and<br />
collaborated with the same partners (NGOs, line agencies, private sector). As a result of this<br />
close collaboration, it was decided to establish a common management structure and a very<br />
similar project set-up. The planning of the projects followed a programmatic approach and the<br />
objectives were converging.<br />
Both projects were involved in market development and their activities were interconnected. For<br />
instance, the groups involved in marketing extension naturally evolved as MSEs and were<br />
integrated in the value chain support system. At the same time HID contributed to<br />
strengthening the capacities of the CBOs, cluster platforms, MSEs and SPAs. The projects<br />
jointly supported a socio-economic system where cluster platforms, MSEs, service providers<br />
and market actors are closely working together leading to a win-win situation for all involved,<br />
with the beneficiaries being the same for both projects.<br />
The evolution of projects naturally led to a decision of merging them in a new project,<br />
<strong>Samriddhi</strong>, which means “prosperity” in Bangla.<br />
The merger of LEAF and SAAKTI can also be seen as being relevant in a context where<br />
government and development partners endeavour to combine their effort.<br />
<strong>Samriddhi</strong>, will allow significant gains in effectiveness, as well as in efficiency, meaning the<br />
resources invested by SDC will be more appropriate in terms of outputs and achieved results.<br />
<strong>Samriddhi</strong> is expected to reach at least the double amount of beneficiaries as compared to the<br />
previous phases with less financial and human resources.<br />
Effectiveness will be enhanced through the reorganisation of project teams (functions and<br />
responsibilities, organogramme, relation with partners), as well as through the adoption of<br />
revised and common approaches, particularly regarding the activities related to income<br />
generation and market development.<br />
Bringing SAAKTI and LEAF together will also increase the link between the promotion of value<br />
chains (mostly done by SAAKTI) and the empowerment and participation of communities<br />
(mostly done by LEAF). It is considered as crucial for the sustainability of the achievements of<br />
<strong>Samriddhi</strong> that value chain promotion takes place within an enabling environment. Synergies<br />
with local governance will also contribute to establish an environment favourable to the inclusion<br />
of poor and extreme poor in the activities facilitated by the project.<br />
3 Sharique is the SDC Local Governance Programme in Rajshahi and Sunamganj<br />
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The future gains in efficiency are due to:<br />
• A process leading to a stepwise transfer of tasks and responsibilities from PNGO to<br />
other actors like private sector actors and local service providers from the community. In<br />
the medium term, sustainability of interventions will be greater allowing a gradual<br />
phasing-out of certain activities.<br />
• Concentrating activities around selected value chains working on the basis of validated<br />
tools and methodologies reducing the cost per process, e.g. with regard to steps to be<br />
taken to strengthen a value chain. Working with existing structures such as associations<br />
of service providers will improve outreach through an increased number of direct and<br />
indirect beneficiaries.<br />
• The new set-up simplifying operational and administrative issues. The financial<br />
management will be simplified, leading to a further reduction in transaction costs.<br />
2. Context<br />
2.1 General context 4<br />
National economy<br />
Low integration with the world economy helped cushion Bangladesh from the negative effects of<br />
the recent financial crisis. Annual GDP growth dipped slightly to reach a still healthy 5.9 percent<br />
in 2009. Lower international food and oil prices combined with a bumper rice crop helped to<br />
bring down inflation. On the fiscal side, the underutilisation of the annual development<br />
programme budget hampers growth and poverty reduction. Meanwhile, energy shortages<br />
continue to choke private sector investment. Inflationary pressures may re-emerge if the liquidity<br />
overhang in the domestic banking system continues and international commodity prices rise.<br />
Poverty<br />
For 2008, the population of Bangladesh was estimated to be over 160 million. According to the<br />
World Bank, in 2005, around 80% of all Bangladeshi lived with less than 2 US$ per day and<br />
40% with less then 1 US$ a day. An increase in food prices in 2007, combined with the factors<br />
of weak or lacking social safety nets have resulted in thousands of Bangladeshis falling back<br />
into poverty and extreme poverty in the project intervention areas. In addition, it is expected that<br />
the impact of the financial crisis on poverty will be more significant in 2010. Prior to the crisis,<br />
Bangladesh was on target to cut poverty by nearly 11 percentage points between 2005 and<br />
2010. With the impact of the crisis, the poverty rate is now projected to fall by only about 9<br />
percentage points.<br />
4 Data from Asian Development Outlook 2009 (Pp 117-122), Asian Development Bank; and Bangladesh<br />
Economic Update, Economic Policy and Poverty Team, World Bank, September 2009; as well as own<br />
data.<br />
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Agriculture<br />
Nearly two-thirds of Bangladeshis are employed in the agriculture sector, with rice as the singlemost-important<br />
product. Approximately 80 percent of the country's population live in rural areas,<br />
virtually all of them making their living exclusively or substantially from agriculture. Agricultural<br />
production grew by 4.6 percent, rebounding from 3.2 percent in 2008, driven mainly by strong<br />
growth in crops and horticulture.<br />
The project focuses on the Rajshahi Division and Sunamganj District. Rajshahi falls into the<br />
western dry zone, one of the seven climatic zones into which Bangladesh can be divided, and<br />
has a mean annual rainfall of below 1500 mm compared to a national average of 2500 mm.<br />
Land is irrigated by tube-well, power pump and by traditional methods. The major irrigated crops<br />
are rice, wheat, potato, vegetables, oil seed, sugarcane, and pulses. Mango is a particularly<br />
important crop, with a production level more than twice the national production average of per<br />
acre. In Sunamganj many areas are prone to crop damage by floods and farmers struggle to<br />
subsist by cultivating one crop of rice a year (50% of households own less than 0.2 ha, and a<br />
further 35% own less than 1 ha). The poor have limited access to savings and credit facilities.<br />
There is the lack of physical infrastructure highlighted by the poor state of roads and<br />
embankments, which are eroded annually<br />
In and around rural homesteads, a mixed cultivation of trees and crops is grown, e.g. fruit trees,<br />
timber trees, bamboo, vegetables, spices, medicinal plants. These homestead areas are of high<br />
importance to the livelihoods of small and marginal farmers, covering around 0.3 million ha in<br />
total. The production of vegetables, livestock, fishes, etc. at the homestead meets about 50% of<br />
the total requirements of food and cash of the poor rural families. However, many households<br />
still face low productivity due to a lack of access to quality services and inputs. At the same<br />
time, rural producers often lack the necessary capacity to successfully market their surplus<br />
produce.<br />
Rural markets are quite dynamic, both in agricultural and non agricultural products. For<br />
producers, there is a good potential to sell their products at good prices at local, regional and<br />
national level. However, these opportunities are rarely tapped. Accessing potential and higher<br />
markets, and accordingly, better price, remains an obstacle for different reasons. The producers<br />
more often sell their products to middlemen, at farm gate. The low price they then get does not<br />
lead them to invest in quality, quantity and business. The producers are not well organised so<br />
that they do not buy inputs in bulk amount or sell collectively, which would otherwise reduce<br />
production costs and increase sale price. The organisation between value chains actors is<br />
almost nonexistent, leading to a weak competitive position for them too. Despite some problems<br />
of remoteness e.g. in Sunamganj District, the potential to improve the competitiveness of value<br />
chains, and therefore the income of producers, remains high.<br />
The public extension services only reach a very limited number of farmers due to limited<br />
resources. Being the largest public agricultural extension service provider, the Department of<br />
Agricultural Extension (DAE) cannot ensure a minimal standard of services for all because each<br />
extension worker has to cover more than 1000 farm families. Moreover, technical services are<br />
disappearing from their profile due to the increased involvement in diverse non-professional<br />
activities like fertiliser or diesel distribution. The situation is even more acute in the other<br />
extension agencies, i.e. the Department of Livestock (DLS) and the Department of Fishery<br />
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(DoF), where 2-4 extension workers are assigned for a whole Upazilla. This pressure generally<br />
leads to services only being delivered to larger, more affluent farmers and the poor are not<br />
serviced at all. The level of extension services, especially to the extreme poor, becomes even<br />
worse when considering those living in more remote areas as extension workers often have little<br />
spare time for travelling.<br />
Local Governance<br />
Local self-governance in Bangladesh has existed for centuries in different forms, mostly based<br />
on traditional decision making mechanisms. The modern basis for local government is affirmed<br />
in the Bangladesh Constitution that defines a significant role for elected government bodies at<br />
each administrative unit, i.e. Union Parishad (UP), Upazilla Parishad (UZP) and Zila Parishad.<br />
The Bangladeshi society is highly in-egalitarian, with strongly established power-relations that<br />
mostly exclude the poorest, women and most marginalised people from accessing development<br />
benefits.<br />
There is a growing interest among development partners to support local government and their<br />
initiatives. This creates a favourable environment to strengthen elected local government but<br />
poses as well a challenge in terms of coordination and harmonisation.<br />
Disaster Risks Reduction<br />
In the past two decades, more than 200 million people have been affected worldwide every year<br />
by disasters. The number of reported natural disasters has tripled in the past thirty years. The<br />
rising costs of these events and their disproportional impact on the developing world have<br />
resulted in an increasing awareness of the connection between disasters and development and<br />
explain why disaster mitigation and risk reduction are important aspects of a sustainable<br />
development strategy.<br />
Geographical location and land characteristics make Bangladesh one of the most disasterprone<br />
countries in the world. The country is exposed to a variety of recurrent natural hazards,<br />
including floods, cyclones, droughts and riverbank erosion, which pull down the development<br />
initiatives and progresses. Furthermore, the adverse effects of climate change will be more<br />
severe in Bangladesh than in most other countries and pose a significant threat to the goal of<br />
poverty reduction.<br />
Gender<br />
Gender relations in Bangladesh have been undergoing a process of considerable<br />
transformation over the last two decades as part of the broader process of economic transition<br />
and social change. Various social and cultural values still hamper progress and need to be<br />
taken into account. Gender equality in Bangladesh remains a major challenge in all sectors of<br />
development. Significant disparities in employment and wage rates persist which, combined<br />
with considerable gaps in assets, is the main factor limiting women's equal participation in<br />
economic activities. It has been shown that income generating activities are an important driver<br />
for women's empowerment, both at community and household levels. But because of women's<br />
traditional roles and lower skills they have often been left behind.<br />
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2.2 Relevance regarding government policies and SDC cooperation strategy<br />
Relevance regarding government policies and programmes<br />
The project works in line with a number of specific issues identified in the poverty reduction<br />
strategy framework of NSAPR-II of the Government of Bangladesh.<br />
It is expected that the promotion of rural MSEs will play a pivotal role in achieving the national<br />
goals of accelerated pro-poor growth, sustained poverty reduction and faster rate of economic<br />
and social progress. MSEs strategies will be made sensitive to the needs of women<br />
entrepreneurs. The government also aims at undertaking job creation programmes for those<br />
who are by-passed by the normal growth process. Considering the importance of the private<br />
sector, the government has introduced a broad range of policies and institutional changes<br />
having positive impact on private sector development.<br />
The vision of the government for agriculture sector is to enhance growth through development<br />
and dissemination of sustainable technologies capable of generating productive employment,<br />
diversification of crop and livestock, development of agri-business services, and human<br />
resource development. Beside agriculture, the vision is to foster rural non-farm activities as an<br />
important and effective poverty reduction activity, particularly for women.<br />
The goal for disaster management is protection of lives and properties from any kind of<br />
hazards. The draft Disaster Management Act has identified a group of broad-based strategies,<br />
which focus on management of risk and consequences.<br />
Relevance to SDC country strategy<br />
Coherence with the SDC Cooperation Strategy Bangladesh 2008 – 2012 is given to a high<br />
extent. On the one hand, <strong>Samriddhi</strong> directly tackles poverty reduction through the creation of<br />
employment and income opportunities for the rural poor which is in line with the employment<br />
and income strategy of SDC. On the other hand, it will increasingly make use of synergy<br />
potential with Sharique, the local governance projects implemented by Intercooperation, as well<br />
as Katalyst, with which previous collaborations have proven to be fruitful. In terms of DRR,<br />
LEAF has proven to be highly valuable for SDC’s knowledge management and learning,<br />
Bangladesh being one of eight SDC pilot countries for DRR mainstreaming.<br />
3. Achievements, key lessons and major challenges<br />
The current phases of LEAF and SAAKTI started from March 2007 and April 2007, respectively,<br />
and will continue until July 2010. The achievements presented in this document cover the<br />
activities of phase 2 of both the projects.<br />
The mid-term review that was carried out in June 2009 concluded that LEAF and SAAKTI have<br />
been very successful in establishing innovative, valid approaches, which:<br />
• contribute to the economic empowerment of rural households, with special attention to<br />
poor and extreme poor, through improved access to quality service provision and<br />
markets;<br />
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• strengthen efforts of community organisations to identify their development priorities,<br />
arrange joint actions, mobilise resources and services, defend their interests and rights,<br />
and participate in local decision-making processes<br />
In general, both the projects were seen as well on track regarding targets and performance,<br />
while interventions with less significant results were linked to weak institutional capacities and<br />
framework conditions. The key challenge today is to ensure the sustainability of the results. A<br />
better understanding is needed on how key functions performed by the projects can be<br />
transferred to the stakeholders.<br />
The specific achievements of the projects, but also challenges for their consolidation in a next<br />
phase are presented below.<br />
Social organisation<br />
The projects supported around 1500 cluster platforms which are formed by nearly 5000 CBOs.<br />
97% of the cluster platforms could develop their annual plans of operations (APO) reflecting<br />
priority issues and opportunities of the communities, and could identify appropriate actions in<br />
order to address the issues using available opportunities. Almost all the cluster platforms could<br />
establish functional linkages with the Union Parishad (UP), as well as other governmental and<br />
non-governmental organisations for the acquisition of appropriate services and goods for their<br />
members, specifically the extreme poor. As a result, more than 40,000 extreme poor<br />
households could get access to safety-net opportunities from UPs and public organisations.<br />
Furthermore, members of the cluster platforms are, due to their prominent place in the<br />
community, often selected to become members of divers committees of the UP: standing<br />
committees like education and agriculture, project implementation committees, project<br />
supervision committees, etc. The UPs often request the participation of cluster platform and<br />
SPA representatives in the Union Development Coordination Meetings.<br />
Key lessons learned:<br />
• CBOs are reluctant to include more members because they are rather closed groups of<br />
people with common savings and common interests. On the other hand, cluster<br />
platforms are more open to include members from the whole community. Furthermore,<br />
cluster platforms are well positioned to take the lead of promoting development priorities<br />
of the community and connect to external sources of support/resources, including local<br />
government bodies.<br />
• Networks of cluster platforms have shown to be good for ad-hoc and need based<br />
initiatives to tackle common issues like DRR but have not shown an interest to evolve as<br />
formalised organisations. It must be reminded that the concept of cluster platform<br />
networks was initially thought as a driver for a self-propelling process of replication of the<br />
cluster platform model.<br />
For the consolidation phase, the project’s focus should be on cluster platforms considering the<br />
wider impact on and inclusiveness of the whole community. Networks of cluster platforms will<br />
not be considered as a secondary level of organisation. The challenge will be to ensure that<br />
cluster platforms are in a position to better cover the interests of extreme poor and<br />
disadvantaged groups.<br />
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Poverty orientation / pro-poor strategy<br />
The monitoring results show considerable achievements in terms of graduation of poor and<br />
extreme poor out of poverty. The effectiveness of combining market development and<br />
promotion of social and political participation of communities has been demonstrated. However,<br />
the approach of improving participation in economic activities is not sufficient for a rigorous<br />
focus on the extreme poor – most of them not having the minimal assets required to start any<br />
economic activity. New strategies have been developed in order to increase the benefit of<br />
interventions for the extreme poor and increase the number of extreme poor beneficiaries.<br />
Enterprise development<br />
About 112,000 CBO member households got involved in income generating and marketing<br />
activities and each of the households increased their income on average by 62 Taka per day. In<br />
addition, about 1,600 MSEs have been developed involving about 35,500 households from<br />
1,350 CBOs. The MSEs formed about 50 MSE networks. The producers involved in an MSEs<br />
increased their profit margin by an average of 63 Taka per person per day.<br />
As part of a pilot initiative to provide business development services at local level, 35 mobile<br />
managers started providing high quality business services to the MSEs. The project has started<br />
working with NGOs, MFIs and venture capital companies to develop new financial products and<br />
simplify the access of MSEs to finances.<br />
Key lesson learned:<br />
• Graduation of producer groups to rural MSEs can lead to improved business and<br />
increased attractiveness for financial institutions.<br />
In the consolidation phase, the project will continue building the capacities of rural enterprises<br />
since they are an effective means to establish income and employment opportunities. The<br />
challenge will be to institutionalise the services to MSEs in collaboration with public and private<br />
organisations. Another key challenge will be to strengthen the appropriate actors to support the<br />
MSEs in market access and to ensure fair labour conditions.<br />
Value chain development<br />
The value chain interventions produced impressive results in terms of outreach and partners<br />
involved. More than 100,000 producers of more than 2,700 communities active in 7 value chains<br />
benefited from the interventions in terms of income and sustainable livelihoods. However,<br />
additional measures are required to better target the poor and the extreme poor.<br />
Key lessons learned:<br />
• There is a lack of capacity within private companies to take the lead in value chain<br />
development or invest in product and capacity development of producers.<br />
• Not all sub-sectors are similarly benefitting the poor; the lower the necessary initial<br />
investments are, the lower are the margins of the products, but the easier it is for the<br />
poor and extreme poor to get engaged.<br />
In the consolidation phase, the project will analyse the market system and carefully select<br />
appropriate partners. Considering that the selection of value chains is critical, the project has<br />
carefully analysed the value chains, considering a balance between inclusiveness, profitability,<br />
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and outreach and selected 11 value chains for the next phase. The challenge will remain that<br />
partners will really become drivers for the value chains development, and that the latter could<br />
equally benefit the poor and extreme poor.<br />
Service provision<br />
The projects have mobilised around 5,300 local service providers (LSP) of which 76% are<br />
providing their services on a commercial basis. Most generally, the provision of services<br />
generated additional income for the service providers. In some cases, they became their main<br />
source of income. Their monthly income ranges from 400 to 3,000 Taka, depending on the<br />
domain of service. LSPs formed service provider associations (SPA) as platforms that promote<br />
and protect their professional interest. The concept of mobile manager, developed in 2008,<br />
proved to be promising. These service providers support MSEs in regard to business<br />
development.<br />
Key lessons learned:<br />
• Service provision is profitable when connected with rural MSEs through service<br />
contracts.<br />
• Training has less impact on the extreme poor since they often lack the means to utilise<br />
the information gained.<br />
• Organisational and management capacities of the SPAs are not yet strong enough to<br />
attract all the LSPs. Experiences show however that compared to individual LSPs, SPAs<br />
are in a better position to negotiate with input companies and line agencies.<br />
• The cooperation with line agencies has been shown to be strongly project driven and did<br />
not work well without external support.<br />
In the consolidation phase, the project will stop supporting training/service sessions for the<br />
extreme poor and focus on interventions like facilitation of the establishment of service contracts<br />
or contract farming. The concept of mobile managers, with the idea of supporting MSEs in their<br />
business, will have to be refined and scaled up.<br />
The quality of services and the sustainable access of LSPs to capacity building still remain a<br />
challenge that the project will have to address. The sustainability of the system, with producers<br />
buying services on a not subsidised basis is also another challenge.<br />
Gender mainstreaming<br />
In terms of participation of women the results were quite impressive: 39% of the CBOs are<br />
female only, 44% are mixed with a total of 80,000 women members. 83% of the CBOs<br />
implement 2 or more specific activities to address women inclusion in decision-making, control<br />
over resources, etc. Through income generating activities and employment in MSEs, women<br />
can earn their own money and increase their status in family and society. However, progress in<br />
control over resources by women and representation of women in decision making positions is<br />
still limited.<br />
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Key lessons learned:<br />
• Although achievements were impressive on a community level, the gender<br />
mainstreaming was not very visible throughout the project.<br />
• In communities, where the community facilitators and female mentors were leading the<br />
participatory gender analysis (PGA), the follow-up activities by the communities were<br />
more effective.<br />
In the consolidation phase, gender mainstreaming will be carried out in a more systematic<br />
manner. Community facilitators and female mentors will systematically lead the PGA, the latter<br />
being regularly revised. To secure the achievements in changes in the social status of women<br />
are still challenging because of the existing social patterns. There is a need to consolidate the<br />
achievements to prevent them of reverting to the previous situation.<br />
Disaster risk reduction<br />
Based on the SDC strategy to mainstream DRR in all projects, LEAF initiated DRR pilot<br />
initiatives in 5 locations, focusing on “software” support like capacity and awareness building,<br />
participatory planning, etc. Intercooperation developed a community-based DRR planning tool<br />
which led to a significant increase in the awareness of the community. Issues like disaster<br />
prevention and preparedness that were hardly a topic before have been brought to the<br />
awareness of the people. Subsequently, the communities took actions to prepare themselves<br />
and reduce their vulnerabilities to the most important hazards.<br />
Key lessons learned:<br />
• The involvement of the whole community is crucial for the success of DRR activities.<br />
Under the lead of cluster platforms, DRR has to become a community activity, starting<br />
with common planning meetings, and including common disaster preparedness and<br />
prevention measures.<br />
• Starting with software and at later stage introducing “smart hardware” could bring good<br />
results regarding DRR. The effectiveness of smart hardware as a means for software<br />
depends on the maturity of the group receiving the support.<br />
For the next phase, these activities will have to be further mainstreamed, taking into account<br />
indigenous risk reduction measures, linked with local governance, and improved small scale<br />
hardware such as livestock shelters or bamboo piling against river erosion. Only smart<br />
hardware, which can be implemented and maintained by the communities themselves will be<br />
considered. Considering their resources, this will be challenging.<br />
Cooperation / coordination<br />
With an organisational re-arrangement, LEAF and SAAKTI have moved towards a more<br />
programmatic way of working. The cooperation with AFIP and Sharique was intensified in line<br />
with this development. Collaboration with Katalyst was found effective and very useful for both<br />
parties. Other collaborations with other development initiatives and the private sector were<br />
established and significantly extended. However, two questions still have to be addressed: i)<br />
how can the projects withdraw their support that still is instrumental for the functioning of various<br />
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collaboration arrangements and ii) how can project experiences be scaled up through sharing<br />
with other donors?<br />
Programme management<br />
Good achievements of the projects include the capacity building of the 20 partner NGOs (203<br />
staff), the cost effectiveness of interventions (value creation is 7.47 times higher than the<br />
projects’ costs), and quality of monitoring and experience documentation. However, PNGO are<br />
still dependent on the projects. The future role of PNGOs and other stakeholders will be<br />
carefully analysed and reorganised. Therefore, the process of phasing out, i.e. the consolidation<br />
of approaches is a major challenge to be addressed with priority in order to ensure<br />
sustainability.<br />
4. Project description<br />
4.1 Current situation and vision for <strong>Samriddhi</strong><br />
Since its inception, LEAF has developed the following vision regarding the beneficiaries (see<br />
Figure 1): “The communities’ organisations and their respective networks (secondary level of<br />
organisation of cluster platforms, MSEs, etc…) are able to identify, organise and lead their local<br />
development initiatives based on their priorities, in mobilising and exploiting resources and<br />
services available at their level (local administration, lines agencies, service providers and<br />
market actors, etc) on a continuing basis and without further substantial inputs from<br />
development projects. The fruits of this social and economic development have to be shared<br />
with extreme poor and vulnerable households living within the boundaries of communities’<br />
organisations”<br />
The principal role of the project and its partners was to work towards this vision. In the future,<br />
the principal setting of the actors will remain the same while <strong>Samriddhi</strong> will adopt the role of a<br />
facilitator in a process during which the project will reduce its support on a gradual basis by<br />
shifting the responsibilities to the actors in the system, with the aim to make the system<br />
sustainable. What this means for the actors of the system and for the project’s view on<br />
sustainability is described below. For an overview on the evolution of institutions and<br />
approaches throughout LEAF, SAAKTI, and <strong>Samriddhi</strong>, see annex 10.<br />
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Figure 1: Vision of LEAF and SAAKTI during the first phases<br />
Community organisations<br />
The capacities of CBOs and clusters platforms that developed over time have been instrumental<br />
to establish functional linkages between the different actors at community level. CBOs and<br />
cluster platforms, with diverse levels of achievement, have acquired capacities to identify<br />
development priorities and to plan and implement joint actions towards socio-economic<br />
improvement.<br />
The cluster platforms were originally seen as coordination platforms of the CBOs supported by<br />
the project. They develop an annual plan of operation that coordinates the activities of CBOs<br />
and partly of MSEs. However, the platforms have partly opened and extend their activities to<br />
non-CBO members.<br />
The project’s vision is that the cluster platforms continue along this path of opening up and<br />
develop into community platforms, raising the voice for all community members, especially the<br />
often unheard and suppressed voices of the poor and extreme poor. According to the vision, the<br />
community platforms will take their development in their own hand and are eager to shape their<br />
future by building partnerships with public and private organisations. Local governments and<br />
market actors on the other hand start to appreciate the organisational development in the<br />
community platforms and respect them as strong partners. Community platforms include the<br />
poor and extreme poor and support them in getting services from local government, line<br />
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agencies, and access to marginal land. They support them in their economic activities by<br />
facilitating access to financial or in-kind assets on a credit or profit sharing basis.<br />
At the same time as giving emphasise to the establishment of community platforms, the project<br />
will phase out its support to individual CBOs.<br />
88% of the present cluster platforms are located at Ward level. There are nine Wards per Union,<br />
each of which includes a similar number of households. In order to give them the critical mass to<br />
play a role in local governance the community platform should remain at Ward level.<br />
The networks of cluster platforms, which were seen as an entity that could play an important<br />
role in local governance and for the process of economic development at local level, could<br />
hardly be put in place.<br />
Local enterprises - MSEs<br />
Many CBOs have evolved into, or gave birth to, different models of MSEs. In some cases, the<br />
CBOs have evolved as collective enterprises. In other cases, one member of the CBO has<br />
developed its own enterprise and involved other members in his or her business. There are also<br />
cases where members from different groups and the community have developed collective<br />
enterprises, or where individual enterprises got connected to networks. Although CBOs and<br />
MSEs are not the same “institution”, they sometimes can hardly be distinguished as they consist<br />
of the same people.<br />
Beside the community platforms, MSEs will represent the second pillar in the community that<br />
will ensure the sustainability of the project’s interventions. Successful MSEs will increase<br />
income and employment opportunities in the communities. Through sensitisation during their<br />
capacity building as well as through the influence of the community platforms, the MSEs will<br />
also enable the poor and extreme poor of the community to access these opportunities. In the<br />
project’s vision, rural MSEs reach a degree of development and professionalism to engage in<br />
high quality national and international markets to increase their income and create employment<br />
opportunities for the poor and extreme poor. At the same time, other market actors appreciate a<br />
strong value chain organisation and organised producers, and intensify their work with and<br />
support to local MSEs.<br />
Since the project will phase out its support to individual CBOs but continue its support to MSEs,<br />
conceptual clarity has to be established about what will be seen as MSE. In this context, an<br />
MSE will be defined as an entity that is constituted by a group of local people who develop a<br />
business plan and engage in economic activities.<br />
Service Providers<br />
The provision of high quality services – mainly on agricultural knowledge, technology and<br />
information as well as business management – to the rural producers is done by both private<br />
service providers and public bodies, especially extension agencies. At the beginning, the LSPs<br />
were mostly seen as advisory service providers in order to replace the technical assistance<br />
provided by NGOs. However, they have evolved beyond this assumption. To enrich their<br />
services, the majority of them provide besides pure advisory services also inputs at discount<br />
prices to their clients and play an active role in linking them with market actors. Through this<br />
embedded provision of inputs, input companies have a way to make quality inputs available in<br />
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rural areas and expand their services for rural producers in terms of technical advice and<br />
knowledge, delivered through the LSPs.<br />
The LSPs play a crucial role in distributing the knowledge from the government extension<br />
agencies to the individual farmers and rural MSEs. Through policy dialogue, the project works<br />
towards the recognition of the importance of the LSPs as a link to reach the communities by the<br />
line agencies. In the project’s vision, the line agencies are committed to build their capacity and<br />
provide them with knowledge and information.<br />
As a first step towards the institutionalisation of the local service provision market, the LSPs<br />
have formed associations (SPAs) consisting of different types of LSPs in all Upazillas covered<br />
by the project. The SPAs are seen as the key players in leading the local service provision.<br />
They are the appropriate actor to establish linkages between their members and government<br />
agencies and private companies for capacity building and input procurement. On the other<br />
hand, they have the capacities to effectively and efficiently organise service transactions at local<br />
level. Furthermore, the SPAs strengthen the commercial attitude of their members and are<br />
engaged in the promotion of their business at community and Union level. They also contribute<br />
to expand the outreach of LSPs to new groups and people.<br />
CBOs and MSEs are still financially supported by the project to buy services from LSPs / SPAs.<br />
Usually, the project supports training, i.e. it contributes to the service fees of LSPs when the<br />
CBOs or cluster platforms organise learning sessions at community level. This support will be<br />
phased out in the planned phase.<br />
In order to facilitate the SPAs to get access to capacity building support for the LSPs, the project<br />
established a number of regional resource pools (RRP). The RRPs will continue to contribute to<br />
the strengthening of local service providers’ skills, as well as providing them with up-to-date<br />
information. The pools will be extended to local extension agents and increasingly include<br />
private sector actors. At the same time they will become more informal, taking the form of a pool<br />
of experts and less of a formalised platform. The project will still play a role of facilitation<br />
between SPAs and resource pools, but will withdraw its support in the medium term.<br />
Other market actors<br />
Besides the local MSEs and LSPs, other market actors like buyers, trader associations, input<br />
companies, processors and retailers play an important role to rural economic activities more<br />
viable and to strengthen rural value chains. During the last phase, the market actors have<br />
become key partners of the project. They took over some functions that were previously<br />
exclusively ensured by the project such as technical training of producers, information on quality<br />
inputs, demonstration plots, establishment of collection centres, provision of market information,<br />
etc. Some of the companies have established contracts with producers ensuring the provision of<br />
inputs and buy-back guarantees.<br />
So far, the projects sustain the linkages between producers and market actors, though a few of<br />
them have established or maintain direct links without the involvement of project. In the future,<br />
the project will increasingly work in partnership with market actors since they are a vital part of<br />
the market system.<br />
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Local Government<br />
LEAF put special emphasis on facilitating links between cluster platforms and UPs, with an<br />
objective that was twofold from a community perspective: on the one hand accessing services<br />
and resources from UPs, on the other hand participate in local governance.<br />
In Unions not covered by Sharique, the cluster platforms take the initiative to directly present<br />
their plan of operations to the UPs. This is done to identify possible support from UPs in relation<br />
to their plan and at the same time to lobby UPs to advocate for the community priorities at the<br />
level of line agencies. In turn, UPs also request support from cluster platforms, for instance for<br />
the implementation of government policies or campaigns.<br />
In regions covered by Sharique, the involvement of cluster platforms in local governance is<br />
higher. The members of CBOs and cluster platforms, due to their experience in planning, are<br />
active contributors in the UP planning process. However, they do not take a lead role in the<br />
process, and do not raise their voice as group representative, but more as individuals.<br />
According to the project’s vision, the community platform will continue to play a crucial role in<br />
connecting the communities with the local government bodies, both inside and outside areas<br />
where Sharique is active. Sharique will work with the new community platforms in the same way<br />
as before with the cluster platforms.<br />
Partner NGOs<br />
Partner NGOs are considered as external actors supporting the project in implementing its<br />
interventions. However, they have had a strong involvement with the system up to now:<br />
• Community level: the social mobilisation of new communities and the capacity building of<br />
the communities is currently ensured by NGO staff. In communities that have been<br />
supported for a couple of years, local “community facilitators” have been developed and<br />
have acquired the capacities for the mobilisation and facilitation work.<br />
• Service provision: all technical support has been taken over by local service providers.<br />
NGO staff is still involved at a low level in skills development in marketing, mostly for<br />
new groups. NGOs also continue providing organisational support to SPAs.<br />
• Market: the NGOs still play an active role in order to link producers with market actors,<br />
though some LSPs or MSEs are increasingly taking over this responsibility.<br />
• Local government: the cluster platforms have reached a good level of independence in<br />
order to establish direct links with UPs. NGOs are still slightly involved, mostly for new<br />
groups.<br />
• Others: the linkages between cluster platforms and other organisations and projects that<br />
could provide support like e.g. in health, education, inputs supply are mostly facilitated<br />
by the NGOs.<br />
In order to consolidate the achievements on a community level, the role of the NGOs will be<br />
changed and more responsibility will be given to the community platforms and community<br />
facilitators. In the market and service market development, the role of the NGOs will also be<br />
reduced. See section “Project partners” for more details about the future role of the NGOs.<br />
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4.2 Systemic view on sustainability<br />
Main goal of the project is to work towards an improved well-being of the population in the<br />
targeted areas. The key strategy to achieve this goal is creating income and employment<br />
opportunities, mainly driven by better functioning rural value chains. As part of those value<br />
chains, rural small scale producers and enterprises play a vital role in the creation of<br />
employment opportunities and in the provision of higher incomes (see Figure 2).<br />
A number of supporting functions are crucial for a working value chain. These include inter<br />
alia the provision of financial services, business development services, technical services<br />
(knowledge, technology, and information), and quality inputs to the value chain actors. Although<br />
part of the value chain, input supply as such can be promoted by private service providers in<br />
combination with technical services.<br />
Besides the supporting functions, an enabling environment is crucial for a functioning value<br />
chain. It includes a whole range of factors, from the legislation, through the rules and regulations<br />
of various ministries and departments, at national, regional and local levels, and the practices of<br />
civil servants (based on attitudes and various interpretations of the laws and regulations). The<br />
environment also includes the policies and practices of relevant non-governmental<br />
organisations and private sector businesses which, in turn, also are affected by the<br />
governmental factors listed here.<br />
In order to make the system inclusive and empowering, there is also a need of strong human<br />
and institutional competencies of all actors. These competencies include the social<br />
responsibility of the market actors, e.g. integrating poor and extreme poor into business<br />
ventures. They further include gender capacities, leading to an empowering environment for<br />
women and giving them the possibility to become economically active and decide on the use of<br />
their own resources. Human and institutional competencies include the capacity of the<br />
communities to organise themselves in order to lead their own development process and to<br />
raise their voice to lobby and advocate for their own interests, including the interests of the<br />
weakest members of the society.<br />
The main actors in the described system are, besides the value chain actors, the community<br />
platforms, who are in the lead of organising the communities. Micro finance institutions (MFI) as<br />
well as private investors are offering financial services and investments to feed the financial<br />
needs of rural MSEs. The products they offer have to be adapted to the business models of the<br />
rural enterprises.<br />
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Figure 2: <strong>Samriddhi</strong>’s vision towards sustainability. The main entry points for the project are the community<br />
platforms, the rural MSEs and producers, and the service provision market (i.e. the SPAs).<br />
The provision of these services in rural areas is seen as a separate market system with demand<br />
and supply of services in the core, flanked by supporting functions, and enabling environment.<br />
The main actors in this system are the local service providers, service provider associations,<br />
government line agencies and private companies, but also the local, district and national<br />
government bodies play a crucial role.<br />
In order to work towards a sustainable system as depicted above, the project analysed all<br />
crucial functions and actors required for the two systems to work. The tables in annex 4 show<br />
the envisaged evolution of actors’ roles and responsibilities from the current set-up to a future<br />
situation corresponding to the vision.<br />
The central assumption for both the development of the vision and the definition of future actors<br />
providing crucial functions was that the project will in future be less and less directly involved. It<br />
is envisaged that the project phases out some direct support to individual producers, individual<br />
CBOs as well as individual LSPs in the beginning of the next phase. The project will strengthen<br />
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its role as facilitator, leaving the activities to be performed by actors in the system. After this<br />
stepwise transformation and consolidation, the phasing-out of the project is envisaged for the<br />
medium term (5-6 years).<br />
4.3 Strategic framework<br />
In order to contribute to poverty reduction, the project follows a systemic approach: the<br />
project’s interventions lead to changes in the socio-economic system in which the poor and<br />
extreme poor live and work in. These changes lead to improved growth in opportunities, but also<br />
to improved access of the poor and extreme poor to opportunities, eventually contributing to<br />
well-being and resilience. The overall logic of the project, linking interventions with the poverty<br />
reduction goal, can be expressed using the strategic framework below.<br />
Table 1: Strategic framework for <strong>Samriddhi</strong><br />
Poverty reduction<br />
System changes<br />
Systemic<br />
interventions<br />
To contribute to sustainable well-being and resilience of poor and<br />
extreme poor households of Rajshahi Division and Sunamganj District<br />
through social and economic empowerment.<br />
Better performance of rural MSEs in terms of business management,<br />
market linkages, etc.<br />
Improved performance of value chains in terms of value addition,<br />
chain governance, etc.<br />
Better performance of rural service and input markets<br />
Communities lead their own social and economic development.<br />
Improved integration of community priorities in local governance<br />
leading to an empowering and enabling environment and resilience<br />
against disasters and other shocks<br />
• Improved social capital and inclusiveness within the communities<br />
(gender equality, inclusion of poor and extreme poor, ethnic<br />
minorities as well as disadvantaged)<br />
• Value chain development<br />
• Enterprise development<br />
• Service market promotion (knowledge, information, finance, etc.)<br />
• Building human and institutional capacities (social capital,<br />
participation in local governance, gender, DRR)<br />
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4.4 Approaches<br />
To achieve the intended changes in the system, the project follows two main approaches, i.e.<br />
human and institutional development (HID) and making markets work for the poor (M4P), which<br />
are depicted in Figure 3.<br />
Figure 3: The main approaches applied by <strong>Samriddhi</strong> to establish a sustainable system for improved well-being of<br />
poor and extreme poor households.<br />
HID is a process guided by existing values and principles, particularly concerning poverty<br />
reduction and developing social capital, which contributes to:<br />
• Developing the skills and behaviours of individuals so they can lead, manage, serve and<br />
strengthen their endeavours.<br />
• Strengthening institutions (social, economic, technical, political and religious) in order to<br />
make them more responsive, effective and efficient towards the individuals or<br />
organisations they serve.<br />
• Promoting equitable and cooperative relationships between stakeholders and their<br />
institutions.<br />
Intercooperation considers the building of social capital as a necessary achievement of an HID<br />
process. “Social capital” was first defined as those intangible substances which are important to<br />
people, namely goodwill, fellowship, sympathy, and social intercourse. This concept also<br />
encompasses solidarity, social cohesion, shared values, mutuality, trust, tolerance, reciprocity.<br />
Such features can improve the efficiency of society by facilitating coordinated actions. It is<br />
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recognised that a strong social capital strengthens civil society, and is critical to socio-economic<br />
growth and the sustainability of development actions. 5<br />
HID will constitute a key approach in the project, which will however focus on two particular<br />
aspects. The community platforms will be capacitated to work towards an empowering and<br />
enabling local environment, to participate in local governance and establish linkages with<br />
different support organisations. Regarding the MSEs and SPAs, the HID support will contribute<br />
to strengthen their capacities in terms of business development, outreach and inclusiveness.<br />
The approach will phase out during the third year of the phase. During the phasing-out phase,<br />
HID should then be integrated in normal activities of community platforms, MSEs and SPAs.<br />
The M4P approach uses the economic transactions of the poor as an entry point to its analyses<br />
and interventions. Its interventions are focused on changing the market based systems around<br />
the poor’s transactions with the aim to make economic opportunities more accessible to them.<br />
Interventions aim to achieve institutional changes by defining functions of the market systems<br />
and finding appropriate actors within the system to fulfil these functions according to their<br />
incentives and capacities. By applying these principles, M4P projects generally reach a high<br />
level of sustainability. The M4P approach will be directed to establish sustainable and inclusive<br />
market systems for the selected value chains including MSEs and service providers.<br />
In combination, the HID and M4P approaches provide a powerful framework for poverty<br />
reduction, focusing not only on social or market development but integrating the two by<br />
strengthening and empowering the community and at the same time improving the market<br />
systems to work better for the poor.<br />
Besides that, gender mainstreaming will contribute to the empowerment of women and<br />
improved situation of women entrepreneurs. The mainstreaming of DRR will contribute to<br />
protect the assets that the target households could establish with the support of the project.<br />
4.5 Strategies<br />
Consolidation and institutionalisation<br />
Consolidation of successful previous interventions will be at the centre of <strong>Samriddhi</strong> with a view<br />
to make the system function sustainably without project interventions. The interventions<br />
targeted for consolidation are mainly:<br />
• Community empowerment and building social capital through HID.<br />
• Strengthening competitiveness of rural products, value addition at producer level and<br />
improved chain performance through value chain development.<br />
• Enhancing the capacity of rural MSEs in business management and in the acquisition of<br />
financial capital for their operations through capacity building and collaboration with<br />
microfinance institutions, banks and private companies.<br />
• Strengthening local service provision through capacity building of SPAs and<br />
collaboration with government line agencies and private companies.<br />
5<br />
See: Human and Institutional Development. A Process of Capacity Development for socio-economic<br />
empowerment. The experience of Intercooperation in South Asia. 2007.<br />
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Consolidation and institutionalisation efforts are especially crucial for established structures like<br />
CBOs and their cluster platforms as well as service providers and their associations. With a<br />
view on the post-intervention situation, the project will strengthen its role as facilitator and hand<br />
over direct activities to the system stakeholders. Thus, capacity building will wherever possible<br />
be done by system actors like community facilitators, LSPs, government agencies or private<br />
companies. Besides these actors, the project will also make use of private companies as<br />
service providers. Those include private firms and free-lance consultants. They will be mostly<br />
utilised for providing support in market and value chain activities that were previously done by<br />
NGOs. Their intervention will be done on ad-hoc basis and according to specific needs, not as<br />
long-term contributors. The project’s support for this modality of collaboration should decrease<br />
in the phasing-out phase, expecting service providers to be increasingly directly engaged by the<br />
beneficiaries.<br />
As described in the vision, the project aims at strengthening and transforming the cluster<br />
platforms into community platforms. To do this step, the cluster platforms will be encouraged to<br />
open their membership base to representatives of the civil society, good kings (progressive,<br />
positive minded better situated persons), MSE representatives, LSPs, and female mentors.<br />
Through sensitisation by the project, the newly formed so called community platforms will target<br />
equal participation of women as well as the participation of poor and extreme poor, minority<br />
groups, and disadvantaged in their activities and decision making process. The project will<br />
develop the capacities of community facilitators and female mentors. The community facilitators<br />
will be the main player in organising and facilitating the annual planning exercises and<br />
subsequent sharing events with relevant organisations. The female mentors will lead the<br />
participatory gender analysis in the community and will be the focal point for all gender relevant<br />
issues.<br />
The changing constitution and roles of the cluster/community platforms will take place during the<br />
first phase of <strong>Samriddhi</strong>, with the support of PNGOs and community facilitators, whose<br />
capacities will be developed in this regard. The responsibility of mobilising community platforms<br />
in new communities will be handed over to the community facilitators who will be remunerated<br />
for this task, whenever he or she is active outside hi/her own community. In the phasing-out<br />
phase, the facilitation of community platforms will be done only by community facilitators.<br />
The project will continuously analyse the capacities of individual community platforms, MSEs<br />
and SPAs and phase out its support when conditions are met that they can sustain their<br />
operation on their own. The support to present MSEswill be phased out after a process of<br />
consolidation during the third year of the phase. For SPAs enrolled during the first phase of<br />
SAAKTI, the phasing-out process will start from the third year of the first phase of <strong>Samriddhi</strong>.<br />
For those who came later the process will start with the phasing-out phase. Phasing-out<br />
scenarios will also be developed for value chain interventions.<br />
The modality of collaboration with line agencies at national level already evolved during the<br />
second phase, passing from the idea of institutional reforms to the provision of services to the<br />
projects. As the government agencies have now the experience of pro-poor technology<br />
development, the project will start to phase out the collaboration from the first phase of<br />
<strong>Samriddhi</strong>.<br />
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To consolidate the achievements of <strong>Samriddhi</strong>, a continuous process of experience<br />
capitalisation and knowledge sharing will be organised. Several tools developed and<br />
experiences capitalised under LEAF and SAAKTI have already been published, raising interest<br />
in the development community. For the next phase, this process will be continued.<br />
Pro-poor orientation<br />
Although LEAF and SAAKTI have been able to significantly contribute to improved living<br />
conditions of the poor, more efforts will be made for their inclusion. Experiences shown however<br />
that it is extremely difficult to reach the poorest level of the society, i.e. the bottom 10% without<br />
specifically targeted interventions like safety net support or asset transfer. Since <strong>Samriddhi</strong> will<br />
not include this type of interventions, it will not be able to specifically target the economic<br />
development of this segment of the population. Nevertheless, through increasing the social<br />
responsibility of communities, local governments and enterprises, these poor households can<br />
eventually profit from the project interventions.<br />
This also implies to better target value chain interventions in terms of sector and geographic<br />
location. To achieve this, the eight existing value chains have been ranked following twelve<br />
criteria in order to assess their economic viability together with their poverty orientation.<br />
Additionally, new value chains were selected according to the same criteria. In an iterative<br />
process, the eleven most poverty relevant value chains that have a significant potential to bring<br />
income and employment opportunities to the poor and extreme poor in the intervention areas<br />
have been selected for further analysis, which will build the basis for the intervention design.<br />
Six existing value chains have been selected for scaling up in existing and new regions<br />
(medicinal plants, milk, vegetables, fruit, fish and poultry). Those value chains showed very<br />
promising progress in the last phase, reaching a total of nearly 100,000 households. In the<br />
medicinal plants value chain, many poor and extreme poor households are involved, since no<br />
initial investments are needed; the potentials for more value addition at producer level and<br />
increased outreach are high. The milk value chain will be continued and consolidated in Bogra<br />
and Rangpur region, where it has worked well in including poor and extreme poor; the potential<br />
to further improve the value chain performance is high. Both, fruit and vegetables value chains<br />
show high numbers of beneficiaries whereof, however, only a limited number are poor or<br />
extreme poor. Nevertheless, through improved production technologies and chain performance,<br />
inclusiveness can further be improved. Fish has been selected as value chain due to the high<br />
demand of fish and its potential to include poor and extreme poor through the use of public<br />
ponds. Back yard poultry (chicken) also offers a high potential for poor and extreme poor, since<br />
they can raise the chicken on their homestead land. However, for pond fish and chicken, a more<br />
comprehensive analysis has to be performed. Because of its limited potential to scale up, it has<br />
been decided that the spices value chain will be phased out.<br />
Apart from the existing value chains, five new value chains will be introduced, namely beef,<br />
goat, cotton craft, jute craft, and plant craft. Cotton craft covers mainly tailoring, embroidery,<br />
handloom, etc., whereas plant craft covers work with raw materials being bamboo, grass, leafs,<br />
etc. The latter three value chains show a high potential of including women as well as poor and<br />
extreme poor since they usually don’t need any initial investments with raw materials often<br />
provided by the traders nor any land. LEAF already gathered experience in working with<br />
handicrafts, using a value chain approach. Beef and goat value chains are attractive because<br />
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they show high levels of value addition at producers level, need only little land and can include<br />
also poor and extreme poor by introducing new modalities like service contracts where service<br />
providers make initial investments and render services whereas the poor provide the labour;<br />
eventually the profit is shared accordingly. With a high demand of value added jute products<br />
both on national and international markets, jute crafts still have a high potential of scale. Also<br />
jute handicrafts can be produced by men and women in rural areas with low initial investments<br />
but a high potential of value addition.<br />
For a more detailed rational of value chain selection, the planned value chain analysis, and a<br />
description of the ranking tool see annex 7.<br />
Besides the targeting of value chain interventions, an increased inclusion of the poor and<br />
extreme poor in both social and economic activities will be targeted through sensitisation and<br />
capacity building of community leaders, MSEs and SPAs. The development of human and<br />
institutional capacities also aims at giving poor and disadvantaged members of the society a<br />
voice to be able to take responsibility for their own development by representing and defending<br />
themselves.<br />
Income generating activities (IGAs) have been promoted more for poor and extreme poor who<br />
cannot invest in business but at least can engage in small scale economic activities. The<br />
promotion of IGAs will continue in the first phase of <strong>Samriddhi</strong>. In order to support the extreme<br />
poor, the project will promote a model of service contract where service providers provide inputs<br />
and training to the poorest, and share a part of the profit as service costs. In line with the IGAs,<br />
the project developed the marketing extension tool, which is now seen as a service to the<br />
producers, and will therefore gradually be phased out in the first phase of the project,<br />
considering that there is now a large number of LSPs that can train groups and MSEs in<br />
marketing.<br />
Enabling environment<br />
It is considered crucial for the sustainability of the achievements of <strong>Samriddhi</strong> that value chain<br />
and market development takes place within an enabling environment. Similarly, for social<br />
empowerment and inclusion of the poorest into the society, an enabling and empowering<br />
environment is essential. An increased involvement of the communities in local governance is<br />
necessary to achieve this.<br />
Through the focus on human and institutional development, where one important aspect is to<br />
empower the people to lead their own development while at the same time institutions will be<br />
strengthened to make them more responsive, effective and efficient towards the individuals or<br />
organisations they serve. It is estimated that community platforms and UPs will, after a phasing<br />
out process, establish continuous collaboration. However, not only communities are important<br />
actors to achieve an enabling environment, but also local enterprises, i.e. MSEs, and other<br />
market actors, e.g. SPAs. When building the organisational capacities of the MSEs and SPAs,<br />
their role in the local governance system will be assessed and strengthened.<br />
Wherever possible, <strong>Samriddhi</strong> will work closely together with Sharique and it will also use the<br />
synergies with the Improvement of Local Government Services project (ILGS). See section<br />
alliances for further details.<br />
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Gender mainstreaming<br />
Gender equality will continue to be addressed by <strong>Samriddhi</strong> through its gender mainstreaming<br />
strategy with the following objectives:<br />
1. To ensure equal access to resources and services, and inclusion in economic activities.<br />
2. To engage women and encourage their participation in the local development process.<br />
3. To ensure active participation and benefits for both women and men at programme and<br />
organisational levels.<br />
The Participatory Gender Analysis tool developed by LEAF will be updated so that it can be<br />
implemented by the community platforms, touching gender issues in the whole community.<br />
Instead of field facilitators of the PNGO, the community facilitators and female mentors of the<br />
community will lead the planning. Action plans will be developed and implemented in all working<br />
communities with active involvement of the civil society, UP and local enterprises. In addition,<br />
fostering active participation of women in local governance (UP, standing committees), local<br />
traditional structures, and other relevant committees and networks will be promoted in<br />
collaboration with Sharique. Community platforms will be encouraged to select an equal number<br />
of women and men as members and include women in their decision making processes.<br />
In both, the capacity building for SPAs and MSEs, gender sensitivity will be one of the<br />
cornerstones. The inclusion of women as partners, employees or local service providers will be<br />
fostered and both SPAs and MSEs will be sensitised to include women in their decision making<br />
processes. Women will be trained to effectively take leadership in enterprises, associations and<br />
other relevant committees.<br />
DRR mainstreaming<br />
During the recent phases, impressive results could be achieved in terms of increased assets of<br />
the beneficiaries through the improved IGAs, stronger MSEs and better performing value<br />
chains. Those assets are however threatened by the imminent natural disasters that threaten<br />
many communities in Bangladesh. The capacities of the individual households as well as the<br />
communities to take necessary measures for their protection are considerably low. The<br />
mainstreaming of DRR activities is therefore seen as imperative to protect the improved assets<br />
of the beneficiaries from natural disasters. A systematic mainstreaming and strengthening of<br />
DRR in the most vulnerable communities, focused on the assets gained through project<br />
interventions, will contribute to the sustainability of the interventions and help to avoid a relapse<br />
of people into poverty and extreme poverty.<br />
In order to mainstream DRR in the planning and sharing process of the communities, the project<br />
will build the capacities of community facilitators in analysing natural hazards and risks and lead<br />
the process of the community to plan prevention and protection activities. The project will<br />
support the community platforms in building the awareness of the whole community about their<br />
possibilities of protecting themselves and their assets from disasters and get connected to<br />
government bodies and other relevant actors for local resource mobilisation. The use of DDR as<br />
an approach should be ensured by the community platforms at the end of <strong>Samriddhi</strong>.<br />
Targeted hardware interventions could enhance the effect of the software components<br />
implemented by the project. One way of supporting such interventions would be through a<br />
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matching fund, where community platforms could apply for financial support for their protection<br />
projects. However, the provision of money for hardware has to follow strict criteria with the aim<br />
to demonstrate the capabilities of the communities to protect themselves from disasters by<br />
establishing hardware installations on their own. The main criteria to receive hardware support<br />
by the project are the relevance of the activity to protect the achievements of project activities;<br />
the possibility for other communities to replicate similar hardware activities without project<br />
support; the ability of the communities to maintain the hardware installations without project<br />
support; and a community contribution of more than 50% for physical inputs and 100% for<br />
labour. Hardware support should be directed towards the most vulnerable communities, which,<br />
however, have to be mature enough to handle the support in a meaningful way.<br />
4.6 Objectives and Interventions (Logical Framework)<br />
The overall goal of the project is<br />
To contribute to sustainable well-being and resilience of poor and extreme poor households of<br />
Rajshahi Division and Sunamganj District through social and economic empowerment.<br />
To achieve this goal, the project has formulated two outcomes.<br />
Outcome 1: Market and value chain development<br />
Poor and extreme poor men and women in the project intervention areas make use of improved<br />
employment and income generating opportunities facilitated through value chain and enterprise<br />
development, and have sustainable access to quality services (information, skills, technology,<br />
etc.), both private and public.<br />
Outcome 1 focuses on the market system, applying an M4P approach to achieve systemic<br />
changes leading to a more pro-poor market environment. The main systemic changes are a<br />
better performance of rural MSEs in terms of business management, market linkages in order to<br />
provide local income and employment opportunities; improved performance of value chains in<br />
terms of value addition, chain performance, etc. with a view to allocate more value addition at<br />
the local level leading to a higher share of the overall margin remaining with rural MSEs; and<br />
better performance of rural service and input markets as a crucial supporting function for all<br />
rural MSEs, providing updated knowledge, technology, information, business development<br />
services in combination with inputs and financial services.<br />
Outcome 2: Community organisation and governance<br />
Poor and extreme poor men and women in the project intervention areas define, manage, and<br />
lobby for their own development priorities and are able to secure access to a more enabling<br />
environment for their livelihood improvements.<br />
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Outcome 2 incorporates the HID component of the project. Through the development of human<br />
and institutional capacities of the community platforms, the communities are empowered to lead<br />
their own social and economic development process. An improved integration of the community<br />
priorities in local governance leads to an empowering and enabling environment. The resilience<br />
of the communities against natural and economic shocks is strengthened through the improved<br />
economic situation in combination with appropriate measures to reduce the risk of natural<br />
disasters. Improved social capital in the community leads to a higher degree of inclusiveness<br />
within the communities, especially targeting the inclusion of poor and extreme poor, ethnic<br />
minorities as well as disadvantaged, and improved gender equality.<br />
Outcome 1 is subdivided into six outputs:<br />
Output 1.1: Product competitiveness at producer level is enhanced.<br />
Output 1.2: The value chain performance of specific sub-sectors is strengthened.<br />
The first two outputs are targeting the development of selected value chains. The focus in propoor<br />
value chain development will be put on two areas:<br />
• Improvement of the competitiveness of the products: More competitive products will<br />
bring a higher income to the producer both in terms of quantity (more volume sold) and<br />
quality (higher margin). This includes the promotion of value addition through<br />
processing, grading, etc. at producer level.<br />
• Improved chain performance: Both vertical integration through better organised<br />
processes and horizontal integration through building producer networks and collection<br />
centres lead to reduced transaction costs and, thus, higher margins for all actors in the<br />
chain. Through horizontal integration, the outreach of the interventions can be increased.<br />
Output 1.3: SPAs are capable to organise and support the LSPs and to establish collaboration<br />
with the public and private sector.<br />
Output 1.4: Efficiency and coordination of service transactions between SPAs and their clients<br />
are improved.<br />
Outputs 1.3 and 1.4 focus on the service market and the support provided to the SPAs. Two<br />
major areas are covered by these outputs:<br />
• The capacity of the SPAs to organise the LSPs and to improve their coverage in the<br />
respective Upazillas. The incentive for the LSPs to become member of an SPA is the<br />
ability of the SPA to organise the capacity building of the LSPs through linkages with<br />
public agencies and private companies. The SPA can also organise inputs from large<br />
input sellers that can be sold to farmers through the LSPs. The capacity building of the<br />
SPAs also includes gender aspects; the SPA are supposed to have a certain number of<br />
women in their decision making bodies and effectively include them in their decision<br />
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making processes. The SPAs are also selecting and recruiting new LSPs, with a special<br />
focus to recruit women LSPs.<br />
• The capacity of the SPAs to effectively organise the service transactions between them<br />
and their clients. This includes business management aspects like business planning as<br />
well as negotiation skills and service contracting.<br />
Output 1.5: The business management capacities and social responsibility of MSEs are<br />
strengthened.<br />
Output 1.6: Access to financial services for the MSEs improved.<br />
The last two outputs for outcome 1 focus on enterprise development. Two major aspects are<br />
covered:<br />
• The capacities of the MSEs in terms of business management are strengthened. This<br />
includes training by service providers on business planning, production management,<br />
financial management, etc. Furthermore, the MSEs are sensitised regarding their social<br />
responsibility to be gender sensitive and give poor and extreme poor people of the<br />
community the chance to become economically active.<br />
• The project is aiming to strengthen the access to capital through two ways. First, it aims<br />
to improve the existing products and access to those products in collaboration with the<br />
Palli Karma-Sahayak Foundation (PKSF), the biggest provider of funds for micro-finance<br />
institutions in Bangladesh. Second, it works together with private companies that are<br />
interested to invest in rural MSEs like for example venture capital companies.<br />
Outcome 2 is covered by three outputs:<br />
Output 2.1: Human and institutional capacities of the community platforms are built to<br />
represent and advocate for the interests of all segments of the community, giving<br />
special attention to poor and extreme poor, and minority groups.<br />
Output 2.2: Coordination and exchange between community platforms and relevant<br />
development partners (UP, UDMC, LA, BMO, etc.) are strengthened.<br />
The two first outputs of the second outcome focus on the human and institutional development<br />
of the community platforms.<br />
• The project will select community facilitators in every community and build their capacity<br />
in facilitating the annual planning process of the community platform and also the<br />
exchange between the community platform and local government bodies or other<br />
relevant institutions. Community platform leaders will be sensitised to the importance of<br />
including all segments of the community in order to become a strong voice for the whole<br />
community when negotiating with local government bodies. The inclusion of women into<br />
decision making process will be stressed.<br />
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• In areas where <strong>Samriddhi</strong> is newly entering, the capacity building of the new community<br />
facilitators will whenever feasible be done by his or her peer from another community.<br />
The community facilitator providing his or her services to another community will be<br />
remunerated by the project accordingly.<br />
• The project will facilitate the community facilitators to organise match making workshops<br />
with different relevant partners like the UP, UDMC (specifically for DRR activities), line<br />
agencies for the provision of information and technology, etc.<br />
Output 2.3: Capacity and awareness of communities in disaster prone areas to tackle disaster<br />
risks improved.<br />
Output 2.3 is specifically targeting DRR mainstreaming in the community planning processes.<br />
The interventions follow the same principles as in social organisation and planning.<br />
• Community facilitators will be trained to analyse disaster risks based on secondary<br />
information collected from appropriate sources and to include DRR aspects in the annual<br />
planning process. Specific sharing events for DRR activities will by organised by the<br />
community facilitator between the community platform network of one Union and the UP.<br />
• The main cornerstone of DRR is awareness raising in the whole community. This will be<br />
done mainly through the community platform who takes the responsibility to organise<br />
awareness raising events like cultural programmes, special meetings, demonstrations,<br />
etc.<br />
• For specific cases, the project will establish a matching fund for hardware projects. The<br />
community platforms can access the funds under certain preconditions as outlined in the<br />
strategy chapter above.<br />
The logical framework of the project is attached in annex 1.<br />
5. Beneficiaries and intervention areas<br />
5.1 Target households<br />
At the community level, the project will deliver its support through the community platforms.<br />
Each community platform will cover the geographical boundary of one Ward. Consequently, the<br />
target households of each community platform are the whole community of the respective Ward.<br />
Hence, the individual households of the Wards covered by community platforms supported by<br />
the project will be seen as the ultimate beneficiaries of the project. The project currently is<br />
working with 300,000 households but expects to organise community platforms covering around<br />
700,000 households or roughly 3 million people.<br />
Of these households, about 450,000 households (65%) are expected to be involved in<br />
economic activities through small scale IGAs and involvement in MSEs, mainly in the 11 subsectors<br />
selected for value chain development.<br />
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It is estimated that an additional 500,000 households outside the geographical area of the<br />
project will benefit through the interventions of market actors of the value chains, and through<br />
the services delivered by SPAs. These actors work at Upazilla and therefore can collaborate<br />
with households outside the Unions covered by <strong>Samriddhi</strong>, according to the same modalities as<br />
the households supported by the project. Hence, the overall coverage of the project will be more<br />
than 1,200,000 beneficiary households or roughly 5 million people.<br />
5.2 Geographical intervention areas<br />
<strong>Samriddhi</strong> will work in 16 districts of Rajshahi division and in the Sunamganj district of Sylhet<br />
division, covering 58 Upazillas in total. The project will increase its outreach by vertically<br />
expanding inside the existing wards and horizontally expanding its intervention into new areas<br />
The result will be to include 655 new Wards, 43 new Unions, and 2 new Upazillas.,<br />
LEAF and SAAKTI are currently working in 168 Unions and within these it presently covers 82%<br />
of the Wards. In the next phase, <strong>Samriddhi</strong> will work in all 1899 Wards of 211 Unions,<br />
representing an increase of over 50% in the area serviced by the project (see Table 2 and<br />
Figure 4)<br />
Table 2: Overview of the geographical areas covered by LEAF/SAAKTI and <strong>Samriddhi</strong>, respectively.<br />
Project Upazillas Unions Wards % Wards<br />
covered<br />
LEAF/SAAKTI 56 168 1244 82<br />
<strong>Samriddhi</strong> 58 211 1899 100<br />
Figure 4: Increase in Unions and Wards in <strong>Samriddhi</strong> compared with LEAF/SAAKTI<br />
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Though the project will only touch two new Upazillas, significant horizontal and vertical<br />
expansion will take place within the existing Upazillas through the following three steps:<br />
1. Within the existing Wards there will be expansion to the untouched communities.<br />
2. Within the existing Unions there will be expansion to the untouched Wards.<br />
3. Within the existing Upazillas there will be expansion to the untouched Unions<br />
<strong>Samriddhi</strong> will not move into totally new Upazillas as it will build upon the existing network of<br />
stakeholders having already built a critical mass over previous phases. During this consolidation<br />
phase the facilitation will be based on current assets (e.g. presence of local service providers,<br />
community facilitators and local market actors). With the reduction of involvement of partner<br />
NGO in the project and the limited capacities of project structure, a large geographical extension<br />
to new areas could not envisaged. This is due to the fact that going to areas that are not<br />
adjacent to areas already covered by the project would require considerable resources and time<br />
for building relationship and rapport with local stakeholders. A more limited geographical<br />
extension, mostly to adjacent wards, would not require so much resources and time since the<br />
present stakeholders can be involved, and will anyway increase the outreach of the project in<br />
areas where poverty prevail at the same level as present areas of intervention.<br />
The project will continue with the current situation of a division of the geographical area into four<br />
regions. These divisions will be the three regions in the Rajshahi division and the remaining one<br />
in Sunamganj district.<br />
A more detailed geographical map showing the selected Unions and Upazillas is presented in<br />
the annex 2.<br />
6. Partners and Alliances<br />
6.1 Project partners<br />
Partners should be seen as key actors of a “system” (vision) that are used by the project as an<br />
entry point to achieve systemic changes according their capacities and incentives. They are the<br />
players that will contribute to the well being of the final beneficiaries.<br />
The community platforms will be the partners which will address social issues of the community<br />
, particularly the women and the poorest. They will contribute to establishing an enabling<br />
environment for socio-economic issues. The coordination role they will play at community level<br />
and the linkages they will establish with other support organisations will benefit different<br />
initiatives undertaken by CBOs and MSEs.<br />
SPAs are the local key actors which will play a critical role in building the capacities of producer<br />
groups and MSEs in the field of technical, managerial, marketing and organisational skills. The<br />
good functioning of the system, and hence, the benefit to the poor, considerably depends on the<br />
quality of services these actors will deliver.<br />
The private sector will increasingly take part in the system, and is seen as an important partner<br />
of the project in the view of sustainability of interventions, particularly in the field of value chain<br />
promotion. The collaboration with private firms and companies will be therefore further<br />
developed in order to achieve the sustainability of the system.<br />
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Public institutions and agencies will remain partners of the project, particularly with regard to<br />
extension services and capacity building of SPAs.<br />
NGOs, which have been for years the main implementing partners of LEAF and SAAKTI, will<br />
see their role decreasing with a transfer of some of their functions to other actors and partners.<br />
Regarding the community platforms, partner NGOs will still contribute to develop their<br />
organisation capacities. At the same time, they will build the capacity of local community<br />
facilitators, who should ensure after a transition period, the role of community platform<br />
mobilisers and facilitators. For a limited time, partner NGOs will also build and strengthen the<br />
capacities of SPAs. The project will undertake a process of phasing-out the collaboration with<br />
NGOs once the capacities of other partners become strong enough. However, some of the<br />
NGOs may at the same time transform themselves and take up new functions, which they will<br />
then continue to perform after the phasing-out of the project support.<br />
6.2 Alliances<br />
Coordination and collaboration with other relevant projects will be strengthened.<br />
Regarding AFIP, synergies will be used to ensure the flow of quality planting material as well as<br />
technical support from nurseries and nursery associations to community platforms, CBOs and<br />
MSEs. On the other hand, community platforms will play a role in placing their demands to the<br />
nursery associations in relation to their needs concerning planting material as well as technical<br />
agroforestry advice.<br />
Though the collaboration with Katalyst in value chain development came to an end in March<br />
2010, contact will be kept with the project in order to exchange relevant information on<br />
successful approaches, possibility of local collaboration, results of sector analyses, etc.<br />
In addition, a new collaboration could be developed through the Improved Local Government<br />
Services (ILGS) project, a component of Katalyst implemented by Intercooperation. ILGS is<br />
conceived as a means to consolidate and sustain sub-sector interventions operated with other<br />
partners of Katalyst. The ILGS project aims at improving the technical skills of producers<br />
through the establishment of public-private initiatives between local line agencies and business<br />
membership organisations (BMO). In common interventions areas, the ILGS project and<br />
<strong>Samriddhi</strong> will develop synergies, but at the same time avoid overlapping activities. <strong>Samriddhi</strong><br />
and ILGS will work in 26 common Upazilla. Whenever SPAs supported by <strong>Samriddhi</strong> are<br />
selected as BMOs by ILGS, the latter will organise their organisational development instead of<br />
<strong>Samriddhi</strong>. Where ILGS works with other BMOs, <strong>Samriddhi</strong> can contribute to the organisational<br />
development of MSE samities represented in BMOs. Modalities of collaboration and<br />
coordination should be adjusted according to the development of interventions.<br />
Since the two intervene in common geographical areas, Sharique and <strong>Samriddhi</strong> will continue to<br />
collaborate and strengthen their cooperation. Collaboration between the two projects is<br />
particularly important in terms of participation of communities in local governance issues, and<br />
the establishment of an enabling environment to sustain the development of economic activities<br />
and activities related to social and empowerment issues. The interface between Sharique and<br />
<strong>Samriddhi</strong> is the community platform, channelling the interests of the community from the<br />
citizens to the relevant government bodies, mainly the UP. Through the human and institutional<br />
capacity building of <strong>Samriddhi</strong>, the community platforms will be enabled to plan their own<br />
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development priorities and share these with the UP through the appropriate channels. Sharique<br />
will support the communities to assess how they can contribute to improve local governance<br />
through the local governance self-assessment exercise. If they take up specific local<br />
governance issues in the communities’ annual plans and require technical support in<br />
implementation, Sharique will provide this. It is crucial that the community platforms share their<br />
overall plans either in separate events with the UP at a time where the UP can still adopt the<br />
communities’ priorities and/or through the ward level planning meetings, i.e. the Ward<br />
Assemblies (Ward Shava) organised by the UP.<br />
For clear assignments of roles and responsibilities between <strong>Samriddhi</strong> and Sharique and ILGS,<br />
respectively, see annex 9.<br />
The collaboration with the two Shiree Innovation Fund Projects 6 , funded by DFID and<br />
implemented by Intercooperation, will continue on the present basis. This collaboration allows<br />
extreme poor members of CBOs and communities supported by <strong>Samriddhi</strong> to access productive<br />
assets provided in the form of grants, and subsequently start economic activities. These<br />
extreme poor belonging to the “bottom 10%” usually cannot start any economic venture due to<br />
their lack of assets and working capital.<br />
Other opportunities of alliances exist and will be explored. This has already been and can still<br />
be the case with the Char Livelihoods Programme in the field of medicinal plants or other<br />
products. Collaboration with the National Agriculture Technology Project (NATP) of the Ministry<br />
of Agriculture, financed by the World Bank, in promoting value chains is another possibility.<br />
NATP already replicates approaches that were developed in the frame of SAAKTI.<br />
The decision about the merger of LEAF and SAAKTI and the new orientation taken by<br />
<strong>Samriddhi</strong> will have to be clearly communicated to stakeholders, particularly the present<br />
partners of the two projects. LEAF and SAAKTI will organise during the current phase initial<br />
workshops with partners (NGOs, line agencies, private companies) about the merger of the<br />
project and the inception of <strong>Samriddhi</strong>. Written information will be provided regarding the<br />
reorganisation of the projects and the consequences for the partners in terms of vision,<br />
evolution of functions, transition strategy, activities and resources. At the commencement of<br />
<strong>Samriddhi</strong>, new workshops will take place in order to orient project and partner staff on the<br />
changes in applying the project approaches, in coordinating activities. These workshops will<br />
also provide the guidelines to NGO staff on how they will to inform the communities, service<br />
providers associations and MSE currently supported by LEAF and SAAKTI.<br />
6 Shiree supports the economic empowerment of the extreme poor belonging to the bottom 10% of the<br />
population in terms of poverty. The Innovation Fund awards proposals innovative proposal in order to<br />
graduate the extreme poor from extreme poverty.<br />
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7. Project Management<br />
7.1 Institutional Set-up<br />
In accordance to <strong>Samriddhi</strong> approaches and strategies, the project’s institutional set-up will<br />
have to be significantly reorganised. Due to the phasing-out of NGOs’ role with regards to<br />
market development interventions, the increase in the number of value chains and the<br />
increased interaction with the private sector, the project structure will remain similar to that of<br />
LEAF and SAAKTI. The staff will have a stronger facilitation role, which should put together the<br />
stakeholders according to the vision of <strong>Samriddhi</strong>.<br />
<strong>Samriddhi</strong> will have a Project Management and Support Unit (PMSU) and four Regional Offices<br />
(RO).<br />
The PMSU will comprise six operational persons:<br />
• Project Coordinator<br />
• Coordinator Social Development and Deputy Project Coordinator<br />
• 2 Coordinators Value Chains<br />
• Coordinator Service Provision and Enterprise Development<br />
• Monitoring Specialist<br />
• International Adviser<br />
The Project Coordinator will be in charge of the overall management of <strong>Samriddhi</strong>. S/he should<br />
combine knowledge on both livelihoods and market development issue with programme<br />
management, including human and financial resource management. The Coordinator Social<br />
Development and Deputy Project Coordinator will assist the Coordinator in the project<br />
supervision and monitoring, as well as establishing collaboration with other projects and<br />
organisations, and in policy dialogue. Furthermore, he will coordinate the activities in social<br />
development, especially HID, and DRR. Two Coordinators Value Chains will lead the value<br />
chain teams, coordinate the overall value chain interventions and ensure the interaction with<br />
large private companies involved. A Coordinator Service Provision and Enterprise Development<br />
will support the regional offices for the promotion of Service Providers Associations and MSE<br />
promotion and will supervise the collaboration with National Institutions (line agencies), as well<br />
as the collaboration with ILGS project. The Monitoring Specialist will support the regional offices<br />
in collecting and processing data and be responsible for the outcome monitoring process. The<br />
International Adviser will render technical advice concerning institutionalisation processes,<br />
market development, and local governance, and take up methodological and technical<br />
backstopping support to the project team. He will furthermore support the project management.<br />
Each of the four regional teams will be composed of:<br />
• Regional Coordinator<br />
• Associate Coordinator Social Development<br />
• 3 Value Chain Specialists<br />
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The Regional Coordinator will ensure the general management of the regional office and the<br />
overall supervision of project’s interventions. S/he will be assisted by an Associate Coordinator<br />
Social Development who will coordinate the interventions in the field of community platform<br />
strengthening in partnership with local NGOs. The Associate Coordinator Social Development<br />
will also have the responsibility to supervise the mainstreaming of gender and DRR in the<br />
project interventions. Three to four Value Chain Specialists will look after three value chains<br />
each. Their main role will be to coordinate the interventions with private sector actors, service<br />
providers and SPAs. Although they are based in the regional offices, they will work together in<br />
value chain teams led by the respective Coordinator Value Chains. Each value chain team will<br />
be responsible for a set of related value chains.<br />
The organisational set-up is presented in annex 5. The terms of reference of the staff, as well as<br />
the qualifications required are presented in annexes 11 and 12.<br />
7.2 Steering and Management<br />
The project will be steered and controlled by a steering committee, composed of SDC,<br />
Intercooperation and project representatives. The main task of the committee is to ensure<br />
strategic guidance to the project, and its coherence with the SDC cooperation strategy and<br />
government policies. Other tasks of the steering committee include the approval of planning and<br />
reporting documents, including budget and financial aspects, special issues internally or<br />
externally affecting the projects, as well as exchange of information about recent developments<br />
in the fields of agriculture and market related policies.<br />
The steering committee is a platform for exchanges, looking for consensus and mutual<br />
agreement. However, final decisions regarding the strategic programme orientation, including<br />
the formal approval of annual reports and plans of operations, are vested with SDC.<br />
The steering committee will organise six-monthly meetings. From time to time, it will invite<br />
important stakeholders or key individuals for consultation. Common joint field visits of steering<br />
committee members can be organised during or besides the six-monthly meetings.<br />
Intercooperation will have the overall responsibility for financial and programmatic management,<br />
supervision and guidance. The Delegation of Intercooperation, based in Dhaka, provides<br />
thematic and strategic guidance, and encourages cooperation and coordination with other<br />
projects in the employment and income programme of SDC. It also has a role of backstopping<br />
and coaching, particularly towards the PSMU. It organises support from international<br />
consultants.<br />
7.3 Monitoring, evaluation and reporting<br />
The monitoring system will be developed on the basis of the indicators defined in the logical<br />
framework and it will focus on outcomes as well as on outputs. The monitoring of outcomes will<br />
be presented in a summary form in the annual reports, according to the requirements of SDC,<br />
while the monitoring of outputs will be included in the half yearly project reports. Both qualitative<br />
and quantitative aspects will be considered and analysed in the outcome and output monitoring.<br />
The monitoring system of the project will also consider the indicators of SDC’s cooperation<br />
strategy related to its income and employment thematic priority.<br />
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The collection of data will be organised in such a way that it fulfils diverse requirements: that of<br />
a general livelihood and market development monitoring in the project areas, and specific<br />
requirements concerning project implementation as well as that of the SDC monitoring tool and<br />
cooperation strategy monitoring. Partner NGOs and for specific purposes local stakeholders will<br />
collect the data, while <strong>Samriddhi</strong> will cross-check data collected by partner NGOs or<br />
stakeholders in order to verify their validity. The compilation of the data and the analysis will be<br />
done again by <strong>Samriddhi</strong>.<br />
Besides the usual collection of monitoring quantitative and qualitative data, which will be<br />
disaggregated according to gender and poverty level, special studies will capitalise the<br />
experience of the project regarding its approaches, behavioural changes, institutional<br />
development, impacts on the context, etc. This will be particularly important in relation to the<br />
knowledge management.<br />
Monitoring and evaluation will be the responsibility of all programme staff and will be led by the<br />
PSMU. Backstopping for the improvement of the M&E system, as well as the knowledge<br />
management system, its operation and data analysis, will be provided by Intercooperation, while<br />
the PSMU will develop capacities at regional level for the implementation of the system. There<br />
will be an annual joint-assessment involving partners and stakeholders to determine the<br />
progress and adjustments that are required to be made. The monitoring results achieved by the<br />
project will be shared amongst partners, participants, public institutions and relevant<br />
stakeholders.<br />
An extended baseline survey for <strong>Samriddhi</strong> will be initiated at the end of the current phase of<br />
LEAF and SAAKTI in order to have the baseline information ready at the beginning of the<br />
phase.<br />
Existing monitoring tools like well-being and ill-being analysis, joint review of communities and<br />
partners, socio-economic observatory, specific exercises with communities and partners,<br />
experience capitalisation etc. will be continued to monitor the changes and impacts at the direct<br />
beneficiaries’ level within the geographical intervention areas of the project. Efforts will be made<br />
to simplify the tools and if required include new tools in order to make the system more efficient<br />
and effective. In addition, results measurement methods (e.g. result chain) will be introduced<br />
and applied to monitor the impacts at the beneficiaries’ level in relation to interventions in value<br />
chain and service provision, since their implications and coverage would not be limited only<br />
within the project’s intervention area.<br />
The project will produce six-monthly activity progress reports based on the reports from the<br />
partner organisations, stakeholders and project information system. The project will submit a<br />
half-yearly progress report and an annual report to SDC. The annual reports will be provided<br />
together with the respective Annual Plan of Operations (APOs). The annual reports will contain<br />
progress of both outputs and outcomes. A phase end-report will be submitted to SDC. Best<br />
practices and lessons learned related to leading change processes within state institutions will<br />
be capitalised and disseminated.<br />
An external evaluation will be conducted at the beginning of the third year of the project. A<br />
process of self-evaluation will take place before the external evaluation, and will be used as<br />
instrument for decision making. The self-evaluation and the external evaluation together form<br />
the mid-term review, which will provide inputs for necessary adjustments of the project during<br />
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the remaining period of the phase and for preparing the phasing-out of the project. The mid-term<br />
review process will include the participation of stakeholders, project team, Intercooperation and<br />
SDC.<br />
The budget will be established following the calendar year. Financial reports will be provided on<br />
a six-monthly basis to SDC. Financial audit will continue on half-yearly basis in order to fulfil<br />
both SDC and NGO Affairs Bureau requirements. Moreover, the Delegation of Intercooperation<br />
will maintain a system of financial monitoring (internal audit) concerning the financial statements<br />
and budget.<br />
The detailed monitoring and reporting plan is attached in annex 6.<br />
8. Budget<br />
The total cost borne by SDC amounts to CHF 8.3 million. A summary of the budget (in CHF) is<br />
presented in Table 3.<br />
Table 3: 3 year budget (August 2010 to July 2013); 60 BDT = 1 CHF<br />
Part 1<br />
2010 2011 2012 2013<br />
Aug-Dec Jan-Dec Jan-Dec Jan-July<br />
Total<br />
Services<br />
Headquarters 17,140 21,010 18,710 22,360 79,220<br />
Part 2 Local Office 23,140 47,650 47,650 33,610 152,050<br />
Part 3<br />
Project<br />
Implementation 624,505 1,376,084 1,347,554 756,469 4,104,612<br />
Part 3a. Long-term experts 401,305 877,400 877,400 508,095 2,664,200<br />
Part 3b. Short-term experts 15,700 47,790 33,370 4,350 101,210<br />
Part 3c. Local support 207,500 450,894 436,784 244,024 1,339,202<br />
Part 4<br />
Administrated<br />
project funds 603,130 1,453,852 1,315,962 591,156 3,964,100<br />
Total Budget CHF 1,267,915 2,898,596 2,729,876 1,403,595 8,299,982<br />
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9. Risk and mitigations measures<br />
Social and political stability in Bangladesh is fragile. The current elected government has been<br />
in power since January 2009 and has already come under pressure at different occasions. As<br />
time passes it is expected that pressure will mount on the current government and it has to be<br />
seen how it will handle this pressure. On the other hand, the present government has been<br />
elected with a large majority, and therefore, the political situation should remain stable for the<br />
time of its mandate. Bureaucracy, corruption and the lack of an appropriate policy framework<br />
linger and hinder development initiatives. It is however expected that policy dialogue with<br />
development partners should mitigate this risk, and that it should not affect the project’s<br />
interventions.<br />
The project depends to a large extent on the support it receives from government staff at<br />
National, District, Upazilla and Union level, especially regarding the development and<br />
introduction of new technologies as well as the regular updating of the local service providers.<br />
With the high turnover and the general resistance to decentralisation among civil servants there<br />
is a risk that the project will not get the required support from government officials. The project<br />
will mitigate this risk by remaining engaged with government officials at different levels by<br />
regularly meeting them and updating them on the project’s plans and progress. From earlier<br />
experience, the level of support and commitment of government servants is higher, when a MoU<br />
is signed between the project and the concerned ministry. Therefore, this strategy will be<br />
continued.<br />
The unwillingness of local government officials and their non-acceptance of community<br />
platforms as the voice of the population, especially on Union level, can negatively affect the<br />
ability of community platforms to advocate the interests of their constituency with local<br />
governments. This hampers the community platforms ability to include their development<br />
priorities into the local governance system and thus the project’s thrust for a more coordinated<br />
and better managed local socio-economic development. This risk will be mitigated on the one<br />
hand through the collaboration with Sharique, and, on the other, by strengthening the capacities<br />
of community platforms and establishing functional linkages with Union Parishad.<br />
Vested political interests, corruption, pressure by syndicates and low ethical standards of<br />
market actors hinder the progress and dynamism of community organisations and MSEs and<br />
cause price fluctuations and high transaction costs. The lack of commitment of the private<br />
sector to contribute to local development may cause less economic growth and influence the<br />
success of value chain and market development activities. The project will mitigate this risk by<br />
consequently analysing the market actors in terms of their capacities and incentives, and<br />
approach them with offers that contain a clear profit improvement for them and for the<br />
producers. It will also strengthen the capacities of CPs and MSEs so that they can claim they<br />
can equitably negotiate with market actors, facilitate linkages between actors, raise their<br />
awareness about the importance of win-win situations, and advocate for an enhanced corporate<br />
social responsibility of big value chain actors.<br />
The legal situation often proves to be a large hurdle to start, organise and improve economic<br />
activities at the community level. The current legislation hinders CBOs to use their own savings<br />
as seed money for loans to extreme poor to start their own economic activities. MSEs face<br />
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problems in expanding their activities, e.g. when trying to get a legal registration. The project will<br />
mitigate this risk by transparently informing the community platforms and MSEs about the legal<br />
situation and building the capacity of local service providers to support MSEs to carry out the<br />
necessary steps for registration.<br />
Bangladesh is a disaster prone area with frequent floods and cyclones affecting the country. It is<br />
also at risk of being affected by earthquakes. The risk of large scale natural disasters is real and<br />
poses a threat to poverty alleviation. This risk will be tackled by the mainstreaming of DRR<br />
activities amongst the communities.<br />
It was always a goal of the projects to coordinate its activities with development partners.<br />
However, different mandates and agendas of the different development partners often lead to<br />
unwillingness to cooperate and may cause the discontinuation of alignment activities and<br />
synergies and thus stop any coordination efforts. This risk will be mitigated by the<br />
implementation of a coordination system and measures between relevant projects funded by<br />
SDC (e.g. AFIP, Sharique, Katalyst) and the establishment of policy dialogue with other<br />
concerned stakeholders.<br />
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<strong>Samriddhi</strong> Project Document<br />
Annex 1: Logical Framework<br />
Narrative Summary Indicator Target MoV Assumptions<br />
Overall Goal:<br />
To contribute to sustainable well-being and<br />
resilience of poor and extreme poor<br />
households of Rajshahi Division and<br />
Sunamganj District through social and<br />
economic empowerment.<br />
Planned outcome 1:<br />
Market and value-chain development<br />
Poor and extreme poor men and women in<br />
the project intervention areas make use of<br />
improved employment and income<br />
generating opportunities facilitated through<br />
value-chain and enterprise development,<br />
and have sustainable access to quality<br />
services (information, skills, technology,<br />
etc.), both private and public.<br />
Output 1.1<br />
Product competitiveness at producer level is<br />
enhanced.<br />
Outreach (by poverty status and gender) 3 million Project reports<br />
Economic situation (by poverty status and gender)<br />
- income and assets<br />
- overall satisfaction (qualitative)<br />
Empowerment (by poverty status and gender)<br />
- participation in local decision making processes<br />
- overall satisfaction<br />
Control over resources by women<br />
Shock absorbing capacity of poor and extreme poor<br />
Number of direct and indirect beneficiary<br />
households of value chain activities (by poverty<br />
status and gender)<br />
Increase of physical assets and savings (by poverty<br />
status and gender)<br />
8<br />
450,000 direct<br />
60% PEP<br />
40% women<br />
VC database<br />
30% Sample survey<br />
Case studies<br />
Increase of income (by poverty status and gender) 50% Sample survey<br />
Level of satisfaction by men and women producers<br />
about usefulness, quality and availability of services<br />
and inputs<br />
Case studies<br />
80% Sample survey<br />
Case studies<br />
Increase in jobs created by MSEs 50% MSE survey<br />
Increase of quantity sold in the target market per<br />
product (by poverty status and gender of the<br />
producer)<br />
% gross margin increase at producer level (by<br />
poverty status and gender)<br />
30% Producer survey<br />
40% Producer survey<br />
% increase of buyers linked with MSEs 100% MSE survey<br />
• Political situation is<br />
stable<br />
• No major natural<br />
disaster happen<br />
• Policies and<br />
government<br />
strategies have to be<br />
favourable for pro<br />
poor development<br />
• Legislation is<br />
favourable for pro<br />
poor MSEs<br />
• Infrastructural<br />
facilities are<br />
favourable<br />
• Market environment<br />
is conducive<br />
• Political situation<br />
allows the market to<br />
work properly<br />
• Market situation<br />
remains stable<br />
• No sharp increase in<br />
inflation
<strong>Samriddhi</strong> Project Document<br />
Narrative Summary Indicator Target MoV Assumptions<br />
Major lines of activities<br />
• Involve private companies to build the capacities of the producers in terms of product quality, value addition, etc. according to their needs and incentives.<br />
• Establish partnerships between private companies and research institutions for research on new or improved products and production technologies.<br />
• Collaborate with private companies, MSEs, and SPAs to promote new products to increase market demand.<br />
Output 1.2<br />
The value chain performance of specific<br />
sub-sectors is strengthened.<br />
Major lines of activities<br />
Number of functional MSE networks established 250 MSE database<br />
% of turnover increase per value chain at outlet level 30% Value chain<br />
survey<br />
% increase of margin share of the producer in the<br />
respective value chain (by poverty status and<br />
gender)<br />
Cost of the value chain development activities<br />
shared by private companies<br />
10% points Value chain<br />
survey<br />
30% Agreements with<br />
private<br />
companies<br />
• Private companies<br />
are proactively<br />
participating in the<br />
value chain<br />
• Market situation<br />
remains stable<br />
• Build the capacity of appropriate chain actors (if possible involve lead firm) to optimise the chain performance in a way to reduce the transaction cost for all<br />
chain actors (vertical integration at market level).<br />
• In collaboration with private companies and SPAs, organise value addition (e.g. bulking, primary processing, and packaging) where economically feasible<br />
at the producer level (vertical integration at producer level).<br />
• Strengthen the collaboration in the value chain to improve organisation and governance through lobbying, awareness raising, etc.<br />
• In collaboration with private companies, MSEs and SPAs, organise producer networks to increase scale (horizontal integration at producers’ level).<br />
Output 1.3<br />
SPAs are capable to organise and support<br />
the LSPs and to establish collaboration with<br />
the public and private sector.<br />
% of male and female LSPs that are member of an<br />
SPA<br />
Number of functional linkages established between<br />
one SPA and public and private entities to develop<br />
the LSPs’ capacities and procure inputs<br />
% of women involved in decision making processes<br />
in SPAs.<br />
Level of satisfaction of LSPs with the services of the<br />
SPA<br />
80% for both<br />
women and<br />
men<br />
SPA database<br />
10 SPA database<br />
25% SPA database<br />
Survey LSPs<br />
80% Survey on LSPs<br />
• Public organisations<br />
are in a position to<br />
work together with<br />
SPA for their<br />
capacity building<br />
8
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Narrative Summary Indicator Target MoV Assumptions<br />
Major lines of activities<br />
• Build capacity of SPA on organisational capacity: internal management (membership, inclusiveness, organisational structure, etc.) and external<br />
management (negotiation with line agencies, private companies, to organise capacity building and input contracts).<br />
• Work with public and private sector to improve the capacity of LSP (updating, specialisation, and diversification).<br />
Output 1.4<br />
Efficiency and coordination of service<br />
transactions between SPAs and their clients<br />
are improved.<br />
Major lines of activities<br />
Number of service contracts established by one<br />
SPA with MSEs and private companies<br />
Number of poor and extreme poor men and women<br />
linked with LSPs<br />
Number of additionally covered unions per SPA<br />
outside project working area<br />
% increase in male and female LSPs’ income by<br />
selling services<br />
100 SPA database<br />
250,000 (50%<br />
women)<br />
CP survey<br />
2 SPA database<br />
50% Survey on LSPs<br />
• Good market<br />
potentials for MSEs<br />
• No sharp increase in<br />
inflation<br />
• Build capacity of SPA on business management, negotiation skills, service contract, etc. (selling of their services, negotiation and contracting with clients,<br />
business planning, etc.)<br />
• Support SPA to establish appropriate business models to work with extreme poor.<br />
• Equip the SPAs with tools and practices to better organise and promote the service market.<br />
Output 1.5<br />
The business management capacities and<br />
social responsibility of MSEs are<br />
strengthened.<br />
Major lines of activities<br />
% of MSE that developed and implemented a<br />
business plan (by men and women led MSEs)<br />
% of poor and extreme poor men and women<br />
involved in MSEs<br />
- involvement as labour<br />
- involvement as entrepreneur<br />
% of MSE with women actively involved in decision<br />
making processes<br />
80% MSE database<br />
60% (80% as<br />
labour, 20%<br />
as<br />
entrepreneur)<br />
MSE database<br />
CP planning<br />
80% MSE database<br />
MSE survey<br />
• Market situation is<br />
favourable for rural<br />
MSE<br />
• Policy framework is<br />
favourable for rural<br />
MSE<br />
• Cultural environment<br />
enable women and<br />
minority groups to do<br />
business<br />
• Build entrepreneurial skills of women, poor, and extreme poor to participate in economic activities.<br />
• Capacity development of business management and social responsibility of MSEs (business planning, financial management, negotiation, legal<br />
framework, inclusion of poor, gender, etc.)<br />
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Output 1.6<br />
Access to financial services for the MSEs<br />
improved.<br />
Major lines of activities<br />
% of MSEs that could cover at least 50% of their<br />
finance requirements as per their business plan<br />
Level of satisfaction of MSEs with financial<br />
services.<br />
• Involve private sector to develop business model with MSEs for co-financing<br />
• Identify and establish collaboration with MFIs, bank, and CBOs to provide financial services to MSEs<br />
Planned outcome 2:<br />
Community organisation and governance<br />
Poor and extreme poor men and women in<br />
the project intervention areas define,<br />
manage, and lobby for their own<br />
development priorities and are able to secure<br />
access to a more enabling environment for<br />
their livelihood improvements.<br />
% of poor and extreme poor men and women of<br />
the community feel that the CP represents their<br />
development priorities<br />
% of development projects of the CP that were<br />
integrated in the UP plan<br />
% of poor and extreme poor women and men<br />
received services and resources from public and<br />
private sectors<br />
80% for both<br />
male and<br />
female<br />
headed MSEs<br />
MSE database<br />
80% MSE survey<br />
60% Community<br />
survey<br />
20% CP survey<br />
Case study<br />
50% Community<br />
survey<br />
% of women members of CPs are also members of 30% CP survey<br />
strategic bodies 7<br />
• Money for credit to or<br />
investment in rural<br />
MSE is available<br />
• Credit policy are<br />
favourable for<br />
financing rural<br />
businesses<br />
• Political situation<br />
favours community<br />
empowerment<br />
• UPs are enabled and<br />
take responsibility of<br />
local development<br />
taking into account<br />
the communities’<br />
priorities<br />
% of CPs in vulnerable areas that have adopted<br />
prevention and preparedness measures against<br />
natural hazards taking into account special<br />
vulnerabilities of poor and extreme poor man and<br />
women<br />
100% CP survey<br />
7 UP, SC, UDMC, LTC<br />
9
<strong>Samriddhi</strong> Project Document<br />
Output 2.1<br />
Human and institutional capacities of the<br />
community platforms are built to represent<br />
and advocate for the interests of all<br />
segments of the community, giving special<br />
attention to poor and extreme poor, and<br />
minority groups.<br />
Major lines of activities<br />
% of CP that develop and implement plans on their<br />
development priorities independently<br />
% of plans that include issues and priorities related<br />
to gender and poverty reduction<br />
% of CPs that raised local resources to implement<br />
their development plans<br />
70% CP survey<br />
100% CP survey<br />
100% CP survey<br />
• UPs and other<br />
government<br />
organisations<br />
recognise that the<br />
CPs represent the<br />
community interests<br />
• CPs are dynamic<br />
enough to lead the<br />
local development<br />
process, Local<br />
government bodies<br />
are cooperative and<br />
supportive<br />
• Organise organisational development and management training to CP members and sensitise the CPs regarding the rationale of the CP covering the<br />
whole community including poor, EP and most disadvantage groups<br />
• On job coaching and mentoring to the CP members in their planned activities and events<br />
• Mandate CFs to organise and build the capacity of new CPs within untouched wards.<br />
• Strengthen local capacity to address gender issues as well as inclusion of poor and extreme poor priorities in local planning.<br />
• Simplify local development planning process so that they are self-adoptable by the local people<br />
Output 2.2<br />
Coordination and exchange between<br />
community platforms and relevant<br />
development partners (UP, UDMC, LA, BMO,<br />
etc.) are strengthened.<br />
Major lines of activities<br />
No. of joint initiatives by CPs and development<br />
partners per year<br />
% of CPs that are representing the community in at<br />
least two relevant committees and fora (UP-SC,<br />
LTC, UDMC, etc.)<br />
• Organise training on facilitation and negotiation skills of the CP members<br />
• Organise match making events between CP and the relevant local development actors<br />
2 CP survey<br />
60% CP survey<br />
• UPs and other<br />
government<br />
organisations<br />
recognise that the<br />
CPs represent the<br />
community interests<br />
10
<strong>Samriddhi</strong> Project Document<br />
Output 2.3<br />
Capacity and awareness of communities in<br />
disaster prone areas to tackle disaster risks<br />
improved.<br />
Major lines of activities<br />
• Building capacity for local DRR planning<br />
• Raise awareness of communities on DRR<br />
• Support smart hardware interventions<br />
% of CPs that plan and implement DRR activities<br />
as part of their annual planning process<br />
% of women and men in the community that are<br />
aware of disaster risks and vulnerabilities in their<br />
local context<br />
100% CP survey<br />
80% for both<br />
women and<br />
men<br />
Community<br />
survey<br />
• Events are on a<br />
scale that can be<br />
handled by<br />
communities (no<br />
major disasters)<br />
• Relevant<br />
government<br />
organisations are<br />
responsive to the<br />
needs of the<br />
communities<br />
11
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Annexes<br />
Annex 2: Location maps<br />
The following maps will be presented in this annex:<br />
1. Bogra region Upazilla level map<br />
2. Bogra region Union level map<br />
3. Rajshahi region Upazilla level map<br />
4. Rajshahi region Union level map<br />
5. Rangpur region Upazilla level map<br />
6. Rangpur region Union level map<br />
7. Sunamganj region Upazilla level map<br />
8. Sunamganj region Union level map<br />
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Annex 3: Detailed programme activities<br />
Outputs Activities Unit Target Aug-Dec 10 Jan-Dec 11 Jan-Dec 12 Jan-Jul 13 Responsibilities<br />
Output 1.1<br />
Product<br />
competitiveness<br />
at producer<br />
level is<br />
enhanced<br />
through quality<br />
increase, value<br />
addition,<br />
product<br />
diversification,<br />
product<br />
development,<br />
etc.<br />
Output 1.2 The<br />
value chain<br />
performance of<br />
specific subsectors<br />
is<br />
strengthened<br />
through vertical<br />
integration,<br />
Organise workshop,<br />
and coordination and<br />
exchange meeting<br />
with private<br />
companies<br />
Workshop/ meeting 279 ⇔ ⇔ ⇔ ⇔<br />
Organise training for<br />
producers Batch 186 ⇔ ⇔ ⇔ ⇔<br />
Organise<br />
demostration on<br />
technologies<br />
Develop IEC<br />
materials/training<br />
module on<br />
technology<br />
dissemination<br />
Establish agreement<br />
between private<br />
public secotr and<br />
MSE for product<br />
development<br />
Organise trade fair<br />
Conduct value chain<br />
assessment and<br />
design interventions<br />
Organise training for<br />
market actors<br />
Demo 279 ⇔ ⇔ ⇔ ⇔<br />
Material 33 ⇔ ⇔ ⇔<br />
Agreement 33 ⇔ ⇔ ⇔ ⇔<br />
Trade fair 174 ⇔ ⇔ ⇔ ⇔<br />
<strong>Samriddhi</strong>, private<br />
sector, MSE network<br />
<strong>Samriddhi</strong>, private<br />
sector, MSE network<br />
<strong>Samriddhi</strong>, private<br />
sector, MSE network<br />
<strong>Samriddhi</strong>, private<br />
sector, MSE network<br />
<strong>Samriddhi</strong>, private<br />
sector, NRI, MSE<br />
network<br />
<strong>Samriddhi</strong>, MSE<br />
network, private<br />
sector<br />
Value chain 11 ⇔<br />
<strong>Samriddhi</strong><br />
Batch 186 ⇔ ⇔ ⇔ ⇔<br />
<strong>Samriddhi</strong>, Private<br />
company,<br />
Intercooperation Bangladesh<br />
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Outputs Activities Unit Target Aug-Dec 10 Jan-Dec 11 Jan-Dec 12 Jan-Jul 13 Responsibilities<br />
horizontal<br />
integration,<br />
chain<br />
governance,<br />
market<br />
information, etc.<br />
Establish<br />
production/collection<br />
centre<br />
Coll/Prod centre 116 ⇔ ⇔ ⇔<br />
Organise workshop/<br />
meeting with MSE<br />
networks Workshop/ meeting 93 ⇔ ⇔ ⇔ ⇔<br />
Private company,<br />
Samiddhi, MSE<br />
network<br />
MSE network, private<br />
sector, <strong>Samriddhi</strong>,<br />
SPA<br />
Output 1.3<br />
SPAs are<br />
capable to<br />
organise and<br />
support the<br />
LSPs and to<br />
establish<br />
collaboration<br />
with the public<br />
and private<br />
sector.<br />
Organise<br />
OD/HID/BP training<br />
for SPA-leaders Training 348 ⇔ ⇔ ⇔ ⇔<br />
Organise exchange<br />
visit and<br />
demonstration, and<br />
development IEC<br />
materials.<br />
Organise training for<br />
LSP by public and<br />
private sector<br />
Event 174 ⇔ ⇔ ⇔<br />
Batch 522 ⇔ ⇔ ⇔ ⇔<br />
PNGO, SPA,<br />
<strong>Samriddhi</strong><br />
PNGO, SPA,<br />
<strong>Samriddhi</strong>, private<br />
sector<br />
Public sector ,Private<br />
sector, SPA, PNGO,<br />
<strong>Samriddhi</strong>,<br />
Output 1.4<br />
Efficiency and<br />
coordination of<br />
service<br />
transactions<br />
between SPA<br />
Intercooperation Bangladesh<br />
Publish module,<br />
technical materials,<br />
hand books,<br />
mannuals etc for<br />
LSPs.<br />
Organise match<br />
making workshop<br />
and experience<br />
sharing with public<br />
and private<br />
organisation.<br />
Organise business<br />
management<br />
training for SPA<br />
Topic 36 ⇔ ⇔ ⇔<br />
Workshop 174 ⇔ ⇔ ⇔ ⇔<br />
batch 116 ⇔ ⇔ ⇔<br />
Public sector, private<br />
sector, <strong>Samriddhi</strong>,<br />
SPA, PNGO<br />
SPA, PNGO,<br />
<strong>Samriddhi</strong>, private<br />
sector<br />
<strong>Samriddhi</strong>, private<br />
sector, SPA, PNGO<br />
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Outputs Activities Unit Target Aug-Dec 10 Jan-Dec 11 Jan-Dec 12 Jan-Jul 13 Responsibilities<br />
and their clients<br />
improved.<br />
Output 1.5 The<br />
business<br />
management<br />
capacities and<br />
social<br />
responsibility of<br />
MSEs<br />
strengthened.<br />
Organise<br />
entrpreneurrial skill<br />
development training<br />
for MSEs<br />
MSE 2,000 ⇔ ⇔ ⇔ ⇔<br />
<strong>Samriddhi</strong>, SPA,<br />
MSE<br />
Output 1.6<br />
Access to<br />
financial<br />
services for the<br />
MSEs<br />
improved.<br />
Output 2.1<br />
Human and<br />
institutional<br />
capacities of<br />
the CPs built to<br />
represent and<br />
advocate for<br />
the interests of<br />
all segments of<br />
the community,<br />
giving special<br />
attention to<br />
poor and<br />
extreme poor,<br />
and minority<br />
groups.<br />
Organise workshop<br />
with private sector<br />
and micro finance<br />
institutes.<br />
Upazilla 58 ⇔ ⇔ ⇔ ⇔<br />
<strong>Samriddhi</strong>, MFI,<br />
private sector, MSE,<br />
Organise training for<br />
CP leaders on OD. CP Leader 8,000 ⇔ ⇔ ⇔ PNGO, CP<br />
Establish mandate<br />
with CFs and<br />
facilitate community<br />
development of<br />
neighbouring<br />
wards/unions by the<br />
CFs<br />
Organise facilitation<br />
skill development<br />
training for CF on<br />
community planning<br />
process<br />
Organise training for<br />
FM to address<br />
gender issues<br />
UP-ward 655 ⇔ ⇔ ⇔ ⇔<br />
PNGO, CP<br />
CF 4,000 ⇔ ⇔ ⇔<br />
PNGO, CP<br />
FM 4,000 ⇔ ⇔ ⇔<br />
PNGO, CP<br />
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Outputs Activities Unit Target Aug-Dec 10 Jan-Dec 11 Jan-Dec 12 Jan-Jul 13 Responsibilities<br />
Output 2.2<br />
Coordination<br />
and exchange<br />
between CPs<br />
and relevant<br />
development<br />
partners (UP,<br />
UDMC, LA,<br />
BMO, etc.)<br />
strengthened<br />
Output 2.3<br />
Capacity and<br />
awareness of<br />
communities in<br />
disaster prone<br />
areas to tackle<br />
disaster risks<br />
improved.<br />
Organise negotiation<br />
skill development<br />
training for CP<br />
leaders.<br />
CP Leader 8,000 ⇔ ⇔ ⇔<br />
PNGO, CP<br />
Organise match<br />
making events with<br />
UP UP 211 ⇔ ⇔ ⇔<br />
PNGO, CP, UP<br />
Organise awarness<br />
raising campaign on<br />
DRR and CC<br />
Organise training for<br />
CP leaders on<br />
disaster<br />
preparedness.<br />
Union 211 ⇔ ⇔ ⇔ ⇔<br />
PNGO, CP, UDMC<br />
CP 2,000 ⇔ ⇔ ⇔ ⇔<br />
CP, UDMC, PNGO<br />
Project's<br />
results,<br />
knowledge and<br />
experience<br />
shared and<br />
disseminated<br />
Tools and<br />
guidelines (in<br />
line with<br />
institutional<br />
aspect)<br />
developed and<br />
simplefied.<br />
Publish "Shekor" on<br />
quarterly basis<br />
Publish experience<br />
capitalisation<br />
documents<br />
Share and<br />
disseminate project's<br />
results, knowledge<br />
and experience<br />
through print and<br />
electronic media,<br />
and websites<br />
Develop a simple<br />
planning and<br />
reviewing tools that<br />
can be practiced by<br />
the communities<br />
without external<br />
support<br />
Issue 12 ⇔ ⇔ ⇔ ⇔<br />
Topic 7 ⇔ ⇔ ⇔<br />
Topic 7 ⇔ ⇔ ⇔<br />
<strong>Samriddhi</strong>, AFIP,<br />
SHARIQUE<br />
<strong>Samriddhi</strong>, private<br />
sector<br />
<strong>Samriddhi</strong>, private<br />
sector<br />
Tool 6 ⇔ ⇔ ⇔<br />
<strong>Samriddhi</strong>, PNGO<br />
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Outputs Activities Unit Target Aug-Dec 10 Jan-Dec 11 Jan-Dec 12 Jan-Jul 13 Responsibilities<br />
Capacity<br />
building of<br />
project and<br />
PNGO staff in<br />
line with new<br />
approaches<br />
and strategies<br />
Coordination<br />
and exchange<br />
strengthened<br />
Project's results<br />
monitored,<br />
Organise trainingworkshops<br />
and<br />
exchange visits for<br />
the PNGO staff on<br />
new dimensions of<br />
the project<br />
Provide<br />
accompaniment<br />
support to the PNGO<br />
staffs to make them<br />
capable of dealing<br />
with the new<br />
challenges<br />
Organise trainingworkshop<br />
and<br />
exchange visit for<br />
the project staff on<br />
new approaches and<br />
strategies<br />
Organise<br />
coordination<br />
meetings with<br />
government, nongovernment<br />
and<br />
private sector<br />
organisations<br />
Organise experience<br />
sharing events with<br />
government, nongovernment<br />
and<br />
private sector<br />
organisations<br />
Organise<br />
coordination<br />
meetings with IC's<br />
other projects<br />
Conduct baseline<br />
survey<br />
Staff 140 ⇔ ⇔<br />
<strong>Samriddhi</strong>, PNGO<br />
Staff 140 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Staff 24 ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Org. 60 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Event 12 ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Meeting 6 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Survey 1 ⇔ <strong>Samriddhi</strong><br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Outputs Activities Unit Target Aug-Dec 10 Jan-Dec 11 Jan-Dec 12 Jan-Jul 13 Responsibilities<br />
evaluated and<br />
reported<br />
Finance<br />
management<br />
system<br />
established<br />
Develop M& E tools<br />
and guidelines in line<br />
with the new log<br />
frame<br />
Collect, process and<br />
analyse M &E data<br />
Prepare annual<br />
report<br />
Accompany mid<br />
term review<br />
Prepare annual<br />
budget<br />
Prepare financial<br />
statements and<br />
reports<br />
Conduct internal<br />
audit<br />
Assist external audit<br />
Tool<br />
Need<br />
based ⇔ <strong>Samriddhi</strong><br />
Time 4 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Report 4 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong>, PNGO<br />
Time 1 ⇔ <strong>Samriddhi</strong><br />
Time 4 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Reort 12 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong>, PNGO<br />
Time 12 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Time 4 ⇔ ⇔ ⇔ ⇔ <strong>Samriddhi</strong><br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Annex 4: Institutional analysis<br />
a. Core system<br />
Function Who does Who pays Who will do Who will pay<br />
Core<br />
Value chain analysis Project Project Lead firm Lead firm/other VC actors<br />
Value chain upgrading<br />
Value chain coordination<br />
Project, lead firm, other<br />
VC actors<br />
Project, lead firm, other<br />
VC actors<br />
Project, lead firm, other<br />
VC actors<br />
Project, lead firm, other<br />
VC actors<br />
Supporting Functions<br />
Lead firm, other VC<br />
actors<br />
Lead firm, other VC<br />
actors<br />
BDS (ME, BP) LSP, MM Project, MSEs LSP MSE<br />
Financial services MFI, CBOs Individual producer,<br />
MSEs<br />
Market information<br />
MSE formation<br />
Product development/R&D<br />
Quality promotion (products)<br />
Technical services<br />
MSE, LSP, MM, private<br />
companies<br />
Project, CBO, self<br />
formation, MFI<br />
Public institutions,<br />
private companies (as<br />
embedded service and<br />
as service provider),<br />
MSE<br />
Project, MSE, private<br />
companies (buyers,<br />
embedded)<br />
LSP, private companies,<br />
public institutions<br />
Project, MSE, private<br />
companies<br />
Project, MSE<br />
Project, public<br />
institutions, private<br />
companies (if embedded<br />
service), MSE<br />
Project, private<br />
companies (buyers,<br />
embedded)<br />
Project, MSE, individual<br />
producers, public<br />
institutions, private<br />
companies (embedded)<br />
MFI, CBOs<br />
MSE, LSP, MM, private<br />
companies<br />
CP, CBO, self formation,<br />
MFI, private companies<br />
Public institutions, private<br />
companies (as embedded<br />
service and as service<br />
provider), MSE<br />
MSE, private companies<br />
(buyers, embedded), LSP<br />
LSP, private companies,<br />
public institutions<br />
Lead firm, other VC<br />
actors<br />
Lead firm, other VC<br />
actors<br />
Individual producer,<br />
MSEs<br />
MSE, individual producer,<br />
private companies<br />
MSE, private companies<br />
Public institutions, private<br />
companies (if embedded<br />
service), MSE<br />
MSE, private companies<br />
(buyers, embedded)<br />
MSE, individual<br />
producers, public<br />
institutions, private<br />
companies (embedded)<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Function Who does Who pays Who will do Who will pay<br />
Exploitation of CSR<br />
opportunities<br />
DRR PIM<br />
Human and Institutional Capacities<br />
- - CP, MSE Private companies<br />
CP (community),<br />
UDRRC, UP/UDMC,<br />
project<br />
Project, CP<br />
(community), UP<br />
PGA PIM Project, CP/CBO Project (planning),<br />
CBO/CP (planning,<br />
implementation)<br />
Community development<br />
PIM<br />
Representation of various<br />
segments of the community<br />
at LG<br />
Local resource mobilisation<br />
for social and economic<br />
activities<br />
Inclusion of PEP/DAG<br />
(social, economic, safety<br />
net, etc.)<br />
Organisation of common<br />
events at community level<br />
(awareness raising and<br />
information exchange)<br />
Coordination/promotion of<br />
exchanges between local<br />
development initiatives<br />
Setting standards and<br />
certification<br />
CBO/CP, project<br />
Project (planning),<br />
CBO/CP (planning,<br />
implementation)<br />
CP, UP/UDMC<br />
CP, UP/GSC<br />
CP, UP (implementation)<br />
CP, UP/UDMC<br />
CP, UP<br />
CP, UP<br />
CP, project Project, CP, UP CP CP, UP<br />
CBO, CP, project, UP,<br />
MSE<br />
CBO, CP, project, MSE,<br />
UP<br />
CBO, CP, project, UP,<br />
MSE<br />
CBO, CP, UP, MSE<br />
CBO, CP, UP, MSE<br />
CBO, project, MSE, UP CP, CBO, MSE, UP CP, CBO, MSE, UP<br />
CP, project, LA, UP CP, project, LA, UP CP, UP, LA CP, UP, LA<br />
Project, CP, CBO Project, CP, CBO CP, UP CP, UP<br />
Authorised public<br />
agencies (mainly input<br />
side)<br />
Private companies<br />
Enabling Environment<br />
Authorised public and<br />
private agencies<br />
Private companies, MSE<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Function Who does Who pays Who will do Who will pay<br />
Formal registration of<br />
MSE/SPA<br />
BSCIC, Commerce<br />
Ministry<br />
MSE, SPA<br />
BSCIC, Commerce<br />
Ministry<br />
Acquiring trade license UP, municipality MSE UP, municipality MSE<br />
Formal registration of CBOs<br />
Taxing (trade tax, product<br />
tax)<br />
Minimising social exclusion<br />
of ethnic minority groups<br />
Minimising discrimination of<br />
women<br />
Protecting rights and<br />
entitlements to access<br />
resource and services<br />
DoSW, DoWA, DYD,<br />
DoC<br />
CBO<br />
DoSW, DoWA, DYD,<br />
DoC<br />
UP, municipality MSE UP, municipality MSE<br />
MSE, SPA<br />
CP, CBO, project CBO, project CP, UP, CBO CP, UP, CBO<br />
CP, CBO, project CBO, project CP, UP, CBO CP, UP, CBO<br />
Project, CP, UP Project, CP, UP CP, UP CP, UP<br />
CBO<br />
b. Service market<br />
Function Who does Who pays Who will do Who will pay<br />
Coordination between service<br />
providers and MSE/CBO<br />
(IGA)<br />
Coordination between service<br />
providers and private<br />
companies for input<br />
procurement<br />
Promotion and expansion of<br />
service market<br />
BDS (ME, BP, VC analysis,<br />
market linkage)<br />
Core<br />
MSE, CP, SPA, project Project, CP, SPA, MSE SPA, MSE MSE<br />
Project, SPA, private<br />
companies<br />
Project, private<br />
companies<br />
SPA, private<br />
companies<br />
SPA, Project Project, SPA SPA SPA<br />
private companies<br />
Project, LSP, MM Project, MSEs LSP, SPA MSE, private<br />
companies<br />
Market information MSE, LSP, MM, private Project, MSE, private SPA, private MSE, individual<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Function Who does Who pays Who will do Who will pay<br />
MSE formation (for<br />
inclusion/scale up)<br />
Quality promotion (products)<br />
Technical services (service<br />
contact, embedded, …)<br />
Capacity building on BDS<br />
(BP, BM, finance mgt, Market<br />
Info mgt, VC analysis)<br />
Capacity building on technical<br />
know-how<br />
Quality promotion (inputs)<br />
Quality promotion (services)<br />
companies companies companies producer, private<br />
companies<br />
Project, CBO, self<br />
formation, MFI<br />
Project, MSE, private<br />
companies (buyers,<br />
embedded)<br />
LSP, private companies,<br />
public institutions<br />
Project, private<br />
companies<br />
Project, private<br />
companies, public<br />
institutions (RRP)<br />
Private companies (input<br />
supplier), public<br />
institutions,<br />
Project, Private<br />
companies, public<br />
institutions, SPA<br />
Project, MSE<br />
Project, private<br />
companies (buyers,<br />
embedded)<br />
Project, MSE, individual<br />
producers, public<br />
institutions, private<br />
companies (embedded)<br />
Supporting Functions<br />
SPA, private<br />
companies<br />
LSP/SPA<br />
LSP/SPA<br />
Project Private Sector SPA<br />
Project, private<br />
companies<br />
Project, Private<br />
companies, public<br />
institutions<br />
Private companies,<br />
SPA, project<br />
private companies,<br />
public institutions<br />
Private companies<br />
(input supplier), SPA<br />
Private companies,<br />
public institutions, SPA<br />
MSE, private<br />
companies, MFI<br />
MSE, private<br />
companies (buyers,<br />
embedded)<br />
MSE, individual<br />
producers, public<br />
institutions, private<br />
companies (embedded)<br />
SPA, private<br />
companies<br />
Private companies<br />
Private companies,<br />
public institutions, SPA<br />
Representation/protection of<br />
the interest of LSPs<br />
Linkage development,<br />
negotiation…<br />
Internal organisation<br />
(membership, income, fund<br />
Intercooperation Bangladesh<br />
Human and Institutional Capacities<br />
Project, SPA Project, SPA SPA SPA<br />
Project, SPA Project, SPA SPA SPA<br />
Project, SPA Project, SPA SPA SPA<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Function Who does Who pays Who will do Who will pay<br />
mgt, service centre)<br />
Coordination/promotion of<br />
exchanges between service<br />
stakeholders<br />
Project, SPA, LSP Project, SPA SPA SPA<br />
Setting standards and<br />
certification/recognition of<br />
services<br />
Formal registration/licence of<br />
SPA<br />
Project, public agencies<br />
and private sectors<br />
Project ,Private<br />
companies,<br />
Enabling Environment<br />
Public agencies and<br />
private sectors<br />
Public agencies and<br />
private sectors<br />
Commerce Ministry SPA Commerce Ministry MSE, SPA<br />
Taxing (trade tax, income tax) - - Tax authority LSP,SPA<br />
Minimising economical<br />
exclusion of extreme poor,<br />
women ethnic minority groups<br />
Protecting rights and<br />
entitlements to access<br />
resource and services<br />
Project, SPA, CP Project, SPA SPA, CP, MSE SPA, MSE<br />
Project, SPA Project, SPA SPA<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Annex 5: Organisational set-up of the project<br />
- Donor Agencies<br />
- Key individuals<br />
SDC<br />
Steering and controlling<br />
- Strategic steering<br />
- Relevance with CP and<br />
other initiatives<br />
- Overall supervision<br />
Steering<br />
- Strategic orientation<br />
- Monitoring (general, relevance,<br />
harmonisation)<br />
- Information sharing<br />
- Approval of planning / reporting<br />
Steering committee<br />
IC<br />
Supervision and overall management<br />
- Guidance<br />
- Strategic support<br />
- Backstopping<br />
- Networking and liaison<br />
- Selected advisory inputs<br />
Project<br />
Management &<br />
Support Unit<br />
Coordination<br />
- Overall coordination<br />
- Administrative / financial management<br />
- Planning, M&E, Reporting<br />
- Representation, networking, advocacy<br />
- Conceptual and methodological support<br />
- Knowledge management<br />
Implementation<br />
Regional Unit<br />
Rajshahi<br />
Regional Unit<br />
Bogra<br />
Regional Unit<br />
Rangpur<br />
Regional Unit<br />
Sunamganj<br />
- Manage regional & local partners and<br />
service providers<br />
- Regional representation, networking<br />
- Capacity building, thematic support<br />
- Regional planning, monitoring and<br />
reporting<br />
Legend of arrows<br />
Project support flow<br />
Participation in steering committee<br />
Information sharing<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Annex 6: Monitoring and reporting plan<br />
Task<br />
Review existing M&E system<br />
and tools<br />
Adjustment and finalisation of<br />
the M&E system<br />
Design baseline survey method<br />
and tools and plan<br />
Organise baseline survey ↔ ↔<br />
Share revised M&E system with<br />
partners and stakeholders<br />
↔<br />
Share baseline survey report<br />
with SDC and other<br />
↔<br />
stakeholders<br />
Simplification, adjustment and<br />
development (if require) of M&E<br />
tools<br />
↔ ↔<br />
Capacity building of project<br />
staff, partners and stakeholders<br />
on M&E system and tools<br />
2010 2011 2012 2013<br />
Q-1 Q-2 Q-3 Q-4 Q-5 Q-6 Q-7 Q-8 Q-9 Q-10 Q-11 Q-12 Q-13<br />
↔<br />
↔<br />
↔<br />
↔<br />
↔ ↔ ↔<br />
Half yearly activity monitoring ↔ ↔ ↔ ↔ ↔ ↔<br />
Outcome and output monitoring<br />
exercises and analysis of<br />
↔ ↔ ↔ ↔<br />
progress<br />
Result measurement of value<br />
chains and service provision<br />
↔ ↔ ↔ ↔<br />
interventions<br />
Self evaluation by Community<br />
Platforms<br />
↔ ↔ ↔ ↔<br />
Annual joint review with<br />
partners and stakeholders ↔ ↔ ↔ ↔<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Develop Annual Report and<br />
share with SDC and partners<br />
and stakeholders<br />
2010 2011 2012 2013<br />
↔ ↔ ↔<br />
Develop Annual Plan of<br />
Operation (APO) and share with<br />
SDC and partners and<br />
↔ ↔ ↔<br />
stakeholders<br />
Organise specific studies and<br />
share report with partners and<br />
↔ ↔ ↔<br />
stakeholders<br />
Develop capitalisation of<br />
experience documents and<br />
shared with SDC, partners and<br />
↔ ↔<br />
stakeholders<br />
Financial monitoring IC<br />
delegation office ↔ ↔ ↔ ↔ ↔ ↔<br />
Half yearly external financial<br />
audit (project)<br />
Annual external financial audit<br />
(partner)<br />
Half yearly financial report to<br />
SDC<br />
Self evaluation by project<br />
External evaluation<br />
Phase end report<br />
↔ ↔ ↔ ↔ ↔<br />
↔ ↔ ↔<br />
↔ ↔ ↔ ↔ ↔<br />
↔<br />
↔<br />
↔<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Annex 7: Value chain selection, analysis, and ranking<br />
a. Selected value chains for each region<br />
Value chain<br />
Current situation of pre-selected VCs<br />
Rajshahi Bogra Rangpur Sunamganj<br />
Medicinal plants New Ongoing<br />
(2007)<br />
Not<br />
considered<br />
Fish New New Not<br />
considered<br />
Vegetables<br />
Fruit<br />
Phasing out<br />
(2005)<br />
Ongoing<br />
(2009)<br />
Ongoing<br />
(2009)<br />
Ongoing<br />
(2009)<br />
Overall<br />
strategy<br />
Main potentials<br />
New Scaling up Inclusiveness of P&EP is high, profitability limited<br />
but potential to increase value addition at<br />
producer level introducing through processing is<br />
high, demand is high, potential to reach scale is<br />
high.<br />
Ongoing<br />
(2007)<br />
New New Not<br />
considered<br />
Scaling up<br />
Internal capacity is medium, partnership with big<br />
market actors (e.g. Square, ACME) is established.<br />
For Sunamgonj: Main livelihoods, potential to<br />
improve value addition at producer level through<br />
drying at local level is high, inclusiveness of P&EP<br />
is high (open water), potential to reach scale is<br />
high.<br />
For Rajshahi and Bogra: Demand is high, scope<br />
to increase chain performance is high.<br />
Internal capacity is medium.<br />
New Scaling up Potential to reach scale is high (almost all HHs<br />
involved), market actors are available, demand is<br />
high, inclusiveness of EP is medium (field) to high<br />
(homestead).<br />
Scaling up<br />
Internal capacity is high. LSPs are developed and<br />
MoU with DAE/BARI is established.<br />
Potential to reach scale is high (papaya, jujube),<br />
value addition potential is high, scope to increase<br />
the chain performance is high, demand is high,<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Milk<br />
Poultry<br />
Not<br />
considered<br />
Chicken<br />
New<br />
Ongoing<br />
(2007)<br />
Chicken<br />
New<br />
Beef New Not<br />
considered<br />
Goat New Not<br />
considered<br />
Cotton Crafts<br />
Ongoing<br />
(2009)<br />
Ongoing<br />
(2009)<br />
Ongoing<br />
(2009)<br />
Chicken<br />
New<br />
Not<br />
considered<br />
New<br />
Ongoing<br />
(2009)<br />
Not<br />
considered<br />
Duck<br />
Ongoing<br />
(2009)<br />
Scaling up<br />
VC analysis<br />
(chicken)<br />
and<br />
consolidatio<br />
n (duck)<br />
inclusiveness of EP is limited.<br />
Internal capacity is high. LSPs are developed and<br />
MoU with DAE/BARI is established.<br />
Potential to reach scale is high, demand is high,<br />
potential to improve chain performance is high.<br />
Inclusiveness of EP limited.<br />
Internal capacity medium, LSP and MoU with<br />
DLS/BLRI.<br />
Inclusiveness of P&EP is high, women’s<br />
involvement is high, (backyard poultry), potential<br />
to reach scale is high (almost all HHs involved),<br />
both public/private service (technical) service<br />
available.<br />
Experience in IGA and MSE is good, LSPs are<br />
developed and MoU with DLS/BLRI is<br />
established.<br />
New VC analysis Profit margin is high, potential to create asset is<br />
high, demand is high, public and private service<br />
(technical) services are available, inclusiveness of<br />
EP is limited.<br />
Not<br />
considered<br />
Not<br />
considered<br />
VC analysis<br />
VC analysis<br />
Experience in MSE is high, LSPs are developed<br />
and MoU with DLS/BLRI is established.<br />
Inclusiveness of P&EP is high, potential to create<br />
asset is high, demand is high, public and private<br />
service (technical) are available.<br />
Experience in IGA is good, LSPs are developed<br />
and MoU with DLS/BLRI is established.<br />
Inclusiveness of P&EP is high, women’s<br />
involvement is high, potential for value addition is<br />
high.<br />
Experience is medium, partnership with traders<br />
and retailers established.<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Jute Crafts New New Not<br />
considered<br />
Not<br />
considered<br />
VC analysis<br />
Inclusiveness of P&EP is high, women’s<br />
involvement is high, potential for value addition is<br />
high.<br />
Experience is medium, partnership with traders<br />
and retailers established.<br />
Plant crafts New New New New VC analysis Inclusiveness of P&EP is high, women’s<br />
involvement high, potential for value addition is<br />
high.<br />
Spices<br />
Not<br />
considered<br />
Not<br />
considered<br />
Phasing out<br />
Total per region 9 9 7 6<br />
Not<br />
considered<br />
Phasing out<br />
Experience is medium<br />
Very limited potential for scaling-up.<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
b. Rational for value chain selection<br />
All existing value chains have been ranked following twelve criteria in order to assess<br />
their poverty orientation. Additionally, every region selected new value chains according<br />
to the same criteria. In an iterative process, the eleven most poverty relevant value<br />
chains have been selected for project interventions. The rationale for selecting these<br />
specific value chains is described below.<br />
Medicinal plants<br />
The project will scale up med plant value chain in <strong>Samriddhi</strong>. As a part of this process,<br />
interventions will be expanded to Rajshahi and Sunamganj. The interventions already<br />
going on in Bogra will be consolidated. There is a huge demand for medicinal plants in<br />
Bangladesh; at the moment, the largest part of the medicinal plants is imported from<br />
India. In this value chain, the inclusiveness of poor and extreme poor is very high due to<br />
the fact that the plants can be grown by the poor and extreme poor using less fertile and<br />
fellow land like for instance roadsides. Furthermore, there is a large potential to increase<br />
profitability through adopting small scale processing at producer level. SAAKTI has<br />
already been working with large private companies like Square and ACME for training<br />
the producers and organising the supply chain.<br />
The project developed an inception report of the medicinal plant value chain through<br />
conducting a value chain assessment. As the inception report is mostly based on the<br />
findings of Bogra region, a further assessment will be done in both Rajshahi and<br />
Sunamganj regions, at the same time updating the information on the national market.<br />
Fish<br />
Based on the first experiences in Sunamganj, the project will scale up the interventions<br />
in the fish value chain and include also pond fish culture in Bogra and Rajshahi. Aside<br />
from this, the project will consolidate the activities in Sunamganj. As the main livelihood<br />
strategy of poor and extreme poor in Sunamganj there is a huge potential to reach<br />
critical mass in terms of inclusion of poor and extreme poor. On the other hand, the<br />
demand both in Bogra and Rajshahi is high and the potential to include poor and<br />
extreme poor in pond fish culture through investments by the community or CBOs is very<br />
promising.<br />
Although the project has developed an inception report conducting assessment for<br />
Sunamganj, more information on the specificities of the pond fish value chain as well as<br />
on the general incentive structure among the value chain actors is needed and will be<br />
collected while in an in depth assessment.<br />
Vegetables<br />
The project will phase out vegetable value chain in Rajshahi as the system has reached<br />
a point where it can function successfully without the involvement of the project. The<br />
project has started implementing vegetables value chain in Bogra and Rangpur regions<br />
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in 2009 and as there is big potential to reach a high number of beneficiaries, <strong>Samriddhi</strong><br />
will continue and consolidate the activities in Bogra and Rangpur.<br />
The project will conduct an assessment in both Bogra and Rangpur regions following<br />
road map outlined below.<br />
Fruit<br />
Apart from consolidation of fruit value chain in Rajshahi, the project will expand it in both<br />
Bogra and Rangpur regions. High potential to reach critical mass, add value, scope to<br />
increase chain performance, good level of collaboration with BARI and DAE, developed<br />
LSPs etc. are the justifications of expanding fruit value chain in Bogra and Rangpur<br />
regions. In Sunamganj, the demand for vegetables is generally high, while the<br />
production is low due to the limited availability of land, mainly during the rainy season.<br />
Intercooperation has introduced a variety of innovative approach that enable mainly the<br />
poor and extreme poor to grow vegetables on their homestead land or by using floating<br />
vegetable beds. To further support those small scale producers, <strong>Samriddhi</strong> will assess<br />
the possibility to improve the performance of the vegetable value chain in Sunamganj.<br />
Based on the lessons learned from Rajshahi, an assessment of the yet untapped<br />
potentials of the vegetable sectors in Bogra and Rangpur will be done. At the same time,<br />
an in depth analysis of the vegetable value chain in Sunamganj will give the basis to<br />
analyse the potential of value chain intervention in this region.<br />
Milk<br />
The project will consolidate achievements of its activities in the milk value chain in both<br />
Bogra and Rangpur. The milk sector shows a significant contribution to the livelihoods of<br />
poor, high demand, and a huge potential to improve the chain performance, especially<br />
when working together with large processing companies. A certain critical mass of<br />
produce has to be guaranteed in order to convince private companies to invest in cooling<br />
infrastructure. SAAKTI could already establish partnership with large processing<br />
companies as well as DLS and BLRI for technical support.<br />
As the project has conducted at least three assessments covering both formal and<br />
informal sectors, the intervention design will depend mostly on those reports.<br />
Poultry<br />
Due to high potential in terms of inclusiveness of poor and extreme poor, the project will<br />
start promoting backyard poultry, particularly chicken, value chain in all three regions of<br />
Rajshahi division while consolidating the activities in the duck value chain in Sunamganj.<br />
Due to the low requirement of space, also poor and extreme poor can engage in poultry<br />
production. Since the birds are kept on the homestead, especially women are actively<br />
involved. Regarding the production of duck, it is highly suitable for Sunamganj, since the<br />
birds don’t need to be kept on the homestead for the whole time but can swim in the<br />
flooded haor. Thus, poultry has great potential to contribute on livelihoods of the poor<br />
and extreme poor.<br />
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The project will conduct an in depth assessment in all three regions of Rajshahi division<br />
while the using the existing inception report for Sunamganj region.<br />
Beef<br />
LEAF and SAAKTI have been very successful in supporting beef fattening activities as<br />
income generating activities, especially through MSE development and by building the<br />
capacity of livestock LSPs. Based on these experiences, <strong>Samriddhi</strong> will initiate beef<br />
value chain interventions both in Rajshahi and Sunamganj, considering its high<br />
profitability, high demand, and the availability of public and private services for the<br />
producers. Since it is a rather short term activity (3-6 months), it has a high potential for<br />
service contracting on a profit sharing basis, where service providers provide<br />
investments, inputs and services, and poor or extreme poor households provide their<br />
labour for fattening the animals.<br />
The project will conduct an in depth assessment of the value chain.<br />
Goat<br />
Similar to the beef fattening, LEAF and SAAKTI gained experiences in the production of<br />
goat. The project will develop the goat value chain in Rajshahi and Rangpur considering<br />
its high potential for inclusiveness of poor and extreme poor, high profitability, and<br />
availability of public and private services.<br />
The project will conduct an in depth assessment of the value chain.<br />
Cotton Crafts<br />
The project has started implementing cotton crafts value chain in all three regions of<br />
Rajshahi Division in 2009 and subsequently gained considerable experiences in working<br />
with different kinds of traders and private companies. It has high potential for<br />
inclusiveness of poor and extreme poor since most often the inputs are provided by the<br />
traders or private companies and the work can be done at home. There is an especially<br />
high scope for women to engage in the production of cotton crafts.<br />
The project will conduct an in depth assessment with the objective to better understand<br />
the very disorganised market and identify the incentive structure of the value chain with<br />
the goal to establish long term sustainable and fair relations between the producers and<br />
the buyers.<br />
Jute Crafts<br />
Due to its work in MSE promotion, LEAF has worked with many producer groups<br />
producing jute products like bags, floor mats or value added jute fabrics for further<br />
processing. Taking in to consideration of high inclusiveness of the value chain for poor,<br />
extreme poor and also women as well as the high potential to increase the value<br />
addition through improved quality production, <strong>Samriddhi</strong> will initiate jute craft value chain<br />
development in Bogra and Rajshahi.<br />
As part of the promotion of jute crafts value chain, the project will conduct an<br />
assessment of the existing chain.<br />
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Plant crafts<br />
Due to the low cost of raw material, the plant craft value chain has a high potential to<br />
include poor and extreme poor, especially women. Furthermore, there is a high potential<br />
of value addition at producers’ level. The project has good level of experience in the<br />
promotion of MSEs on plant crafts (i.e. bamboo products) and established linkages with<br />
private companies, including exporters.<br />
The project will conduct an in depth assessment of the value chain.<br />
c. Plan and road map for VC analysis<br />
Part of the promotion of value chain, the project will conduct a value chain analysis for<br />
most of the value chains following the road map outlined below.<br />
The following aspects will be looked at:<br />
1. Current structure and characteristics of the market<br />
a. Map and characterisation of value chain actors, especially lead<br />
organisations including their capacities<br />
b. Characteristic and typology of producers involved in the production<br />
(poverty status, gender balance, etc.)<br />
c. Current level of capacities of producers (individual, group, MSE)<br />
d. Current margin structure on different levels of the value chain<br />
e. Motivation/incentives of key actors to invest in value chain development<br />
f. Framework condition and policy environment<br />
g. Analysis of risks and conflicts<br />
h. Potential for income and employment creation<br />
2. Technical characteristics of the production and potential for value addition<br />
a. Potential of production<br />
b. Technologies used<br />
c. Potential to generate added value at producer level<br />
3. Market potential<br />
a. Demand potential<br />
b. Characteristic of demand (price, quality, volume, seasonality)<br />
c. Characteristic of the offer (price, quality, volume, seasonality)<br />
d. Competition<br />
4. Systemic constraints and feasibility for project interventions<br />
a. Systemic constraints in the value chain, focusing on causes<br />
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b. Feasibility of changes induced by project interventions<br />
c. Quantification of offers to value chain actors (preliminary budget)<br />
Following table contains the road map of the value chains analyses:<br />
Major steps<br />
Preliminary Timing<br />
Review existing inception reports as well as<br />
secondary information<br />
June 2010<br />
Design and finalise assessment tools June-July 2010<br />
Orientation of staff members about the<br />
assessment<br />
July 2010<br />
Conduct assessment July-August 2010<br />
Analyse assessment findings and prepare<br />
analysis reports<br />
September 2010<br />
Design strategies and intervention September 2010<br />
Develop APO October 2010<br />
d. Description of VC ranking<br />
The objectives of this Value Chain (VC) ranking exercise were to –<br />
- assess the performance of each value chain with an Extreme Poor (EP) focus,<br />
i.e. how much each VC contributes to the livelihoods of extreme poor<br />
- set the next course of action in developing value chains<br />
Methodology<br />
For the VC ranking exercise one tool was developed by a team at PSMU. A field test<br />
with one value chain was carried out and the results used to make adjustments. The tool<br />
was shared with all regional colleagues and, through a workshop all feedback and<br />
comments were collected and the tool further adjusted.<br />
The tool consists of two parts, one being the VC Performance Sheet and the other the<br />
Ranking sheet.<br />
Performance sheet<br />
This consists of 12 criteria which include a number of indicators through which<br />
performance of each VC was evaluated. Specific indicators were rated with the<br />
achievements or progress obtained in 2007, 2008 and 2009. For qualitative information,<br />
ratings were calculated on a scale of 1 to 5 (where 1 has the lowest significance and 5 is<br />
the highest significance).<br />
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Ranking Sheet<br />
All qualitative and quantitative information gathered from the performance sheet was<br />
rated and transformed into the ranking sheet and each criterion across the value chain<br />
was multiplied with a weighting value.<br />
Weighting was fixed with respect to EP focus, where 1 is minimum; 1.5 is moderate and<br />
2 is maximum. The total score for each VC then could be calculated as being (rating<br />
score for each VC) X (fixed Weight for each criteria).<br />
Limitations<br />
All value chains are not equally mature. Due to time constraints all data was not<br />
available for all value chains. Furthermore, there is a regional variation with respect to<br />
livelihoods context, infrastructure, nature of chain actors etc. Therefore, it is not wise to<br />
make any concrete comparison to each other value chain. Rather, this exercise has<br />
given a good reflection on the compliance of value chain towards inclusiveness of<br />
extreme poor.<br />
Conclusion<br />
The ranking tool was not only measuring the performance of value chain, it was<br />
recognised by all as a learning tool to have more insight about the inclusiveness of<br />
extreme poor. Through this exercise everybody has realised where to give more focus if<br />
we want make the value chain more responsive to poor and extreme poor<br />
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Sl.<br />
No<br />
Criteria<br />
1 Coverage by no of households (HH)<br />
involved catagorically in this value chain<br />
2 Geographical concentration of VC<br />
activities (weight of critical mass)<br />
3 Job or employment opportunities created<br />
in VC activities like in production,<br />
processing and marketing of VC<br />
products; and also consider seasonality<br />
Weight<br />
Annexes<br />
1 2 3 4 5 6 7 8 9 10 11 12 13<br />
Milk Medplant Spices Fish Fruit Duck Vegetable Vegetable Handicraft Handicraft Handicraft<br />
BRO ROR RRO BRO ROR<br />
Vegetable<br />
RRO<br />
Ranking exercise of VC<br />
2 7.67 6.33 6.33 3.67 5.33 5.00 6.67 5 4.67 6 6.33 6.67 5.33<br />
1.5 5.25 2.63 2.63 2.25 2.25 3.75 1.88 3.75 1.88 3.38 3.75 1.5 1.5<br />
2 5.5 5.2 7.9 5.6 5.07 5 8 5.6 4.8 7.07 8.4 8.4 7.1<br />
Handicraft<br />
SRO<br />
4 Growth trend of the VC product 2 4.75 5.63 8.5 7 4.00 6.25 7.5 3 4.5 7.83 5.5 5.75 4.5<br />
5 Market linkages for sale of produces (%<br />
of volume by market)<br />
6 Private sector involvement in the<br />
respective VC and their trend and<br />
outreach<br />
2 8 2 10 4 2 4 2 4 2 10 4 4 6<br />
1.5 5.1 6.3 5.4 5.4 3.9 3.9 6.6 4.2 5.4 7.2 4.5 5.1 3.3<br />
7 Profitability of the VC at producer level 2 6 6 6.5 4 6.5 4 6.5 6.5 3 6.5 7 4.5 8<br />
8 Availability of BDS for technical<br />
backstopping, infrastructure, safety-net,<br />
synergy potentials, etc.<br />
9 Scope of intervention by the project for<br />
value addition and innovation<br />
10 Inclusiveness of the VC regarding EP and<br />
difficulties faced by EP<br />
11 Investment perspective and scope for<br />
access to finance<br />
1 3.05 3.1 2.2 3 1.67 2.1 3.2 2.8 2.7 2 2.5 2.4 1.1<br />
1 3.75 3.17 3.5 3.13 3.92 4.5 3.75 2.25 3 4.17 3.88 3.5 2.5<br />
2 6.00 5.08 7.67 6.17 5.67 6.67 7.67 6.33 5.67 7.67 6.33 9.67 5.75<br />
2 6.8 2.8 4.4 4.4 7.2 6.4 9.2 7.6 1.6 3.2 6.8 6.4 6.8<br />
12 Market reflection – potential or<br />
1 4.13 2.63 4.5 3 2.83 3.5 3 2.5 3.25 3.83 3.75 4.44 2.25<br />
commitment given by big traders,<br />
processors<br />
Total Scores 65.99 50.86 69.53 51.61 50.33 55.07 65.96 53.53 42.46 68.84 62.74 62.32 54.13<br />
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e. Selection of new value chain by regions<br />
Objective<br />
The objective of this selection exercise was to identify a number of value chain by region and<br />
prioritise those value chain in accordance to the inclusiveness of poor and extreme poor.<br />
Methodologies<br />
The old VC selection matrix was reviewed and adjusted to bring make it consistent with the VC<br />
ranking tool. In a workshop, all regional staff was implementing the tool. After adjusting the tool<br />
following specific feedback, it was finalised and send back to each region for carrying out the<br />
selection process in regional team. Regional team made the exercise with all concerned and<br />
finalised the selection of new value chain for the respective region.<br />
In the regional team candidate VC were selected on the baseis of their regional context and<br />
livelihoods. It should be noted that two major area was considered for selecting candidate value<br />
chain. One is on-farm activities and another is off-farm activities.<br />
Result<br />
Each region came up prioritised selected value chain by using the VC selection tool. The result<br />
is as follows -<br />
Ranking<br />
grade<br />
RRO BRO ROR SRO<br />
R-1 Poultry Cotton craft Poultry Boro rice<br />
R-2 Cotton craft Poultry Rice Cattle<br />
R-3 Goat Rearing Fish Fruit Sheep<br />
R-4 Beef Fattening Beef Fattening Goat Rearing Plant craft<br />
R-5 Fish Jute craft Beef Fattening Poultry<br />
R-6 Plant craft Plant craft Cotton craft Cotton craft<br />
R-7 Jute craft Wood craft Plant craft<br />
R-8 Wood craft<br />
It is observed that poultry got importance in all region, followed by cotton craft, plant craft, goat<br />
rearing, beef fattening etc. Sheep is chosen in Sunamganj, similarly fruit in Rangpur.<br />
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Annex 8: Relationship between LEAF, SAAKTI, AFIP and Sharique<br />
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Annex 9: Coordination overview with AFIP, ILGS, and Sharique<br />
a. Coordination between AFIP and <strong>Samriddhi</strong><br />
Activity<br />
Ensure the flow of<br />
QPM as well as<br />
technical support from<br />
nurseries / nursery<br />
associations to<br />
community platforms,<br />
CBOs and MSEs<br />
Encourage the<br />
community platforms<br />
to place demand of<br />
farmers to nursery<br />
associations regarding<br />
their needs in term of<br />
fruit and timber trees.<br />
Main<br />
responsibility<br />
AFIP<br />
<strong>Samriddhi</strong><br />
Comments<br />
The main responsibility lies with the individual<br />
nurseries and nursery associations. AFIP’s main<br />
responsibility is to ensure the system of QPM<br />
delivery to work.<br />
The main responsibility lies with the individual<br />
farmers and community platform. <strong>Samriddhi</strong><br />
supports them to place their demands to the<br />
nursery associations as part of their human and<br />
institutional development.<br />
b. Coordination between Sharique and <strong>Samriddhi</strong><br />
Activity<br />
Coordination of overall<br />
community platform<br />
APO development<br />
process<br />
Encourage community<br />
platforms to include all<br />
segments of the<br />
community as<br />
members<br />
LGSA as part of<br />
community platform<br />
APO elaboration<br />
Support to community<br />
platforms in<br />
implementing their<br />
APOs<br />
Main<br />
responsibility<br />
<strong>Samriddhi</strong><br />
<strong>Samriddhi</strong><br />
Sharique<br />
<strong>Samriddhi</strong><br />
Comments<br />
<strong>Samriddhi</strong> will communicate the dates of annual<br />
planning set by the community platform to<br />
Sharique.<br />
<strong>Samriddhi</strong> will, through its human and institutional<br />
development process, encourage the community<br />
platforms to have a representative membership<br />
base.<br />
Sharique will ensure that facilitators are well trained<br />
and that exercises are conducted according to<br />
guidelines.<br />
Community platforms may or may not include<br />
governance activities in the APOs.<br />
<strong>Samriddhi</strong> will coordinate the support required for<br />
community platforms as they implement their plans<br />
Support to specific Sharique Based on the request of <strong>Samriddhi</strong>, Sharique will<br />
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local governance<br />
issues in APOs of<br />
community platforms<br />
Day-observations led<br />
by UPs<br />
Day-observations led<br />
by the community<br />
platforms<br />
Specific orientation of<br />
community platforms<br />
on their right to<br />
information<br />
Specific orientation on<br />
local elections<br />
Cultural teams to<br />
communicate local<br />
governance issues<br />
CBO leader/ youth<br />
networks<br />
Involvement of<br />
community platforms<br />
in UP planning<br />
processes<br />
Union Development<br />
Coordination Meeting<br />
(GO-NGO<br />
Coordination meeting)<br />
by UP<br />
Support from UP to<br />
promising local<br />
economic activities<br />
Support from UZP to<br />
promising local<br />
economic activities<br />
Sharique<br />
Community<br />
platforms<br />
Sharique<br />
Sharique<br />
Sharique<br />
Sharique<br />
<strong>Samriddhi</strong><br />
Sharique<br />
Sharique<br />
Sharique<br />
support community platforms in implementing<br />
specific governance issues<br />
Sharique will coordinate with <strong>Samriddhi</strong> to mobilise<br />
and/or co-organise these day observations jointly<br />
with community platforms<br />
Members of the community platform will take the<br />
lead in organising day observations for relevant<br />
topics and involve also local government officials.<br />
<strong>Samriddhi</strong> will be setting the dates with community<br />
platforms based on Sharique’s request, while<br />
Sharique will provide facilitators and lead the whole<br />
event.<br />
<strong>Samriddhi</strong> will be setting the dates with community<br />
platforms based on Sharique’s request, while<br />
Sharique will provide facilitators and lead the whole<br />
event.<br />
<strong>Samriddhi</strong> may request cultural teams to perform at<br />
certain occasions (e.g. day observations)<br />
Sharique will seek conceptual support from<br />
<strong>Samriddhi</strong> and coordinate activities of these<br />
networks as they emerge.<br />
Sharique will inform <strong>Samriddhi</strong> about the dates of<br />
UP planning events. <strong>Samriddhi</strong> will build the<br />
capacity of the community platforms to be prepared<br />
and play an active role in the planning process.<br />
<strong>Samriddhi</strong> builds the capacity of the community<br />
platforms to be prepared to participate in meetings<br />
organised by UP.<br />
Sharique will expose the UPs to promising local<br />
economic activities of community platforms.<br />
Sharique will further strengthen the UPs<br />
engagement in local economic development, which<br />
would include their support to local groups,<br />
entrepreneurs (including such supported by<br />
<strong>Samriddhi</strong>) involved in such activities.<br />
Sharique will encourage the Upazilla Parishad to<br />
extend their support and influence the Upazilla<br />
level line agencies to support the communities in<br />
local economic activities.<br />
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c. Coordination between ILGS and <strong>Samriddhi</strong><br />
Activity<br />
Organise<br />
organisational<br />
development training<br />
of SPAs<br />
Organisational<br />
development of<br />
MSE/farmer samities<br />
linked / represented in<br />
BMOs<br />
Establishment of Local<br />
/ District Resource<br />
Pools (line agencies)<br />
to update knowledge<br />
and information of<br />
LSPs<br />
Development of a<br />
sustainable model to<br />
update the knowledge,<br />
technology and<br />
information of LSPs<br />
Main<br />
responsibility<br />
<strong>Samriddhi</strong>/ILGS<br />
<strong>Samriddhi</strong><br />
ILGS<br />
<strong>Samriddhi</strong>/ILGS<br />
Comments<br />
Whenever SPAs are selected as BMOs by ILGS,<br />
then the latter will organise their organisational<br />
development instead of <strong>Samriddhi</strong>.<br />
<strong>Samriddhi</strong> will include this in its interventions<br />
regarding capacity building of MSEs.<br />
<strong>Samriddhi</strong> will leave the responsibility to ILGS in<br />
common areas of intervention to organise the<br />
update of LSPs regarding their knowledge,<br />
technology and information. The SPAs should still<br />
be seen as the main actors in organising capacity<br />
building of LSPs.<br />
Together, the project will capitalise their<br />
experiences and develop a common model for the<br />
update of LSPs through line agencies and private<br />
actors.<br />
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Annex 10: Timeline<br />
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Annex 11: Terms of references<br />
a. Intercooperation Head Office<br />
ICHO-01 Institutional supervision and steering<br />
(Philippe Vaneberg, Head of Operations)<br />
This position will be overall responsible for ensuring the institutional supervision of the<br />
programme. It will also include the following tasks:<br />
• Overall programme steering taking into account institutional experiences in regard to<br />
consolidation and strengthen<br />
• Supervision of the coherence of IC of programmes in Bangladesh funded by SDC<br />
• Supervision of project cycle management at IC Head Office level<br />
• Communication and negotiation with SDC in Switzerland<br />
Qualification:<br />
• Postgraduate in the field of genetic improvement of trees<br />
• At least 15 years experience in the field of development and international cooperation<br />
• Comprehensive knowledge of Bangladesh development issues<br />
• Good knowledge of Bangladesh stakes in the field of rural development and local<br />
governance<br />
• Strong analytical capacities and strategic understanding<br />
• Confirmed experiences with SDC vision, policies, strategies and procedures<br />
• Strong experience in project cycle management<br />
ICHO-02 Technical backstopping<br />
(Lionel Giron, Programme Officer)<br />
• Thematic backstopping and inputs to the project team (key staff)<br />
• Capacity building of the project team in specific fields jointly identified, based on<br />
institutional experience of IC<br />
• Provide information on relevant market development initiatives managed by IC or other<br />
development partners<br />
• Promote possible exchanges, collaboration and collaboration with other programmes<br />
• Regular monitoring and assessment of project progress in specific issues related to<br />
market development and in regards to institutionalisation processes<br />
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Qualification:<br />
• Postgraduate in the field of sustainable development<br />
• Master in the field of marketing<br />
• At least 10 years experience in the field of development and international cooperation<br />
• Comprehensive knowledge of Bangladesh development issues<br />
• Experience in the field of market development framework (M4P), value chain promotion,<br />
enterprise development and local economic development<br />
• Strong analytical capacities<br />
• Knowledge of SDC vision, policies and strategies<br />
ICHO-03 Accounting and controlling at IC HO level<br />
(Sreeram Koottala, Financial Controller)<br />
• Accounting and controlling at Head Office level<br />
• Invoice of IC fees to SDC Financial and budget controlling of documents prepared by the<br />
IC Delegation concerning the project<br />
• Treatment of fund request by Delegation<br />
• Monitoring of fees accounted by Delegation<br />
• Backstopping to Delegation Finance and Admin Manager regarding IC procedures<br />
Qualification:<br />
• Masters degree in Chartered Accountancy Articleship<br />
• At least 10 years of experience in financial management of large funds, including<br />
controlling, consolidation<br />
• Confirmed experience with SDC and IC administrative and financial procedures<br />
• Capacity of coaching and steer finances and administration managers<br />
b. Intercooperation Delegation in Bangladesh<br />
ICLO-01 Programme steering and management<br />
(Felix Bachmann, Delegate, Intercooperation Bangladesh)<br />
• Steering of the programme in line with the Project references documents<br />
• Overall project management<br />
• Communication and negotiation with SDC Bangladesh<br />
• Participation in strategic meeting and steering committee meetings<br />
• Representation of IC in relation to the programme at institutional level<br />
Intercooperation Bangladesh<br />
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• Guidance, coaching, and backstopping to, the national coordination team, in relation to<br />
strategic options taken, decisions made by the steering committee meetings,<br />
negotiations with SDC, and programme management<br />
• Overall monitoring of programme progress<br />
• Networking and liaison with relevant institutions and initiatives in Bangladesh and South-<br />
Asia region<br />
Qualification<br />
• Master in relation to development issues<br />
• At least 15 years experience in the field of development and international cooperation<br />
• Knowledge of Bangladesh development issues<br />
• Knowledge of Bangladesh stakes in the field of rural development and local governance<br />
• Strong analytical capacities<br />
• Experiences with SDC vision, policies, strategies and procedures<br />
• Strong experience in project cycle management<br />
• Capacity of coaching and guiding project teams<br />
• Capacity of negotiating with partners<br />
ICLO-02 Thematic backstopping<br />
(Shamim Ahamed, Programme Officer, Intercooperation Bangladesh)<br />
• Guidance, coaching, and backstopping to the coordination team, in relation to specific<br />
market development, institutionalisation, and HID issues<br />
• Advisory support in relation to the coordination with other projects (e.g. SDC funded like<br />
AFIP, SHARIQUE, IGLS…..)<br />
• Capacity building of coordination unit in the field of human and institutional development<br />
and development approaches<br />
• Participation in steering committee meetings<br />
• Contribution to the knowledge management and monitoring systems<br />
• Networking and liaison with relevant institutions and initiatives in Bangladesh<br />
Qualification:<br />
• Master in relation to development issues<br />
• At least 10 years experience in the field of development<br />
• Knowledge of Bangladesh stakes in the field of institutional aspects<br />
• Solid analytical capacities<br />
• Capacity of coaching and guiding project teams<br />
Intercooperation Bangladesh<br />
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ICLO-03 Accounting at Delegation level<br />
(To be recruited, Head-Finance and Services, Intercooperation Bangladesh)<br />
• Ensure transparency and accountability in financial operations including strong internal<br />
control within the project<br />
• Ensure compliance with IC Head Office procedures, SDC and statutory requirements<br />
• Support Project Management Unit and partners in developing periodical budget, review<br />
expenditures, review financial reports, exchange feedback, analyse and contribute to<br />
strengthen their system and procedures<br />
• Coordinate in obtaining government approval of project and their ensure timely<br />
compliances including related statutory compliance<br />
• Coordinate in implementation of timely internal and external audit to project and partners<br />
accounts and support for implementation of audit recommendations<br />
• Coordinate and support project in human resource management including staff<br />
recruitment and staff contract management, formal and on-job training to project and<br />
partner staff<br />
• Maintain links and liaison with project teams, IC HO and SDC country office in relation<br />
to project matters<br />
Qualification:<br />
• Masters degree in Commerce/Business Administration/Economics<br />
• Minimum 10 years of professional experience in business administration in national and<br />
international NGO, donor organisation and/or private sector.<br />
• Strong background in financial management of donor funded programmes and<br />
knowledge of international accounting standards<br />
• Thorough knowledge and practical experience on provisions under FDR ordinance<br />
(NGO Affairs Bureau) Income tax and other applicable local laws<br />
• Proficient in Accpac accounting software<br />
c. Project<br />
PROJ-01 International Advisor<br />
(to be recruited)<br />
• Support the project team with regard to the whole project cycle management<br />
• Advise the project team with regard to the project management, strategic orientation,<br />
programme concepts, approaches and methodologies<br />
• Develop and accompany the implementation of programme methodologies, tools and<br />
procedure, particularly in the field of market development, HID and institutionalisation<br />
Intercooperation Bangladesh<br />
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• Assist the programme team in developing monitoring systems and use of monitoring<br />
information<br />
• Encourage exchange with like-minded programmes in the region<br />
• Promote innovations by drawing on experiences beyond Bangladesh<br />
• Support networking with relevant stakeholders at national level to promote programme<br />
experiences and lessons<br />
• Act as resource person for other SDC funded market programmes<br />
Qualification:<br />
• Masters in Agriculture, Economical or Social Siences or relevant subjects<br />
• At least 10 years experience in rural development<br />
• Experience in coaching and advising project teams and partners<br />
• Knowledge on “making market work for the poor approach” and value chain analysis<br />
• Strong experience in institutionalisation processes<br />
• Strong analytical and facilitation skills<br />
• Good level of management and coordination skills<br />
• Strong participative behaviour and goo team work abilities<br />
PROJ-02 Project Coordinator<br />
(Adwyait Kumar Roy)<br />
• Ensure planning, implementation, coordination, monitoring, reporting and evaluation of<br />
project activities,<br />
• Ensure human resource management i.e. recruitment, performance appraisal, etc, and<br />
financial resource management i.e. budgeting, expenditure tracking, etc,<br />
• Ensure that necessary systems, methods, tools, and procedures are in place for smooth<br />
execution of the project,<br />
• Support and supervise the Deputy Project Coordinator, Manager-Finance & Admin and<br />
Regional Coordinators, and provide them proper guidance for project operation,<br />
• Establish and maintain collaboration with different government, non-government and<br />
private sector organisations,<br />
• Ensure regular contact with DIC, SCO-B Dhaka, and the partners and stakeholders of<br />
the project,<br />
• Support further development of planning, technical and facilitation capacities of the<br />
project staff, partners and stakeholders,<br />
• Represent project in diverse forums and networks, and<br />
• Coordinate knowledge management, monitoring, reporting and experience capitalisation<br />
Intercooperation Bangladesh<br />
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Qualification:<br />
• Masters in Business Administration or Agriculture or relevant subjects<br />
• At least 10 years experience in relevant field<br />
• Strong analytical and facilitation skills<br />
• Good level of management and coordination skills<br />
PROJ-03 Coordinator – Social Development and Deputy Project Coordinator<br />
(Madhab Chandra Das)<br />
• Coordinate social development activities,<br />
• Provide backstopping support to the Associate Coordinators - Social Development so<br />
that they can perform their responsibilities properly,<br />
• Develop concepts, approaches, strategies, tools and operational guidelines to facilitate<br />
the community level planning process, gender mainstreaming, DRR and other thematic<br />
aspects of the project, and ensure that those are being practiced at the field level,<br />
• Assist project management in planning, implementation, coordination, monitoring,<br />
reporting and evaluation of thematic activities like market development, social<br />
development, service provision, etc,<br />
• Support and supervise the Coordinators- Value Chain, Coordinator-Service Provision<br />
and Enterprise Development, Monitoring Specialist and Publication Officer, and provide<br />
them proper guidance for performing their responsibilities,<br />
• Ensure monitoring of project’s results, and capitalisation and dissemination of project’s<br />
experience, and<br />
• Plan and implement training and other capacity development initiatives for the thematic<br />
coordinators, associate coordinators and specialists.<br />
Qualification:<br />
• Masters in Business Administration or Agriculture or relevant subjects<br />
• At least 9 years experience in relevant field<br />
• Strong analytical and facilitation skills<br />
• Good level of conceptual abilities<br />
PROJ-04 Coordinator – Service Provision and Enterprise Development<br />
(Md. Shamim Hossain)<br />
• Coordinate service provision and enterprise development activities,<br />
• Provide backstopping support to the regional specialists so that they can perform their<br />
responsibilities properly,<br />
Intercooperation Bangladesh<br />
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• Develop concepts, approaches, strategies and operational guidelines in the area of<br />
service provision and enterprise development, and ensure that those are being practiced<br />
at the field level,<br />
• Establish collaboration and maintain regular contact with different government, nongovernment<br />
and private sector organisations,<br />
• Ensure monitoring of project’s results, and capitalisation and dissemination of project’s<br />
experience in the area of service provision and enterprise development, and<br />
• Identify training needs of the regional specialists, and arrange training, exchange visits,<br />
etc for them.<br />
Qualification:<br />
• Masters in Agriculture or Marketing or relevant subjects<br />
• At least 7 years experience in relevant field<br />
• Strong analytical and facilitation skills<br />
• Good level of conceptual abilities<br />
PROJ-05 Coordinator – Value Chain<br />
(2 Persons)<br />
• Coordinate value chain development activities,<br />
• Provide backstopping support to the regional specialists so that they can perform their<br />
responsibilities properly,<br />
• Develop concepts, approaches, strategies and operational guidelines in the area of<br />
value chain development, and ensure that those are being practiced at the field level,<br />
• Establish collaboration and maintain regular contact with different government, nongovernment<br />
and private sector organisations,<br />
• Ensure monitoring of project’s results, and capitalisation and dissemination of project’s<br />
experience in the area of value chain development, and<br />
• Identify training needs of the regional specialists, and arrange training, exchange visits,<br />
etc for them.<br />
Qualification:<br />
• Masters in Agriculture or Marketing or relevant subjects<br />
• At least 7 years experience in relevant field<br />
• Strong analytical and facilitation skills<br />
• Good level of conceptual abilities<br />
Intercooperation Bangladesh<br />
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PROJ-06 Regional Coordinator<br />
(4 Persons: 1. Ms. Archana Nath, 2. Mostafa Nurul Islam, 3. Md. Mamunur Rashid, 4. A.K.<br />
Osman Haruni)<br />
• Ensure planning, implementation, coordination, monitoring, reporting and evaluation of<br />
project activities at the regional level,<br />
• Ensure that the principles, approaches, strategies, tools and methodologies are<br />
translated into actions at the field level,<br />
• Support and supervise the Associate Coordinator-Social Development, Value Chain<br />
Specialists, Finance and Admin Officer, Drivers and Peons at the regional level, and<br />
provide them proper guidance to ensure their performance up to the mark,<br />
• Ensure collaboration with and synergy amongst the different government, nongovernment<br />
and private sector organisations at the regional level,<br />
• Conduct performance appraisal and undertake necessary initiatives to improve the<br />
performance of the regional staff,<br />
• Prepare regional budget and monitor the expenditures on a regular basis,<br />
• Represent project in different forums and networks at the regional level, and<br />
• Monitor the results and capitalise experiences at the regional level.<br />
Qualification:<br />
• Masters in Business Administration or Agriculture or relevant subjects<br />
• At least 8 years experience in relevant field<br />
• Strong analytical and facilitation skills<br />
• Good level of management and coordination skills<br />
PROJ-07 Monitoring Specialist<br />
(Md. Humayun Kabir)<br />
• Develop M&E system, tools and guidelines for the project and ensure that those are<br />
being practiced at the field level,<br />
• Ensure that the M&E database management system is in place using an appropriate<br />
software,<br />
• Ensure error free data collection, data entry and data analysis of the project,<br />
• Develop project’s M&E capacity through providing accompaniment support to the<br />
regional teams, and<br />
• Establish a baseline of the project at the beginning of phase and monitor the progress on<br />
regular basis.<br />
Qualification:<br />
• Masters in relevant subjects<br />
Intercooperation Bangladesh<br />
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• At least 6 years experience in relevant field<br />
• Strong analytical and statistical skills<br />
• Good level of computer software operating skills<br />
PROJ-08 Associate Coordinator – Social Development<br />
(4 Persons: 1. Ms. Jannat Noor, 2. Ms. Samsad Najnin, 3. Ms. Nazmun Naher, 4. Md. Abu<br />
Sayeed)<br />
• Coordinate social development activities at the regional level,<br />
• Provide backstopping support to the PNGOs so that the staff and Community Facilitators<br />
can perform their responsibilities properly,<br />
• Develop tools and operational guidelines to facilitate the community level planning<br />
process, gender mainstreaming, DRR and other social development aspects,<br />
• Establish collaboration and maintain regular contact with partners and other relevant<br />
stakeholders at the regional level,<br />
• Ensure monitoring of project’s results, and capitalisation and dissemination of project’s<br />
experience in the area of social development at the regional level, and<br />
• Develop the capacity of the PNGO staff in line with the new approaches and strategies<br />
of the project.<br />
Qualification:<br />
• Masters in Social Science or relevant subjects<br />
• At least 5 years experience in relevant field<br />
• Strong facilitation skills<br />
• Good level of conceptual abilities<br />
PROJ-09 Value Chain Specialist<br />
(12 Persons: 1. Ms. Noor Akter Naher, 2. Ms. Molla Sabiha Sultana, 3. Md. Moksed Ali, 4. Md.<br />
Anisur Rahman, 5. Md. Azizullah Al Mahmud, 6. Md. Kamruzzaman, 7. Md. Shahjahan, 8. Md.<br />
Monayem Hossain, 9. Md. Ataur Rahman, 10. Mufazzal Hossain, 11. Md. Kamrul Hossain, 12.<br />
Kingkar Chandra Saha)<br />
• Ensure value chain analysis and identify relevant value chain actors,<br />
• Coordinate interventions with private sector actors, service providers and SPAs,<br />
• Plan and implement interventions, which enhance products’ competitiveness and value<br />
chain performance,<br />
• Develop tools and guidelines to facilitate the process of service market development for<br />
the LSPs/SPAs,<br />
• Establish collaboration and maintain regular contact with public and private sector<br />
organisations,<br />
Intercooperation Bangladesh<br />
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• Ensure monitoring of project’s results, and capitalisation and dissemination of project’s<br />
experience in the area of value chain development, and<br />
• Develop the capacity of the PNGO staff in line with the new approaches and strategies<br />
of the project.<br />
Qualification:<br />
• Masters in Marketing or Agriculture or relevant subjects<br />
• At least 5 years experience in relevant field<br />
• Strong facilitation skills<br />
• Good level of conceptual abilities<br />
PROJ-10 Manager – Admin and Finance<br />
(Md. Belayet Hossain)<br />
• Establish and ensure a standard financial management and accounting system at the<br />
partner organisations, regions and project levels,<br />
• Ensure that IC’s administrative and financial rules and regulations are followed at all<br />
levels of the project,<br />
• Prepare budgets, disburse fund to the regions and partner organisations and monitor the<br />
expenses on a regular basis, and ensure regular financial reporting at all levels,<br />
• Ensure proper transaction and procurement procedures, and external and internal audits<br />
of the project and partner organisations,<br />
• Establish and ensure maintaining a proper filing system and a transparent inventory<br />
management system at the project, region and partner organisation levels.<br />
• Maintain liaison and regular contact with IC Delegation Office regarding Administrative<br />
and Financial matters<br />
• Supervise and provide capacity building support to the admin and finance personnel at<br />
the projects, regions and partner organisations levels.<br />
Qualification:<br />
• Masters degree in Commerce<br />
• At least 8 years experience in relevant job<br />
• Strong analytical and resource management skills<br />
PROJ-11 Publication and Communication Officer<br />
(Md. Sultan Mahmud)<br />
• Based on the needs of the farmers/producers of the project, prepare annual plan for<br />
training/promotional materials to be developed and published,<br />
• Identify resource persons/organisations for the production of the training/promotional<br />
materials,<br />
Intercooperation Bangladesh<br />
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• Capture case study reports, success stories, experiences, etc from all IC-projects and<br />
ROs to be published in the newsletter “Shekor”, and edit the write-ups for publication,<br />
• Establish relations with the most important media organisations (news papers, television,<br />
magazines, etc.) and inform them on a regular basis on successes by the project.<br />
• Communicate and contract with the press for printing of the newsletters and<br />
training/promotional materials,<br />
• Conduct opinion survey of users/readers to improve the quality of training/promotional<br />
materials and newsletter,<br />
• Manage and maintain the project’s library.<br />
Qualification:<br />
• Masters in Social Science or relevant subject<br />
• At least 4 years experience in relevant field<br />
• Good level of documentation skills<br />
PROJ-12 Finance Officer<br />
(A.S.M Ruhul Islam)<br />
• Calculate salary and benefits of the staff members, check the claims of the staff,<br />
consultants, vendors and other claimants, and recommend for payment,<br />
• Ensures that the vouchers are correct and complete, and the transactions are correctly<br />
recorded and posted in ACCPAC<br />
• Check the call forwards from the partners and ROs, and recommend for disbursement,<br />
• Monitor the expenditure trend and suggest the regions to keep expenses within the<br />
approved budget<br />
• Establish a standard filing and record keeping system, and maintain and update the<br />
books of accounts, files, etc,<br />
• Review the financial reports of partners and ROs and prepare financial statements and<br />
progress reports at the project level, and<br />
• Visit partners’ offices and ROs, review their books of accounts and vouchers, provide<br />
them with necessary suggestions and facilitate the external audits of the project.<br />
Qualification:<br />
• University degree in Accounting or Finance or relevant subjects<br />
• At least 4 years experience in relevant jobs<br />
• Strong analytical and resource management skills<br />
Intercooperation Bangladesh<br />
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PROJ-13 Admin Officer<br />
(2 Persons: 1. Ms. Sharmin Zaman, 2. Ms. Nahida Tazkira)<br />
• Ensure office utilities e.g. electricity, water, gas, telephone, etc in a cost-effective<br />
manner,<br />
• Establish/renew contracts of agreements with the land lords, office security companies,<br />
fuel pumps, office suppliers, etc as per the government as well as IC’s rules,<br />
• Prepare an annual procurement plan for the project, and ensure that all procurements<br />
comply with standard procurement policy,<br />
• Ensure physical verification of the project assets and prepare/update the assets<br />
inventory both at the RO and project levels on a regular basis,<br />
• Ensure proper servicing and maintenance, and effective use of vehicles as per IC’s<br />
vehicle management rules,<br />
• Establish a standard filing and record keeping system, and maintain and update the<br />
personal files, asset inventories, etc,<br />
• Visit partners’ offices and ROs, review their procurement procedure, store maintenance,<br />
assets inventory management, etc, provide them with necessary suggestions and<br />
facilitate the external audits of the project.<br />
Qualification:<br />
• University degree in Management, or relevant subjects<br />
• At least 4 years experience in relevant jobs<br />
• Strong analytical and resource management skills<br />
PROJ-14 Admin and Finance Officer<br />
(4 Persons: 1. Ms. Jesmin Akter, 2. Ms. Masuda Akhter, 3. Md. Anamul Hoque, 4. Ashim<br />
Kumar. Roy)<br />
• Ensure that all transactions are made correctly and recorded accurately as per IC’s<br />
rules,<br />
• Prepare regional budgets and monitor the expenditures to keep the expenses within the<br />
approved budget<br />
• Check the call forwards, financial reports, etc from the partners and put forward for next<br />
steps,<br />
• Ensure that all procurements comply with standard procurement policy and all resources<br />
are used effectively,<br />
• Establish a standard filing and record keeping system, and maintain and update the<br />
books of accounts, files, etc,<br />
• Visit partners’ offices to make sure that they follow standard administrative and financial<br />
procedures, and<br />
Intercooperation Bangladesh<br />
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• Facilitate the external audits of the project’s partners.<br />
Qualification:<br />
• University degree in Accounting or Finance or relevant subjects<br />
• At least 4 years experience in relevant jobs<br />
• Strong analytical and resource management skills<br />
PROJ-15 Field Liaison Officer<br />
(2 Persons: 1. Ms. Ismot Ara Laboni, 2.Md. Zahid Hasan)<br />
• Maintain liaison between <strong>Samriddhi</strong> and Shiree Innovation Fund Projects in Sunamgonj<br />
and Rangpur regions, coordinate activities with common beneficiaries<br />
• Share Shiree’s experiences of addressing the bottom ten extreme poor households in<br />
the communities with <strong>Samriddhi</strong>,<br />
• Identify suitable income generating activities for the bottom ten extreme poor households<br />
in the context of project’s working area,<br />
• Capture the synergic impact of combining two approaches together,<br />
Qualification:<br />
• Masters in Agriculture or relevant subjects<br />
• At least 7 years experience in relevant field<br />
• Strong analytical and interpersonal skills<br />
• Good level of conceptual abilities<br />
PROJ-16 Secretary<br />
(Ms. Sultana Dilruba)<br />
• Operation of PABX, FAX and Scanner machine,<br />
• Maintain inventories of durable and consumable items, and gate-passes of the moveable<br />
assets of the project,<br />
• Prepare monthly vehicle reports and update staff and partners’ directory including their<br />
addresses, telephone numbers, etc.<br />
• Arrange venue and logistics for meetings, training, workshops, seminars, etc, and<br />
accommodation for the guests and visitors.<br />
• Ensure internal and external circulation of memo, letter, notice, newsletters, leaflets,<br />
posters, booklets and any other project documents, and maintain registers of incoming<br />
and outgoing documents, and<br />
• Prepare monitoring data entry template, check and give entry of the data.<br />
Qualification:<br />
• University degree in Social Science or relevant subjects<br />
Intercooperation Bangladesh<br />
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• At least 3 years experience in relevant job<br />
• Good level of PABX, FAX and Scanner machine, computer operating skills<br />
d. Consultants<br />
CONS-01 Thematic backstopping on making markets work for the poor (M4P)<br />
(To be determined)<br />
• Assessment of the project’s progress and advice to the delegation and the project team<br />
to improve effectiveness and efficiency of the interventions.<br />
• Guidance, coaching, and backstopping to the national and regional coordination team, in<br />
relation to making markets work for the poor approach.<br />
• Technical backstopping to the project team regarding value chain and enterprise<br />
development, and service market provision.<br />
• Support the teams of the delegation and the project to plan an effective phasing out of<br />
the project activities.<br />
• Capacity building of national and regional teams in the field of systemic approaches<br />
including collaboration and negotiation with large market actors.<br />
Qualification:<br />
• University degree in socio-economics, business administration, finance or international<br />
relations.<br />
• Knowledge and experience in the domain of private sector development with a particular<br />
focus on value chains, local economic development and M4P.<br />
• At least five years of working experience in the domain in development and/or transition<br />
countries.<br />
• At least two years experience in consultancy work.<br />
• Strong advisory and training skills.<br />
CONS-02 Thematic backstopping on Disaster Risk Reduction (DRR)<br />
(2 Persons: Nicole Clot and Rupa Mukerji)<br />
• Assessment of the project’s progress and advice to the delegation and the project team<br />
to improve effectiveness and efficiency of the DRR mainstreaming activities.<br />
• Guidance, coaching, and backstopping to the national and regional coordination team, in<br />
relation to DRR and climate change.<br />
• Capacity building of national and regional teams in the field of DRR, climate change and<br />
adaptation.<br />
Qualification:<br />
• University degree in environmental sciences, geography or related subjects.<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
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• Knowledge and experience in the domain of community based disaster risk reduction,<br />
and climate change, including mitigation and adaptation.<br />
• At least five years of working experience in the domain in development and/or transition<br />
countries.<br />
• At least two years experience in consultancy work.<br />
• Strong advisory and training skills.<br />
CONS-03 Thematic backstopping on gender<br />
(To be determined)<br />
• Assessment of the project’s progress and advice to the delegation and the project team<br />
to improve effectiveness and efficiency of the gender interventions and gender<br />
mainstreaming processes.<br />
• Guidance, coaching, and backstopping to the national and regional coordination team, in<br />
relation to gender equality and gender mainstreaming.<br />
• Technical backstopping to the project team regarding gender interventions.<br />
• Capacity building of national and regional teams in the field of gender mainstreaming.<br />
Qualification:<br />
• University degree in social sciences or international relations.<br />
• Knowledge and experience in the domain of livelihoods, human and institutional<br />
development, including strong experience in gender mainstreaming.<br />
• At least five years of working experience in the domain in development and/or transition<br />
countries.<br />
• At least two years experience in consultancy work.<br />
• Strong advisory and training skills.<br />
CONS-04a Baseline Study for <strong>Samriddhi</strong><br />
(To be determined)<br />
• Design an appropriate methodology for the baseline study in consultation with <strong>Samriddhi</strong><br />
personnel<br />
• Select the study sites and participants to be surveyed through using a well accepted<br />
sampling methodology<br />
• Develop the questionnaire, checklists and other tools to collect data from the<br />
stakeholders of the project<br />
• Field trial of methodology, questionnaire, checklists and other tools, and make<br />
necessary adjustment<br />
• Organise survey and collect data from all stakeholders through using the agreed upon<br />
tools/methods<br />
Intercooperation Bangladesh<br />
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• Analyse the data through using appropriate software<br />
• Present the major findings of the study to the project people<br />
• Prepare the final report through incorporating comments and feedbacks from the project<br />
people.<br />
Qualification:<br />
• Practical experience of doing similar type of study<br />
• Professionals having solid understanding on institutional aspects<br />
• Competent staff members having solid analytical capacities<br />
• Track record and reputation to produce quality outputs in similar study.<br />
CONS-04b Assessment of project’s effects on indirect beneficiary households<br />
(To be determined)<br />
• Design an appropriate methodology for the assessment in consultation with <strong>Samriddhi</strong><br />
personnel<br />
• Select the assessment sites and participants to be surveyed through using a well<br />
accepted sampling methodology<br />
• Develop the questionnaire, checklists and other tools to collect data from the<br />
stakeholders of the project<br />
• Field trial of methodology, questionnaire, checklists and other tools, and make<br />
necessary adjustment<br />
• Organise survey and collect data from all stakeholders through using the agreed upon<br />
tools/methods<br />
• Analyse the data through using appropriate software<br />
• Present the major findings of the assessment to the project people<br />
• Prepare the final report through incorporating comments and feedbacks from the project<br />
people.<br />
Qualification:<br />
• Practical experience of doing similar type of assessment<br />
• Professionals having solid understanding on institutional aspects<br />
• Competent staff members having solid analytical capacities<br />
• Track record and reputation to produce quality outputs in similar study.<br />
CONS-04c Interim staff replacements (e.g. due to maternity leave)<br />
(To be determined)<br />
• Review relevant documents to understand and learn the vision, goal, objectives,<br />
approaches, strategies and practices of <strong>Samriddhi</strong> project<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
• Visit the activities and events related to enterprise development, value chain<br />
development, service market development, community organisation development, DRR,<br />
gender mainstreaming, etc.<br />
• Provide support to the regional offices in order to maintain project activities<br />
• Provide accompaniment support to the partner NGOs and other stakeholders of the<br />
project<br />
• Attend/organise regular meetings, workshops and trainings, and coordinate the ongoing<br />
activities<br />
• Contribute to monitor the progresses, prepare the reports and capitalise the experiences<br />
on a regular basis<br />
Qualification:<br />
• Fresh graduates/post graduates in relevant subjects<br />
• Strong willingness to develop career in NGOs<br />
Intercooperation Bangladesh<br />
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<strong>Samriddhi</strong> Project Document Phase 1<br />
Annexes<br />
Annex 12: Organigram project staff<br />
Intercooperation<br />
Head Office, Berne<br />
Delegation of Intercooperation<br />
Bangladesh<br />
Philippe Vaneberg (Head-<br />
Field Operation) 3%<br />
Felix Bachman (Delegate)<br />
Steering<br />
Lionel Giron (Programme<br />
Officer) 3%<br />
1 Project Coordinator<br />
1 Coordinator Social Dev +<br />
Deputy Coordinator<br />
10%<br />
Shamim Ahamed (Programme<br />
Officer) 14%<br />
To be recruited (Head Finance<br />
and Services) 5%<br />
Financial Control<br />
Sreeram Kottala<br />
(Controller - Finance) 2%<br />
1 Expat Adviser<br />
1 Finance and Admin Mgr<br />
2 Coordinators Value Chains<br />
1 Coordinator Enterprise Devt<br />
Project Support and<br />
Management Unit<br />
1 Monitoring Specialist<br />
Sunamganj Office<br />
Rangpur Office<br />
Bogra Office<br />
Rajshahi Office<br />
1 Regional Coordinator<br />
1 Regional Coordinator<br />
1 Regional Coordinator<br />
1 Regional Coordinator<br />
1 Associate Coord – Social Dvp<br />
1 Associate Coord – Social Dvp<br />
1 Associate Coord – Social Dvp<br />
1 Associate Coord – Social Dvp<br />
3 Value Chain Specialists<br />
3 Value Chain Specialists<br />
3 Value Chain Specialists<br />
3 Value Chain Specialists<br />
1 Field Liaison Officer (30%)<br />
1 Field Liaison Officer (30%)<br />
1 Finance and Admin Officer<br />
1 Finance and Admin Officer<br />
1 Finance and Admin Officer<br />
1 Finance and Admin Officer<br />
2 Drivers<br />
2 Drivers<br />
Intercooperation Bangladesh<br />
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