final baseline report_ pace_ pksf_gjus_ bhola_bangladesh 15112016

November 15, 2016

THE BASELINE SURVEY REPORT

ON

Value Chain Development” under PACE project “Increase Income of Farmer’s and Wage Employment

through Mungbean and Aromatic Rice Production and

Marketing from Commercial Farming” GJUS, PKSF

S. M. MAINUL ISLAM (Freelance Consultant)

pg. 2

ABBREVIATIONS AND ACRONYMS

BARI Bangladesh Agricultural Research Institute

IRRI International Rice Research Institute

BAU Bangladesh Agricultural University

BBS Bangladesh Bureau of Statistics

BRRI Bangladesh Rice Research Institute

DAE Department of Agricultural Extension

FAO Food and Agriculture Organization

IFAD International Fund for Agricultural Development

ADB Asian Development Bank

USAID United States Agency for International Development

FEDEC Finance for Enterprise Development and Employment Creation

PACE Promoting Agricultural Commercialization and Enterprises

GJUS Grameen Jono Unnayan Sangstha

PKSF Palli Karma-Sahayak Foundation (Government established apex development agency for

MFIs/NGOs)

INGO International Non-Governmental Organization

NGO Non-Governmental Organization

CBO Community Based Organization

GoB Government of Bangladesh

FY Financial year

HH Household

PO Partner Organization (of PKSF)

VC Value Chain

VCD Value Chain Development

VCA Value Chain Analysis

M&E Monitoring and Evaluation

MFI Microfinance Institution

MoU Memorandum of Understanding

pg. 3

MSME Micro, Small and Medium Enterprise

UP Union Parishad

Upazila Sub-district

Amon Main rice crop grown during the rainy season

Aus Early rice crop grown during the early part of the rainy season

Boro Irrigated rice crop grown during the winter season

Kharif summer cropping season

Rabi winter cropping season

Haat A Bangladeshi word for a rural market or bazaar, which assembles everyday with small

number of buyers/sellers but meets twice a week in a large-scale where buyers/sellers from

wider areas converge to do business

pg. 4

ACKNOWLEDGMENTS

This document is the report of a baseline study on “Increase income of farmer's and wage

employment through Mungbean and Aromatic Rice production and marketing from commercial

farming" in value chain development in five Upazilas of Bhola District (Lalmahon, Char fassoin,

Burhanuddin, Doulatkhan and Bhola Sadar) of Barisal division under the PACE project. The

author is grateful to project staff members of GJUS, enumerators, producers, traders, retailers

and other stakeholders for their participation during the course of this baseline study. The

contribution of their charitable time and valuable information to baseline survey teams is highly

appreciated. The author is also very much grateful to Mr. Sheik Shariful Islam and Mr. Abu Hena

Mostofa Kamal for providing their technical and critical inputs, reviews and logistic supports at

various stages of this assignment.

I would like to express special thanks to Mr. Zakir Hossain Mohin, Executive Director, GJUS, Mr.

Mostofa Kamal, Coordinator (Microfinance), and Mr. Abu Bakar, Value Chain Facilitator for their

valuable comments on the questionnaires and other survey instruments. A new section added

in the survey questionnaire to fulfill the logframe requirement which is advised by the Executive

Director, GJUS. GJUS also provided the best facilities, a friendly environment and freedom to

work for which they deserve appreciation.

Finally, I would like to acknowledge with immense thanks to PKSF for the entire support and

appreciate the purposeful committed works of all PKSF personnel’s.

While many of the contribution from several peoples to this report, any errors or omissions are

the sole responsibility of the author thyself and however, errors of fact or interpretations

exclusively go with the Freelance Consultant, S. M. Mainul Islam, B. Sc. Ag (honors) and MS

(Food & Nutrition), email: ([email protected]).

mailto:[email protected]

pg. 5

SUMMARY OF INDEX

A. Introduction 09

B. Methodology 12

C. PACE Project 16

D. Enabling Environment 22

E. Results and Findings 25

F. Observations 28

G. Analysis 31

H. CBA of Aromatic Rice 43

I. CBA of Mungbean 47

J. VCA of Aromatic Rice 49

K. VCA of Mungbean 58

L. Recommendation 69

M. Bibliography 71

pg. 6

LIST OF TABLE

Table (A.1): Areas and number of targeted beneficiaries Table (B.1): Sample Distribution by District Table (C.1): Vulnerability profile of targeted beneficiaries for livelihoods support Table (C.2): Logical Framework for Promoting Agricultural Commercialization and

Enterprises (PACE) Project Table (E.1): A snapshot on field findings (benchmark) against Performance Indicators Table (G.1): Upazila wise status on average members in HHs with earning members- Table (G.2): Upazila wise HH head Table (G.3): Upazila wise status on cultivable land size per HHs Table (G.4): Status of Resources (without land) per HHs and the value of the

resources

Table (G.5): Status of Average annual Income from different sectors (BDT)

Table (G.6): Status of Average annual cost per HHs in (BDT)

Table (G.7): Farmers Crop Management Experience (Availability)

Table (G.8): Farmer’s Opinion on Aromatic Seeds Availability and Accessibility Table (G.9): Farmer’s Opinion on Mungbean Seeds Availability and Accessibility Table (G.10): Farmer’s Opinion on Retailers and Traders Availability Table (G.11): Problems Ranking on Inputs market Table (G.12): Problems Ranking on Outputs market Table (G.13) Price of Amon and Mungbean during season and off-season Table (G.14): Customer base and Yearly Sales of Retailers and Traders Table (G.15): Local Haat wise retailers and traders number Table (G.16): Upazila wise Cultivable land on Amon Rice and Mungbean value chain Table (H.1): Seed requirement per Bigha (KG) Table (H.2): Cost of benefits analysis of Mungbean (Per Bigha) Table (I.1): Seed requirement per Bigha Table (I.2): Cost of benefits analysis of Aromatic rice (Per Bigha) Table (J.1): Estimates of Total Areas by Types of Amon Rice Crop Table (J.2): District wise Estimates of Total Area & production of Aman Rice Table (J.3): Upazila wise estimates of total T-Amon and Aromatic rice area Table (J.4): Estimates of Yield Rate by Varieties of Aman Rice Table (J.5): Prevalent Cropping Pattern of Aromatic rice /T-Aman and Mungbean Table (K.1): Area and Production of Mungbean by Region from 2009 to2014 Table (K.2): Snapshot of the Bangladesh mungbean market in 2013

Table (K.3): Prevalent Cropping Pattern of Mungbean and T-Aman

pg. 7

LIST OF FIGURE

Fig: (1) Availability of local Aromatic Rice seeds

Fig: (2) Accessibility of local Aromatic Rice seeds

Fig: (3) Availability of HYV Aromatic Rice seeds

Fig: (4) Accessibility of HYV Aromatic Rice seeds

Fig: (5) Availability of local Mungbean seeds

Fig: (6) Accessibility of local Mungbean seeds

Fig: (7) Availability of HYV Mungbean seeds

Fig: (8) Accessibility of HYV Mungbean seeds

Fig: (9) Upazila wise total Aromatic Rice and Mungbean land in hectors

Fig: (10) Average amount of seed Mungbean per Bigha (KG)

Fig: (11) Average amount of seed Aromatic rice per Bigha (KG)

Fig: (12) Average T-amon and aromatic rice production areas hectors

Fig: (13) Aromatic Rice value chain map

Fig: (14) Mungbean Value chain map

pg. 8

LIST OF ANNEXES

Annex 01 TOR of baseline survey

Annex 02 CV of Team Leader

Annex 03 Questionnaire for Producers data collection

Annex 04 Questionnaire for Input market actors

Annex 05 Questionnaire for Output market actors

Annex 06 Mungbean cost benefit analysis form

Annex 07 Amon Rice cost benefit analysis form

Annex 08 PPI score card for farmers

Annex 09 Questionnaire for UAO or DAE

Annex 10 FGD questionnaire

Annex 11 Baseline survey timeline

Annex 12 Baseline survey work plan

Annex 13 Baseline survey schedule

pg. 9

A. INTRODUCTION

A.1.Background

PKSF launched Promoting Agricultural Commercialization and Enterprises (PACE) project in

January 2015. The project is jointly financed by PKSF and International Fund for Agricultural

Development. The Financing Agreement of the project was signed between the People’s

Republic of Bangladesh and International Fund for Agricultural Development (IFAD) on 11

December 2014. Subsequently, PKSF signed Subsidiary Loan and Grant Agreement (SLGA) with

the Ministry of Finance, Government of Bangladesh on 18 January 2015 to implement the

project.

Prior to the PACE Project, PKSF implemented three other IFAD funded projects, these are; i)

Microfinance and Technical Supports (MFTS) Project, ii) Microfinance for Marginal and Small

Farmers (MFMSF) Project and iii) Finance for Enterprise Development and Employment

Creation (FEDEC) Project. All three projects were implemented very successfully and

contributed significantly in poverty reduction and employment generation. The ‘Promoting

Agricultural Commercialization and Enterprises (PACE) Project is designed on the basis of the

experience and learning of the above-mentioned three projects to expedite further the process

of poverty reduction by promoting microenterprises in the country. The project will be

implemented in 6 year (2015-2020).

The project goal is to enhance livelihoods (higher income from self-employment, business profit

and wage employment, and food security) of the moderate and extreme poor (men and

women) in a sustainable manner. The development objectives are to increase sales and

incomes from existing and new microenterprises and to create new wage employment

opportunities for extreme and moderate poor people.

PACE project is being implemented all over Bangladesh through the countrywide network of

Partner Organizations (POs) of PKSF. The PACE Project also adopted the strategy of combining

financial and non-financial services to expedite the process of poverty reduction.

Grameen Jono Unnayan Sangstha (GJUS), one PO of PKSF, has been implementing the PACE project in Southern Bhola districts of Bangladesh on two agricultural sectors – Aromatic Rice and Mungbean since 28 April, 2016. The project duration is three years. The targeted population and project areas are given below –

pg. 10

pg. 11

Fig: Bhola District

Table (A.1): Areas and number of targeted beneficiaries

The baseline study is the current situation analysis of Aromatic Rice and Mungbean sectors of

the above Bhola district in five Upazilas considering the logframe of the PACE project

implemented by GJUS. The benchmark information collected through this survey will be used to

measure the changes of socio- economic conditions of the project participants at the middle

and at the end of the Project.

A.2. Objective(s) of the study

The objective of this study is to collect baseline information of Aromatic Rice and Mungbean

sectors of the PACE project implemented by GJUS. Ultimate aim of the study is to make an

evidence for future to compare the result of the interventions/activities with this study. The

general objective of the baseline study was to determine the data collection through logframe

expected indicators wise outcomes, objectives & goal and basic information of Aromatic Rice

and Mungbean production technology and market systems in the project areas. The specific

objective are-

Identify and describe Mungbean/ Aromatic Rice production systems, cost, productivity and

constraints & opportunities of inputs, producers, processing, trading, retailing &

consumption.

Identify the level of access to HYV and modern technology with post-harvest technique.

Identify the value chain actors with link and income of micro-enterprises.

District Upazilla No. Of Beneficiaries

Bhola

Bhola Sadar 1600

Daulot khan 800

Burhanuddin 1600

Lalmohan 1600

Char fasson 2400

Total 05 8000

pg. 12

B. METHODOLOGY

The baseline study on PACE project “Increase Income of Farmer’s and Wage Employment

through Mungbean and Aromatic Rice Production and Marketing from Commercial Farming”

in Value Chain Development PACE Project, GJUS, PKSF. In accordance with the project design,

methodology for the baseline survey selected by the consultant will consider application of

both conventional (quantitative) and participatory (qualitative) methods. Quantitative part

included the questionnaire survey on the beneficiaries of Aromatic Rice and Mungbean

production farmers groups. The projects programmatically to a large extend to integrate with a

number of sub-sectors: Inputs, production, outputs & export market actors etc.

Besides, few FGDs (Focus Group Discussions), IDI (In Depth Interview) and KII (Key Informant’s

Interview) will conduct with few market actors (both input and output markets) and govt.

officials to investigate the qualitative aspects of particular problem as well as to meet study

objectives.

Sampling

The following formula was applied in determining sample size for the sample survey only. The

probability sampling considering the finite correction factor with N (i.e. population size) is fixed

i.e. 8000.00 farmers.

(z)2 * p q * N

nI = -----------------------------------

(e)2 *(N-1) + z2 * p * q

When,

p= 0.5

q= 1-0.5= 0.5

z= 1.96 at 95% level of significance

N= Initial sample size/populations

e= error of margin= 5%

n1= sample size after considering the finite correction factor.

pg. 13

According to the formula for total population 8000.00 beneficiaries the sample size was 367.

The applicable sample size was determined with additional sample individuals of 10 percent for

probable sampling error would be (367 + 37) = 404. The sample size applicable based on

8000.00 as the membership was 404 (including 10 percent added for sampling error).

Field survey interview was conduct based on the record of membership in the hard copy of

participant sheet that maintained at the group list. The TOR indicated a membership of 8000.00

households. The number of data collected with completed information from 8000.00 farmers.

B.1. Sample Identification Technique

A systematic sample identification technique is applied in the sample survey. It would be found

that the farmers list could be the basis for sample individual identification. A sample was

identified from the list with a calculated interval. For instance, the required sample population

was 404.00. Therefore, the interval was calculated as 8000 ÷ 404 = 19.80 that means per group

minimum 1 member. Therefore, we have followed systemic sampling and we collect the 1st

person randomly from Upazila data or group list and consider with every 19/20 person interval

in the list was identified for sample survey. However, because of irregular group size

adjustments will make to accommodate target sample size of 404 and sample will reach to 404

producers individuals will statistically adequate for the reduction in population because of the

confusion.

The sample size for qualitative sample was decided on the basis of availability of the

respondents and their number in the entire value chain of the respective surveyed area of five

Upazila under Bhola District.

pg. 14

Fig: Field Data collection

Table (B.1): Sample Distribution by Upazila and producers category

Upazila Name Total # of

Population

Sample of total

Farmers

Ultra poor (17%)

Poor (33%)

Marginal (50%)

KII # of IDI

Bhola Sadar 1600 81 13.77 26.73 40.5 1 2

Daulot Khan 800 40 6.8 13.2 20 1 2

Burhanuddin 1600 81 13.77 26.73 40.5 1 2

Lalmohan 1600 81 13.77 26.73 40.5 1 2

Char Fasson 2400 121 20.57 39.93 60.5 1 2

Total 8000 404 68.68 133.32 202 5 10

Finally, the data input and analysis part conducted through MS Access & SPSS and reported to

the organization.

B.2. Approach of survey

Phase 1: Literature review & questionnaire developed

Phase 2: Value chain with market systems facilitation and data collection orientation for

enumerator’s and GJUS field staffs.

Phase 3: Data collection, Consultations/field visits, FGD, KII & IDI were conducted with:

Farmers

Input suppliers Distributors

pg. 15

Market traders/collectors

Small, medium and large scale processors/millers

Distributors/wholesalers

Equipment, financial and input service providers

Government institutions

NGOs

Phase 4: Data entry and analysis

Phase 5: Compilation of report and observations

B.3. Limitations

The sample sizes were bulky; as a result the time and finance budgeted for the survey was

found inadequate and extra days and staff had to be recruited. Faced suddenly

rain/depressions Nada with continued two /three days that’s hampered the data collection

from respective actors.

pg. 16

C. PACE PROJECT IMPLEMENTATION APPROACH

The PACE project will adopt a comprehensive approach of combining microenterprise finance

and non-financial services through adopting the value chain development methodology. One of

the main drivers will be developing sustainable services by developing local commercial service

providers as appropriate. In addition, PACE will have specialized technical assistance to resolve

technological challenges by engaging specialized agencies and individual experts. In some

instances, proven technologies will be disseminated as part of value chain development and

standalone technologies for microenterprises. Sector specific policy constraints will be

identified analyzed and addressed with appropriate authorities for introducing pro-poor

policies through---

C.1. Microenterprise finance

The financial service component (component 1) will follow the well-established system of

microcredit lending through groups formed by the GJUS. The project rings additional resources

to expand the capital base for the PKSF microenterprise lending window. PKSF/GJUS will

continue to finance its existing base of about 8000 microenterprises as per their loan demand.

The lending terms and conditions will be regularly being revised by PKSF and GJUS as per

demand and based on their routine practice. If new loan products piloted under PACE are

successful, PKSF is expected to mainstream them. This has happened previously in cases of

agricultural and seasonal loan.

C.2. Value chain finance

PKSF/PO financed almost all participants in value chains as per their needs and sizes:

microenterprises received loans from ME loan window; poorer borrowers received from Rural

Microcredit (RMC) window and ultra-poor participants from Ultra-poor window. This policy will

be continued as long as value chain participants are group members of POs’ or willing to join

microcredit programs of PO. Aside from producers, input sellers and traders; service providers

are micro-entrepreneurs who also may need finance. PKSF through its POs will provide loans to

these groups of actors in a value chain. POs have the capacity of enlisting new borrowers, if

pg. 17

some of the actors are not already receiving loans from PO. This approach will ensure the main

strategy of combining financial and non-financial services.

C.3. Value chain development

The project will follow the value chain development methodology to engage micro

entrepreneurs and other poor producers to mainstream market enable them to fully benefit

from market opportunities and technologies and receive support services from private and

government sources. All value chain sub-projects will be designed with strong emphasis on

sustainability of services facilitated by PO. PACE will emphasize engaging mainstream private

businesses to develop contract farming (commodity production), contract agro-processing and

subcontracting system in off- farm as means of solving access to market problems for

microenterprises. In principle, PKSF and POs will be facilitators of non-financial services not

compete with existing provide sector providers.

C.4. Gender issues

The project will support poor women by offering skills training, access to financial services and

value chain development activities. As of December 2013, 66.92% of ME loans of PKSF were

disbursed to women borrowers, and the overall proportion of women borrowers in its

microfinance operations was 89.13%. Under the FEDEC project about 60% beneficiaries were

women who received training and technical services in the 42 value chain development

subprojects. The emphasis on women in financial services is expected to continue in PACE.

Similarly, the PACE project will also encourage participation of poor women in value chain

development activities. The selection process of value chains will include activities that have a

higher rate of women’s participation and will address gender based constraints that women

face. The project will ensure that all value chain and enterprise development trainings for PKSF

and PO staff will include topics on creating enabling environments for women’s participation.

The monitoring and evaluation system will generate gender (men and women) and household

poverty (non-poor, poor, and very poor) disaggregated data.

pg. 18

Table (C.1): Vulnerability profile of targeted beneficiaries for livelihoods support

Indicator Ultra Poor/Most

Vulnerable Poor/Vulnerable

Smallholder Farmer/

On the Edge

Main Occupation Agricultural day labor Any day labor

(skilled or

unskilled)

Small farming and/or

business

Alternative Livelihood

Option

No option Limited

homestead

farming

Small farming and/or

business

Land Size (decimals) -

Applicable

<10 10-50 50.1-100

# of adults with full-time

employment/income)

Less than one One More than one

# of months with

inadequate food within a

household over the year

>4 months > 3 months 3 or less months

Social Status Widow/Female headed

household. member

with disability

Member of a non-

Bengali ethnic

group

N/A

pg. 19

Table (C.2): Logical Framework for Promoting Agricultural Commercialization and Enterprises

(PACE) Project

Design Summery/ Description

Performance targets and

indicators

Monitoring Mechanism & Information Sources

Risk/Assumptions

Project Goal Improve livelihoods and increase income through increase High Yielding Varieties Mungbean & Aromatic Rice production and marketing from self employment, business profit and wage employment and food security) of the moderate and extreme poor (men and women) in a sustainable manner.

o 70% households reporting improvements in household asset ownership index

o 50% increase in income of 70% participating moderate and extreme poor households from farm, service type businesses and wage employment

o Baseline impact surveys report of households

o Midterm and End evaluation report completion Qualitative assessment of participating HHs and quantitative assessment (profitability analysis) of microenterprises

o Economy maintains or increases growth rates

o Terms of trade for rural communities shall not deteriorate

o Price inflation for staple food (rice) remains below 10%.

o Rural and urban infrastructure improves

o Prolonged political unrest does not hinder business and other economic activities

Development Objectives o Increase

productivity & yield of Mungbean & Aromatic rice through use of modern cultivation technology.

o Decrease production cost of farmers use of HYV Mungbean & Aromatic rice through use of modern cultivation technology.

o Increase farmer’s

o 85% microenterprises have increased average production 30% of mungbean & 20% of aromatic rice.

o 30% production cost decreases through of modern technology of mungbean & aromatic rice. sales by 50% after receiving project credit and technical support

o 50% sales increase of 70% farmers through project support.

o 800 numbers of people new wage employment positions created through Mungbean &

o PACE project annual assessment report

o Midterm and End evaluation report.

o IFAD yearly impact assessment report.

o Government maintains pro-small business policies (Tax, Vat, import & export policy etc)

o Government continues to support microfinance programs and NGO activities.

o Prolonged political unrest does not adversely affects business and economic growth.

pg. 20



indicators


Risk/Assumptions

sales value of Mungbean & Aromatic rice through technology extension.

Aromatic Rice production and post harvest activities.

Outcome : Sustainable inclusion of ultra poor, poor, MEs and businesses in value chains in agriculture sector on Mungbean & Aromatic Rice and service sectors to Up-scale business, production technologies, and enhance access to markets.

o BDT 7,0000000.00 increase in cumulative sales of Mungbean & Aromatic Rice through participating in value chain activities

o Continuation 6000.00 No. of microenterprises operating business 03 years after the support received from the PACE project.

o Impact assessment of value chains activities

o Project reports and MIS impact assessment

o Case studies o IFAD report o Mid & End

evaluation report

o PKSF and POs remain committed to facilitating non-financial services along with providing financial services program to MEs

o PKSF and POs successfully establish collaborative business arrangements between MEs and mainstream businesses.

o No major external shocks such as disease

o Private companies collect product from MSMEs and agree partnership with selected value chain.

o PKSF have enough employee

Outputs: o MEs and agri-

businesses sustainably included in agricultural value chains in extreme and moderate poor

i. 500.00 acres of additional land brought under Mungbean and Aromatic Rice production

ii. Mungbean and Aromatic Rice VC development activities implementation

o Impact assessment of value chains activities

o Project reports and MIS impact assessment

o Case studies o IFAD report

o PKSF establishes separate non-financial services division with competent human resources

o PKSF enhances overall capacity to manage value chain

pg. 21



indicators


Risk/Assumptions

people project areas.

through work with 5 Agriculture subsectors (eg. Input retailers, Producers, Traders, Retailers, Exporters & Service providers.

iii. 2000 producers linked with Japanese large exporter company GYEM.

iv. 8,000.00 producers trained up on business driving, product marketing & market information.

v. 6,400.00 Mungbean producers adopted new technologies (Inoculums, high yielding seed) and also use HYV seed & quality inputs on Aromatic Rice cultivation.

o Mid & End evaluation report

projects, supervise POs in these areas

o PKSF recruits adequate officers

o POs establishes separate non-financial services units and enhances capacity to manage value chain projects

o Facilitation of non-financial services become mainstream services of Pos

o Private business companies are interested in sourcing products from microenterprises and willing to engage in partnership in the Mungbean and Aromatic Rice value chains

pg. 22

D. ENABLING ENVIRONMENT IN THE PROJECT AREAS

D.1. Status of Inputs

In recent years, despite significant challenges in agriculture in the project area to scale and

aggregation, inputs like seed, fertilizer and pesticides at Upzila/ District level have become

more accessible and higher quality but Union/Village level not accessible higher quality. Major

seed companies are now marketing seeds in the project area but farmers are not aware of the

advantages of growing HYV/ hybrid seeds. The government is taking an active role in making

fertilizer more available in the region and development projects are educating farmers on

balanced fertilizer usage. However, uptake of new farming practices and use of quality inputs is

still very low and traceability is an issue as very often farmers receive adulterated seed in

unpacked.

Overall, there is a very low level of “downstream” capacity in value chains, as farmers typically

use traditional farming methods and still have limited access to information on new farming

technology or methods.

D.2. Status of Land and Labor

Agricultural livelihoods in the Southern project area are characterized by low wages and skills,

and limited value addition. Nearly 65 percent of the rural families are small & marginal

(landholding 0.22 to 1.32 acres.) They continue to farm by leasing lands from landowners or by

share cropping, both of which negatively impact their profitability. Poor farmers who cultivate

small land do the work themselves. Comparatively, farmers who have more land rely on hired

labor. Hired labor is available in the region, though the wage rate is increasing gradually and

makes hired labor inaccessible to poor farmers at times. Hired labor is paid in cash BDT 300-

400.

D.3. Status of Market Access

In the Southern project area, access to markets for agricultural commodities has increased

significantly, but is still lack. Most villages are now served with more than one market situated

in close proximity. For some remote farmers who have difficulty reaching these markets, small

traders have begun collecting agricultural produce farm gate from door-to-door to sell to

aggregators. There is some evidence that vertical and horizontal linkages are improving but not

pg. 23

characteristic of the region as a whole. Some smallholder farmers have formed associations to

improve their access to markets and their bargaining power. Some buyers (e.g. Arothderss,

dealers, and retailers) are now communicating and even visiting farms only for vegetable in the

project area. Although farmers have better means of communication, the quality of information

they receive about agronomic practices or market prices is inconsistent and unreliable.

D.4. Status of Extension Service

The Department of Agricultural Extension (DAE) theoretically provides several services to the

farmers, including field support, seed support and plant protection technology sharing, and

training. The Department of Agricultural Extension is not reaching its acknowledged farmers

effectively. Farmers in the project area acquire most of their information from input providers

and lead farmers and report that the DAE lacks the manpower and infrastructure to deliver

services demanded by farmers in a timely manner.

Improving existing extension services and strengthening linkages with various Government of

Bangladesh (GoB) departments such as the Bangladesh Rice Research Institute (BRRI),

Bangladesh Institute of Nuclear Agriculture (BINA), Bangladesh Agricultural Development

Corporation (BADC), and Bangladesh Agriculture Research Institute (BARI) contribute to

increased productivity of smallholder farmers. GJUS also provide extension services that include

advice and training and micro-credit for income generation. A number of projects and donors

are working with the DAE to improve and promote its services among farmers.

D.5. Status of Roads, Transport, and Storage Facility

Road networks in the target project area to be of rough quality and many local roads remain in

serious need of repair. Farmers mostly use rickshaw vans/boat to transport their products,

although they often walk long distances to reach nearby markets in rainy season. Overall, the

target area lacks sufficient storage facilities in farmer house or commercials storage.

D.6.More purchasing power

For the past ten years, economic growth in Bangladesh has considerably outpaced population

growth, resulting in sustained growth in real per capita income. The effect is consumers—

particularly urban consumers—have more purchasing power, a phenomenon recognized in the

local press as the “rise of the middle class.” Several pieces of evidence, outlined in the text box

pg. 24

“Demographic Transformation Drives Changes in Bangladesh Consumption Pattern” on page 19,

validate this phenomenon, the effect of which is that consumers had more money to spend

after meeting basic food and non-food needs in 2013 relative to 2000.

D.7. Women’s Economic Empowerment

Now a days, Women’s are accessed to income generating activities but maximum no. of women

unable to control over the resources and or finance, without discusses with family HHs head or

husband. Workload on post-harvest with storage facilities performs near about 80% to 90%

only for HHs post-harvest activities and not available/less access to women labor sales in this

area.

pg. 25

E. RESULTS AND FINDINGS

Table (E.1): A snapshot on field findings (benchmark) against Performance Indicators

Design Summary/

Description


indicators

Specific Indicators Baseline Mark

Project Goal Improve livelihoods and increase income through increase High Yielding Varieties Mungbean & Aromatic Rice production and marketing from self employment, business profit and wage employment and food security) of the moderate and extreme poor (men and women) in a sustainable manner.

o 70% households reporting improvements in household asset ownership index

o 50% increase in income of 70% participating moderate and extreme poor households from farm, service type businesses and wage employment

o # of Assets

owned by

targeted HHs

o Value of

Assets owned

by targeted

HHs

o Income

Increased

(BDT & %) per

HHs

o At least 56% of

targeted HHs owned

Tube-well, Bicycle,

TV, Mobile and

Shallow or power

pump.

o Average value of

assets owned by

targeted HHs is BDT

35667.00

o Annual Income per

HH is BDT 54302.00

(monthly BDT

4525.00)

o Annual Cost per HH

is 62012.00

(monthly BDT

5167.00)

Development Objectives o Increase

productivity & yield of Mungbean & Aromatic rice through use of modern cultivation technology.

o Decrease production cost of farmers use of HYV

o 85% microenterprises have increased average production 30% of mungbean & 20% of aromatic rice.

o 30% production cost decreases through of modern technology of mungbean & aromatic rice. sales by 50% after receiving project credit and technical support

o 50% sales increase of

o Number of

retailers per

Haat

o Customer

Base of

retailers

o Yearly sales of

Retailers

o Number of

traders per

Haat

o Customer

Base of

o 10 retailers per Haat

o 208 Customer per

Retailers

o Yearly Sales per

Retailers BDT

94690.00

o 11 traders per Haat

o 233 Customer per

Traders

o Yearly Sales per

Traders BDT

pg. 26

Design Summary/

Description


indicators


Mungbean & Aromatic rice through use of modern cultivation technology.

o Increase farmer’s sales value of Mungbean & Aromatic rice through technology extension.

70% farmers through project support.

o 800 numbers of people new wage employment positions created through Mungbean & Aromatic Rice production and post harvest activities.

traders

o Yearly sales of

traders

o Retailer’s

monthly

Income

o Trader’s

monthly

Income

o Wage labor

needed for

Aromatic Rice

o Wage labor

needed for

Mungbean

27,01800.00

o Retailer’s monthly

Income BDT

7,500.00

o Traders Monthly

Income BDT

12,700.00

o 2.0 Wage labor

needed for Aromatic

Rice (all male)

o 3.0 Wage labor

needed for

Mungbean (all male)

Outcome : Sustainable inclusion of ultra poor, poor, MEs and businesses in value chains in agriculture sector on Mungbean & Aromatic Rice and service sectors to Up-scale business, production technologies, and enhance access to markets.

o BDT 7,0000000.00 increase in cumulative sales of Mungbean & Aromatic Rice through participating in value chain activities

o Continuation 6000.00 No. of microenterprises operating business 03 years after the support received from the PACE project.

o Income

Increased

(BDT & %) per

sectors

o Net profit for Amon

Rice is BDT 1385.00

per Bigha.

o Net profit for

Mungbean is BDT

2464.00 per Bigha.

Outputs: o MEs and agri-

i. 500.00 acres of additional land

o Average land o Average land

pg. 27

Design Summary/

Description


indicators


businesses sustainably included in agricultural value chains in extreme and moderate poor people project areas.

brought under Mungbean and Aromatic Rice production

ii. Mungbean and Aromatic Rice VC development activities implementation through work with 5 Agriculture subsectors (eg. Input retailers, Producers, Traders, Retailers, Exporters & Service providers.

iii. 2000 producers linked with Japanese large exporter company GYEM.

iv. 8,000.00 producers trained up on business driving, product marketing & market information.

v. 6,400.00 Mungbean producers adopted new technologies (Inoculums, high yielding seed) and also use HYV seed & quality inputs on Aromatic Rice cultivation.

cultivated for

Aromatic rice

o Average land

cultivated for

Mungbean

o Value Chain

Development

among

retailers,

traders,

exporters,

service

providers and

producers

A.

Accessibility

of Seeds

B. Availability

of Seeds

o # of farmers

used

inoculums

o # of farmers

used High

cultivated for

Aromatic rice is 27

Decimals

o Average land

cultivated for

Mungbean is 32

Decimals

o local seed available

for Aromatic rice is

59% and Mungbean

is 55%

o local seed accessible


21% and Mungbean

is 27%

o HYV seed available


3% and Mungbean is

1%

o HYV seed accessible


2% and Mungbean is

0%

o Hybrid seed

available for

Aromatic is 0% and

Mungbean is 0%

o Hybrid seed

accessible for

Aromatic is 0% and

Mungbean is 0%

pg. 28

Design Summary/

Description


indicators


Yielding Seeds

o No farmers are using

Inoculums right

now.

o Less than 2%

farmers are using

HYV seeds

pg. 29

F. OBSERVATIONS ON BASELINE SURVEY

F.1. General Observations

According to farmer’s interview, field observation, FGD, KII and discussion with related actors,

some findings on this survey, and the findings of the survey can be used to guide PACE project

to improve Aromatic Rice & Mungbean production in the southern Bhola District. The emerging

issues from the survey outline are the following lessons learned/observations:

o Most of the producers of selected value chains in the study areas are subsistence farmers

cultivating small plots of land ranging from 0.08 to 0.80 acres for Aromatic Rice and 0.08 to

0.85 acres for Mungbean. It would imply that the project entry point is to target moderate

& extreme poor farmers to produce commercially and link them with the market system.

o There is weak leadership in the selected value chains. There are significant gaps on

leadership, introducing innovation, driving forces with selected actors.

o The problem of poor market linkages has resulted into high transaction costs particularly

resulting into less quality of produce & high input costs. Purchasing is conducted at the farm

gate with farmer’s little option but to accept the lower prices offered by the traders. In turn,

poor road infrastructure and long distance of market place has been regarded as a

significant constraint to increasing the number of farmers to engage in formal markets

outside the scheme or areas of production.

o Inadequate financial capital has been one the major constraint for all producers

participating in value chains because they have the lack of means by which to certify their

produce, as required by traders. Human capital in the form of skills and education is a key

factor for farmers’ engagement in value chains in both local and export markets.

o The study shows that, membership to farmer’s association/group is among the factors that

influence the probability of adoption of improved technologies. This might be due to the

fact that in group/association farmer can be easily reached with information on new

intervention from extension services and also motivated by other group members.

pg. 30

o Low level of trust between different groups of value chain actors is one of the biggest

constraints to innovation in the selected value chains.

o The level and quality of services provided as a result of pooling risks and competencies of

different actors (embedded services) is very low.

F.2. Specific observation on Aromatic rice

o Low productivity increases vulnerability to price variability. Producers are getting yield in

selected sector is low by regional and national standards.

o As rice is a staple food in the study areas, aromatic Rice growers produce 2/3 times the

amount required for self-consumption and maintain their household economy by selling the

surplus amount of rice in farm gate & local markets.

o Production of local aromatic rice is done mainly by smallholder farmers with minimal use of

modern production practices and technologies, only near about 10-12% famers cultivated

BRRI-34 variety.

o Government Extension services are very weak or very poor.

pg. 31

F.3. Specific observation on Mungbean

o Productivity is below potential due to: low input usage, especially Bio-fertilizers (Inoculums)

which are capable of increasing yields in mungbean by 15 to 25 percent but right now

farmers not use the inoculums; limited availability of HYV seed and limited familiarity with

the variety of existing mungbean and only 12-15% farmers cultivated BARI-6 mungbean

variety.

o Mungbean are grown as cash crops in all Upazilas of the project areas and a great potential

for expansion as a cash crop in all project areas.

o Farmers view on harvesting and threshing as laborious and time-consuming work for

themselves and their families. The rainy season coincides with harvesting time and farmers

can lose a major share of their crop from untimely rains.

o The link between the producers, Traders and the export markets actors is very weak/less

access, due to the large number of profit making intermediaries who are not adding any

value in the value chain. The fragmentation of intermediaries between the producer and

consumer markets creates a lack of transparency in markets.

o While there has been substantial growth in recent years, the current export market is

underdeveloped. The less developed, fragmented exporters operating at smaller scale in

the market results in inconsistent export flows and thus, inconsistent demand for exports.

pg. 32

G. ANALYSIS OF BASELINE DATA

G.1. Details analysis of value chain on PACE project farmers

G.2. Size of HH

Table (G.1): Upazila wise status on average members in HHs and earning members

Upazila

Male Female Male Female Male Female Male Female

Total Earning Adult Not-Earning Adult Earning Child Not-Earning Child

Burhanuddin 1.8 0.8 0.2 0.6 0.1 0.1 1.2 1.2 5.8

Char Fasson 1.7 0.8 0.3 1.3 0.1 0.1 0.9 0.9 6.1

Daulot Khan 2 1.6 1.8 1.7 1.1 0.6 1.4 0.8 10.8

Lalmohan 1.7 1.0 0.2 1.3 0.1 0.1 1.2 1.1 6.7

Bhola Sadar 1.5 0.7 0.2 1.0 0.1 0.1 0.7 1.1 5.3

Grand Total 1.7 0.9 0.4 1.2 0.2 0.1 1 1.0 6.6

G.3. HH Head by Upazila

Table (G.2): HH Head

Upazila Male HH Head Female HH Head

Burhanuddin 100% 0%

Char Fasson 92% 8%

Daulot Khan 100% 0%

Lalmohan 100% 0%

Bhola Sadar 100% 0%

Grand Total 97% 3%

G.4. Average Land size per HHs (Decimals)

Table (G.3): Upazila wise status on cultivable land size per HHs

Upazila Amon Cultivated Land

Mung Cultivated Land

Total Cultivated Land

Land for HH

Total Land

Burhanuddin 14.0 28.5 51.2 8.9 60.1

Char Fasson 33.8 27.9 57.6 18.0 75.7

Daulot Khan 48.1 19.7 81.5 17.4 98.9

Lalmohan 16.9 34.7 49.6 18.0 67.6

Bhola Sadar 27.4 30.9 56.2 18.1 74.3

Grand Total 28.0 28.8 57.9 16.5 74.4

pg. 33

G.5. Resources

Table (G.4): Status of Resources (without land) per HHs and the value of the resources

Upazila Tubewel Bicycle TV Mobile Gold

Burhanuddin 42% 18% 33% 93% 99%

Char Fasson 28% 22% 37% 97% 96%

Daulot Khan 33% 19% 35% 98% 94%

Lalmohan 36% 17% 39% 91% 91%

Bhola Sadar 35s% 23% 30% 95% 97%

Grand Total 35% 20% 35% 95% 95%

Table (G.5): Average annual Income from different sectors (BDT)

Upazila Agri Amon Mung Service Day laborer Fishing

PoultryLivestock Labour Total

borhanuddin

8,196

1,456

2,388

10200

6,200

3,600

5,088

36,840

63,124

char fashion

9,232

2,309

3,679

2,362

9,051

3,689

3,479

1,447

29,260

doulotkha

9,895

4,725

2,745

4,500

10,300

11,350

9,750

38,400

84,195

Lalmohon

4,937

1,593

2,715

11,481

11,704

2,704

5,815

4,259

44,715

Sadar 9,844

2,775

3,378

7,500

3,394

10,765

11,415

25,132

72,462

Grand Total

8,528

2,462

3,109

5,007

7,959

6,075

6,737

17,820

54,302

Main Occupation:

The main occupations of all producers HHs are Agriculture. Some of them have secondary occupation as

small business.

pg. 34

Table (G.6): Average annual cost per HHs in (BDT)

Upazila Food Clothing HH Managt. Medicine Credit

Education

Production

Total Cost

Borhanuddin

32,032

6,940

5,532

4,992

6,214

5,120

5,592

66,422

char fashion

21,466

3,255

2,206

2,968

7,691

1,947

4,679

44,213

Doulotkha

37,000

6,225

5,400

5,725

6,350

3,750

4,563

69,013

Lalmohon 28,259

7,296

1,593

6,704

12,556

7,111

5,407

68,926

Sadar 27,412

8,634

5,368

8,794

11,691

6,300

5,566

73,765

Grand Total

27,743

6,154

3,761

5,613

9,022

4,580

5,139

62,012

Table (G.7): Crop Management Experience (Availability)

a. Amon Input (Local Seed)

Upazila More Easy Easy Not easy/ absent

Borhanuddin 35% 65% 0%

char fashion 40% 60% 0%

Doulotkha 67% 33% 0%

Lalmohon 80% 20% 0%

Sadar 94% 6% 0%

Grand Total 59% 41% 0% b. Amon Input (HYV Seed)





Lalmohon 0% 45% 55%

Sadar 0% 29% 71%

Grand Total 3% 47% 50% c. Amon Input (Hybrid Seed)





Lalmohon 0% 0% 100%

Sadar 0% 2% 98%

Grand Total 0% 2% 98%

pg. 35

d. Mungbean Input (Local Seed)





Lalmohon 69% 31% 0%

Sadar 100% 0% 0%

Grand Total 55% 45% 0% e. Mungbean Input (HYV Seed)





Lalmohon 0% 49% 51%

Sadar 0% 32% 68%


f. Mungbean Input (Hybrid Seed)





Lalmohon 0% 0% 100%

Sadar 0% 0% 100%


Crop Management Experience (Accessibility)

g. Aromatic rice Input (Local Seed)





Lalmohon 59% 41% 0%

Sadar 38% 56% 6%

Grand Total 21% 53% 25% h. Aromatic rice Input (HYV Seed)





Lalmohon 0% 25% 75%

Sadar 0% 15% 85%


pg. 36

i. Aromatic rice Input (Hybrid Seed)





Lalmohon 0% 0% 100%

Sadar 0% 0% 100%


j. Mungbean Input (Local Seed)





Lalmohon 59% 41% 0%

Sadar 44% 50% 6%


k. Mungbean Input (HYV Seed)




Doulotkha 0% 93% 7%

Lalmohon 0% 53% 47%

Sadar 0% 29% 71%

Grand Total 0% 38% 62% l. Mungbean Input (Hybrid Seed)





Lalmohon 0% 0% 100%

Sadar 0% 0% 100%


pg. 37

G.6. Seeds Availability and Accessibility

Table (G.8): Farmer’s Opinion on Aromatic Rice Seeds Availability and Accessibility

Aromatic Rice Seeds

Local HYV Hybrid

More Easy

Hard to Reach

Not easy/ Absent

More Easy

Hard to Reach

Absent

More Easy

Hard to Reach

Absent

Availability 59% 41% 0% 3% 47% 50%

0% 2% 98%

Accessibility 21% 53% 25% 2% 21% 77%

0% 0% 100%

Fig: (1) Availability of local Aromatic Rice seeds Fig: (2) Accessibility of local Aromatic Rice

seeds

Fig: (3) Availability of HYV Aromatic Rice seeds Fig: (4) Accessibility of HYV Aromatic Rice

seeds

pg. 38

Table (G.09): Farmer’s Opinion on Mungbean Seeds Availability and Accessibility

Mungbean Seeds

Local HYV Hybrid

More Easy

Hard to Reach

Absent

More Easy

Hard to Reach

Absent

More Easy

Hard to Reach

Absent

Availability 55% 45% 0% 0% 32% 68% 0% 0% 100%

Accessibility 27% 58% 14% 0% 38% 62% 0% 0% 100%

Fig: (5) Availability of local mungbean seeds Fig: (6) Accessibility of local mungbean seeds

Fig: (7) Availability of HYV mungbean seeds Fig: (8) Accessibility of HYV mungbean seeds

pg. 39

G.7. Market Actor’s Availability

Table (G.10): Farmer’s Opinion on Retailers and Traders Availability

Upazila Retailers Availability Traders Availability

Yes No Yes No Bhola Sadar 90% 10% 86.8% 15.2% Daulot Khan 98% 2% 100% 0.0% Burhanuddin 75% 25% 55% 45%

Lalmohan 95% 5% 100% 0.0% Char Fasson 90% 10% 49.2% 50.8%

Grand Total 87% 13% 78% 22%

Output Market of Aromatic Rice:

Upazila

Farmers Sale their product to

Foria Outside market Wholesaler Arotder

borhanuddin 0% 0% 0% 0%

char fashion 24% 24% 0% 40%

Doulotkha 48% 48% 90% 54%

Lalmohon 100% 100% 0% 0%

Sadar 1% 1% 5% 3%

Grand Total 24% 24% 8% 16%

pg. 40

Output Market of Mungbean:

SPs or Market Place Mungbean Sales Status

Yes No

Foria 92% 8%

Outside market 30% 70%

Wholesale 7% 93%

Arot 21% 79%

Average distance of Haat/ Bazar from farming HHs

Upazila Average Distance (KM) to collect inputs from Bazar

Burhanuddin 0.56

Char fasson 3.95

Daulot Khan 1.93

Lalmohan 1.33

Sadar 0.75

G.8. Problems Ranking:

Table (G.11): Problems Ranking on Inputs market:

Items Ranking

Finance 3

Quality Input Availability 1

Higher Price of Input 4

Locally unavailable 2

Lack of Knowledge 5

Table (G.12): Problems Ranking on Outputs market:

Items Ranking

High Transportation Cost 3

Pricing (Vulnerable market) 1

Buyers Unavailability 4

Storage Unavailability 2

Market Information 5

pg. 41

Table (G.13) Price of Aromatic and Mungbean during season and off-season

District Name

Sector

Price in 2013-14 (BDT)



Season Off-

season Season

Off-season

Season Off-

season Burhanuddi

n

Aromatic

rice 850-900 1000-1050 900-950 1100-1150

1000-

1050 1050-1100

Lalmohan

Aromatic

rice 900-1000 1000-1050

1000-

1080 1100-1150

1000-

1050 1050-1100

Daulat Khan

Aromatic

rice 900-950 950-1050

1000-

1100 1100-1150

1000-

1050 1050-1100

Bhola Sadar

Aromatic

rice 800-850 900-950 750-800 900-950

1000-

1050 1050-1100

Char Fasson

Aromatic

rice 750-800 800-900 850-900 900-950 900-1000 900-1000

Bhola Sadar Mungbean

1900-

2000 2200-2350

1700-

1800 2200-2250

2000-

2200 2200-2250

Daulotkhan Mungbean

1800-

1900 1900-2000

1800-

1850 1850-1900

1900-

2000 2000-2200

Borhanuddin

Mungbean 1800-

1850 1850-1900

1800-

1850 2000-2100

1800-

2000 2100-2250

Lalmohon Mungbean

1600-

1800 1800-1850

1700-

1750 2100-2150

1800-

1850 2000-2100

Charfashion

Mungbean 1400-

1450 1400-1500

1600-

1650 1650-1700

1680-

1700 1700-1800

pg. 42

Table (G.14): Customer base and Yearly Sales of Retailers and Traders

Upazila Name

Sector

Retailers Traders

Customer Base (#)

Yearly Sales (BDT) Customer Base (#)

Yearly Sales (BDT)

Burhanuddin Aromatic amon rice 210 94500 355 3640000

Lalmohan Aromatic amon rice 180 90000 200 2368000

Daulat Khan Aromatic amon rice 185 83250 180 2920000

Bhola Sadar Aromatic amon rice 200 80000 175 6000000

Char Fasson Aromatic amon rice 300 135000 250 750000

Burhanuddin Mungbean 200 82000 300 1200000

Lalmohan Mungbean 190 94050 250 1800000

Daulat Khan Mungbean 150 82500 150 2300000

Bhola Sadar Mungbean 220 105600 175 4400000

Char Fasson Mungbean 250 100000 300 1640000

Table (G.15): local Haat wise retailers and traders number Upazila Union Haat Name # of Retailers # of Traders

Borhan Uddin Kasia Darun Bazar 10 8

Lalmohon Dakkin Veduria Dalal Bazar 6 9

Doulat Kha Char patha Char Patha hat 12 12

Bhola Sadar Ilisa Ilisa Hat 12 11

CharFashion Jahanpur Shasivushon 11 13

Table (G.16): Upazila wise Cultivable land on Amon Rice and Mungbean value chain

items BurhanUddin Lalmohan Doulat Kha Bhola Sadar CharFashion

Total land hectors 28467 26017 115936 41316 80700

Total Agri land Hectors

21468 25770 28984 25900 77700

Total Agri HHs 47981 54496 30000 55280 92000

Total T-Amon hectors

1300 1175 2970 1750 1750

Total Aromatic Rice land hectors

260 340 230 370 350

Total mungbean land hectors

685 2365 1100 4953 12000

pg. 43

Fig: (09) Upazila wise total Aromatic Rice and mungbean land in hectors

pg. 44

H. COST BENEFIT ANALYSIS OF MUNGBEAN

H.1. Description of Costs

Land preparation is the first step in mungbean production and it has an important impact on

soil moisture conservation by killing weeds and in breaking soil hardpans that decrease root

growth and yields (Reddy et al., 1983; Atwell 1990).

In the study area, all respondents used a power tiller/ tractor/plough for cultivating the primary

tillage. Table (H.1) reveals that the average mungbean seeds rate was 4.5 kg /Bigha and the

average cost of production on ploughed BDT 900.00, fertilizers BDT 844.00, crop management

BDT 400.00 and intercultural operations BDT 700.00 that reveals on Table (H.2).

Fertilizer is essential to maintain soil nutrition and using the recommended fertilizer rates

increases production in most crops (Singh et al., 1981). In the study area, urea and Di-

ammonium phosphate (DAP) or TSP, Murat of potash (MOP) were the most commonly used

chemical fertilizers. The fertilizer price including application cost for small farmers was BDT

644.00/Bigha but it was clear that large farmers and particularly the medium sized farmers used

much more fertilizer.

More time and labour was spent by all HHs and labour requirement average numbers of 05/Bigha

for harvesting, threshing with weeding labour buy cost BDT 1750.00/Per Bigha on Table (H.2).

The total revenue was estimated at around BDT 7040.00 /Bigha for small farms. On average the

total net revenue of the mungbean crop for all categories in the study area was estimated to be

about BDT 2576.00 on Table (H.2)

Table (H.1): Seed requirement per Bigha (KG)

Upazila Average Amount of Seed per Bigha (KG)

Bhola Sadar 4.8

Daulot Khan 5.0

Burhanuddin 4.6

Lalmohan 4.7

Char Fasson 4.9

Grand Total 4.80

Fig: (10) Average amount of seed per Bigha (KG)

pg. 45

pg. 46

Table (H.2): Cost benefits analysis of Mungbean(Per Bigha)

Cost-Benefit Analysis

Crop Mungbean Land Size 33 Decimals

Heads Sub-

heads Items Units Amount

Unit Cost (TK)

Total Cost (TK)

Costs

Seeds Local Variety Kg 4.5 60 270

Wages

Activities Units Amount Unit Cost

(TK) Total Cost

(TK) Unpaid Labor

Land Preparation

No. 1 350.00 350.00 1

Planting/ Sowing

No. 00 00 00 1

Manuring & Fertilizer

No. 00 00 00 1

Weeding and bed pre

No. 00 00 00 3

Harvesting No. 04 350.00 1400 5

Total No. 05 00 1750 11

Male No. 05 00 00 8

Female No. 00 00 00 3

Cash inputs

Input Types Units Amount Unit Cost

(TK) Total Cost

(TK) 00

Cow dung Kg 100 2 200 00

Urea Kg 10 15 75 00

DAP/TSP Kg 12 27 324 00

MP Kg 10 17 170 00

Zinc Kg 00 00 00 00

Salpher Kg 00 00 00 00

Inoculums Kg 00 00 00 00

Boron Kg 00 00 00 00

Diesel Liter 00 00 00 00

Pesticides Times 2 200 400 00

Total 1244.00 00

Various items Units Amount Unit Cost

(TK) Total Cost

(TK) 00

Fees & Charges

Land Preparation

Times/Bigha 3 300 900 00

Irrigation Times/Bigha

0 00

Spraying Bigha 2 150 300 Total Cost

Total 1200.00 4464.00

Items Units Amount Unit Rate

(TK) Total Value

(TK) 00

Revenue

Grains Kg 160 44 7040.00 00

By-products 00 00 00 00 00

Total 00 00 00 7040.00 00

Gross Margin 2576.00 00

Profit % 0.58 00

pg. 47

I. COST BENEFIT ANALYSIS OF AROMATIC RICE

I.1. Description of Costs

Land preparation is the first step in Aromatic Rice production and it has an important impact on

soil moisture conservation by killing weeds and in breaking soil hardpans that decrease root

growth and yields (Reddy et al., 1983; Atwell 1990).

In the study area, all respondents used a power tiller/ tractor/plough for cultivating the primary

tillage. Table (I. 1) reveals that the average Aromatic Rice seeds rate was 4.04 kg /Bigha and the

average cost of production of land preparation on BDT 900.00, fertilizers BDT 835.00, crop

management BDT 500.00 and intercultural operations BDT 200.00 that reveals on Table (I. 2).

Fertilizer is essential to maintain soil nutrition and using the recommended fertilizer rates

increases production in most crops (Singh et al., 1981). In the study area, urea and Di-

ammonium phosphate (DAP), Murat of potash (MOP) were the most commonly used chemical

fertilizers. The fertilizer price including application cost for small farmers was BDT

1185.00/Bigha but it was clear that large farmers and particularly the medium sized farmers

used much more fertilizer.

More family members involvement and less labour requirement average numbers of 3/Bigha and

harvesting with weeding labour buy cost BDT 1050.00/Per Bigha on Table (I.2).

The total revenue was estimated at around BDT 5530.00/Bigha for small farms. On average the

total net revenue of the Aromatic Rice for all categories in the study area was estimated to be

about BDT 1,540.00 on Table (I.2)

Table (I.1): Seed requirement per Bigha

Upazila Average Amount of Seed per Bigha (KG)

Bhola Sadar 3.9

Daulot Khan 4

Burhanuddin 4

Lalmohan 4

Char Fasson 4.3

Grand Total 4.04

pg. 48

Fig: (11) Upazila wise Average amount of seed per Bigha/KG

pg. 49

Table (I.2): Cost of benefits analysis of Aromatic rice (Per Bigha)

Cost-Benefit Analysis

Crop Amon Rice Land Size 33 Decimals

Heads Sub-

heads Items Units Amount

Unit Cost (TK)

Total Cost (TK)

Costs

Seeds Local Variety Kg 4 50 200.00

Wages

Activities Units Amount Unit Cost

(TK) Total Cost (TK)

Unpaid Labor

Land Preparation

No. 00 00 00 1

Planting/ Sowing No. 1 350 350.00 1

Manuring & Fertilizer

No. 00 00 00 1

Weeding and bed pre

No. 1 350 350.00 2

Irrigation No. 00 00 00 00

Harvesting No. 1 350 350.00 3

Thrashing No. 00 00 00 3

Total No. 3 00 1050.00 11

Male No. 3 00 00 8

Female No. 00 00 00 3

Cash inputs

Input Types Units Amount Unit Cost


Cow dung Kg 00 00 00 00

Urea Kg 8 15 120 00

DAP/TSP Kg 14 27 378 00

MP Kg 11 17 187 00

Zinc Kg 00 00 00 00

Salpher Kg 10 15 150 00

Boron Kg 00 00 00 00

Diesel Liter 00 00 00 00

Pesticides Times 2 250 500 00

Total 1335 00

Various items Units Amount Unit Cost


Fees & Charges

Land Preparation

Times/Bigha 3 300 900

Thrashing Bigha 1 300 300

Irrigation Times/Bigha 00 00 00

Spraying Bigha 2 100 200 Total Cost

Total 1400 3990.00

Items Units Amount Unit Rate

(TK) Total Value

(TK)

Revenue

Grains KG 215 22 4730.00

Straw Bundle 200 4 800.00

Total 5530

Gross Margin 1540.00

Profit % 0.39

pg. 50

J. AROMATIC RICE VALUE CHAIN

J.1 Introduction

Aromatic Rice/ T-amon rice are one of the main staple crops in Bangladesh. It is the second

largest rice crop in the country in respect to the volume of production while Boro Rice tops the

production. It is notable that the area coverage of T-Amon Rice is the largest as a single crop

and Boro Rice remains the second. The production of Amon depends on the weather condition

of the country and farmers usually cultivate T-Amon Rice in their land.

In the year 2014, there was flash flood during early stage of sowing of T-Amon Rice. But the

farmers took necessary measures to overcome the adverse effect of flood. It is a matter of fact

that the yield of Amon Rice increased remarkably due to sedimentation during flood. In a

subjective manner, farmers were interviewed on some points relating to management system

of seed, fertilizer, and rural electricity supply. They opined that proper management and timely

distribution of seed, fertilizer and uninterrupted supply of electricity led to substantial

production of T-Amon Rice in 2014. It is mentionable that the T-Aman rice production has been

persistently higher since 2010.

Table (J.1) Estimates of Total Areas by Types of Amon Rice Crop

Variety 2013-2014 2014-2015 percentage

changes over

previous year

Area (in

acres)

Area (in

hectors)

Area (in

acres)

Area (in

hectors)

Broadcast Aman 767291 310506 809645 327646 (+) 5.52%

Local Transplant

(L.T.) Aman 3010759 1218388 2869352 1161164 (-) 4.70%

High yielding

variety (HYV) 9887758 4001359 9986220 4041204 (+) 1.00%

Total 13665808 5530253 13665253 5,530,014 0.00%

pg. 51

Total area under Amon Rice crop has been estimated 1,36,65,217 acres (55,30,014 hectares)

this year as compared to 1,36,65,808 acres (55,30,253 hectares) of last year. No change in area

under Amon Rice took place in 2014 as regards to previous year. Comparative area estimates

are shown below:

Table (J.2): District wise Estimates of Total Area & production of Aman Rice

District

2013-2014 2014-2015

in

Acres

Maund /

In Acre

Production

(MT)

in

Acres

Maund/

In Acre

Production

(MT)

Bhola 435335 20.96 340665 425541 21.06 334501

Note: data collected from the Yearbook of Agricultural Statistics of Bangladesh, BBS 2008, 2011

and from Yearbook of Agricultural Statistics wing of the Bangladesh Bureau of Statistics,

unpublished.

Table (J.3): Upazila wise estimates of total T-Amon and Aromatic rice area.

Items BurhanUddin Lalmohan Doulat Kha Bhola Sadar CharFashion

Total land hectors 28467 26017 115936 41316 80700

Total Agri land Hectors

21468 25770 28984 25900 77700

Total Agri HHs 47981 54496 30000 55280 92000

Total T-Amon hectors

1300 1175 2970 1750 1750

Total Aromatic Rice land hectors

260 340 230 370 350

Fig: (12) Upazila wise Average T-amon and aromatic rice production areas hectors

pg. 52

Table (J.4): Estimates of Yield Rate by Varieties of Aman Rice

Variety

Yield in

2013-2014

Yield in

2014-2015 percentage changes

over previous year Maund/

Acre

MT/

Hectare

Maund/

Acre

MT/

Hectare

Broadcast Aman 12.62 1.164 12.72 1.173 (+) 0.77%

Local Transplant

(L.T.) Aman 17.79 1.641 17.91 1.652 (+) 0.67%

High yielding

variety (HYV) 28.89 2.665 29.21 2.694 (+) 1.09%

Total 25.53 2.355 25.86 2.385 (+) 1.27%

Average yield rate of Financial Year 2014-15 has been estimated 2.385 metric tons per hectare

which is 1.27% higher than that of last year. Comparisons of estimated yield rates are shown

above.

Total Amon Rice production in the project area of Financial Year 2014-15 has been estimated

825479 metric tons compared to 804369 metric tons of Financial Year 2013-14 which is 1.28%

higher.

There are three main components of aromatic Rice value chain, namely Main function,

Supporting functions and Enabling Environment. The main function deal with producing and

selling of paddy and Rice, the supporting functions deals with the relevant services and the

enabling environment deals with also factors effect on buying and selling of the product.

J.2. End market and competitiveness

Rice production has significantly increased to 9.38 million tons in 2014, compared to 1.71

million tons in 1980. The average yield increased also from 1.8 ton per ha in 1980 to 3.16 tons

per ha in 2014. The total cultivated land was 2.96 million ha (2.48 million ha cultivated during

the wet season and 0.48 million ha in the dry season). Total production of 2014 was 9,389,961

tons on which 7,271,251 tons were produced in the wet season and 2,118,710 tons were

produced in the dry season (MAFF, 2013-2014). Milled rice was estimated as 64 percent of total

pg. 53

rice production. Post-harvest loss and portions that farmers keep for seed account for another

13 percent of total rice production (MAFF, 2013-2014).

J.3. Commodity description

Total rice production in Bangladesh was about 10.59 million tons in the year 1971 when the

country’s population was about 70.88 millions. However, the country is now producing about

33.2 million tons to feed about 160 million people of this country. This indicates that the

growth of rice production was much faster than the population growth. This increased rice

production was possible largely due to the adoption of modern rice varieties. The population of

Bangladesh is still growing by two millions every year and may increase by another 30 million

over the next 20 years. Thus, Bangladesh will require about 27.26 million tons of rice for the

year 2020. During this time total rice area will shrink to 10.28 million hectares as because of

rapid increasing population will need more land for housing. Rice yield therefore, needs to be

increased from the present 2.74 t/ha to 3.74 t/ha.

(Bangladesh Rice Research Institute, http://www.knowledgebankBRRI.org/riceinban.php)

Table (J.5) Prevalent Cropping Pattern of Aromatic rice /T-Aman and Mungbean

Name of crop Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Aromatic rice/

T Aman

Mungbean

Fallow

Lentil

Mustard

J.4. Basic function of value chain

The Main Function

The producers are producing paddy and selling to the customers. The customers are mainly

farm gate bapari, local bapari, regional bapari and local miller. These traders are buying paddy

form farmers at farmer’s house, local bazaar/hat and selling to the millers, arothders and

government agencies. Millers are processing the paddy, de-husking and polishing and finally

pg. 54

manufacturing the rice and selling to the wholesalers and arothders. Retailers are buying rice

form millers, wholesalers and arothders and selling to the consumers.

The Supporting Functions

These functions included service factors like seed and seedlings suppliers, fertilizer, pesticide

retailers and agriculture equipment suppliers are affecting produce and sell of paddy and rice.

The Enabling Environment

The rules and regulation, policy, standard, certification authority, DAE, Seed Certification

Agency and Research agencies are also playing a vital role as enabling environment of the

sector.

pg. 55

J.5. Value Chain Map of Aromatic Rice

Fig: (13) Aromatic Rice value chain map

E. Relationship and function of Market Actor:

Note: Consultant developed VC map after field visits, FGD and KII during October to November

2016.

Rice Value Chain Map

Input Supply

Production/ Harvesting

Collection/Bulking

Wholesaling

Processing/dehusking/Polishing

Retailing

Seed/Fertilizer Suppliers

Irrigation water Suppliers

Seedling supplier

Pesticide & Equipment Suppliers

Local buyer/Foria

Local Rice Miller

Wholesaler

Farmer/ Producer

Bapari/Farm gate trader

Regional Buyer

ArothderAuto Rice

Miller/Large Rice miller

GovtAgency/ LSD/CSD

Urban RetailerLocal Retailer

Medium/Large Wholesaler

Local/National Market Remote distance market

Export market

Support Service

Enabling Environment

GovtAgency/DAE

pg. 56

J.6. Aromatic Rice Value Chain actors and activities

Common core actors in Rice value chain are Input suppliers and service providers (Seed/

seedling, fertilizer, Pesticide and equipment’s), Producers (farmers), paddy traders (Collector,

Farias, Bapari, Arothders and Wholesalers), Rice millers and Rice traders (Bapari, Arothders,

wholesalers and retailers). Different actors are played different activities but all of them are

added some values in every steps of the channel. Each actor takes the ownership of paddy and

adds some value for transferring ownership to the next actor and ultimately consumers can

purchase rice from the retailers.

Farmers/Producers

Farmers are the first actor of the Aromatic Rice value chain. It was found that the paddy

producers could hardly protect the total cost of paddy production. Farmers are disposed off

paddy in four different ways as follows:

Kept as seed for next farming,

Aromatic Paddy is sold, and

Kept paddy for household consumption.

Most of the farmers preferred to sell paddy gradually, depending on how much money they

needed at the time of harvesting. Due to urgent cash needs they could not store paddy. Value

adding activities of paddy have observed in three different ways at farmers level. These are as

follows:

Value addition by drying paddy,

Value addition by storing paddy, and

Value addition by marketing.

Input providers

Input suppliers provide seeds/seedling and agro-chemical products, such as fertilizer,

micronutrient and pesticide to farmers. The percentage of retained seed usage for Aromatic

Rice is high in the project areas. Farmers who do not use retained seeds, they purchase seeds

from the seed sellers, who also sell other inputs. Input sellers sell products mostly for cash but

pg. 57

occasionally on credit and provide some embedded services to producers, such as extension

advice and chemical uses.

Traders

Farias are the first level traders. Generally Farias have small amount of capital to run their

business but some Farias are very large on their business size. Farias collect paddy from the

farmers at farm gate and sometimes they collect paddy from local markets and sold to Baparies

and rice millers. Farias can’t lend money because of high interest rate and complexity of getting

bank loan. Some Farias can take loan from ASA, BRAC, Grameen bank and Sonali bank.

Sometimes, Farias can add value without incurring any marketing cost. They worked as

middleman to transfer the ownership of the product. Their net margin varied from 10%-15%

more than the Baparies.

Baparies are the next actor after Farias. Baparies are the final trader to transfer paddy to the

rice miller. They collect paddy from Farias and large farmers in the local markets and sold to the

rice millers. The sources of capital of Baparies were same as Farias. But they have taken more

loan than Farias and get the facility of taking CC (Cash Credit) loan from the banks. Generally,

for large amount of credit, they took loan from Sonali, Agrani and Janata banks. Baparies can

add value with the paddy they purchased from the producers.

Rice Millers

Millers are local processors crush the paddy to produce rice grains. Approximately 300 small &

medium rice mills of operated throughout the project area. Most mills are located in the

project surrounding. Millers can operate in one of two ways. Millers can crush paddy into Rice

and sell to wholesalers, chain shops, branded owners or processing companies.

Wholesalers

There are small wholesale markets dedicated to Aromatic Rice trading. In the project areas

main wholesale market is Upazila based. Wholesalers perform the roles in more than twenty

small markets in the project areas. Millers and industrial processors are the main customers.

Retailers

There are three types of retailers. The first sells in open markets that are prevalent in rural and

urban areas. These markets known as “wet markets,” sell mostly commodities such as flour,

pg. 58

dhal and spices etc. The second retail outlet is grocery and chain shops found primarily in urban

centers (e.g. Meena Bazaar/save and safe) which carry standard and premium rice both loose

and packaged. The third and final type of retailer is small retailers that sell confectionary items

and packaged food. These retailers are found in rural and urban areas and many are part of the

informal market.

Supporting Actor:

Supporting market actor both private and public sector that are not exclusively tied to the rice

value chain. Financing for the farmer and traders are generated form their own source and/or

by informal money lender and some financial institution. Transporters used their pickup, Van

and truck to reach distant wholesale market.

Enabling Environment:

Farmers are the local area’s Paddy producer receives minimum extension and technical support

from public and private organization. DAE is the main source for creating enabling environment.

Some business management organization (Mill Malike Somitee) and Worker/ employee

management organization play a role for rice value chain enabling environment. Some NGO are

trying to introduce improve seed variety as well as technical and financial support to the Paddy

producer.

J.7. Intervention suggested on Aromatic Rice value chain

A number of constraints were identifies in the aromatic Rice Value Chain. For each constraint

some potential market-based solution and facilitation activities are recommended.

Development organizations may use to support market actor to develop aromatic Rice value

chain.

o Increase productivity through improved input usage specially HYV (e.g. BRRI dhan-34,

BRRI dhan-37 & BRRI dhan-38,)

o Capacity building for both producers and market actors

o Assist to financial institution to linkage with producer (Seasonal Loan) and with Market

Players (Micro Enterprise Loan)

o Promote post-harvest activities and link with private company (e.g. PRAN)

pg. 59

K. MUNGBEAN VALUE CHAIN

K.1. Introduction:

Mungbean is one of the most important pulse crops in Bangladesh. The demand of mungbean

is very high due to its good taste. To date, BARI & BINA released respectively 8+8=16 improve

mungbean varieties with complete package of technologies and disseminated them to the

farmers. But, the farm level adoption of mungbean varieties, their economics and farmer’s

efficiencies are not well known to the researchers and policy planners.

Pulses occupy about 4% of cropped area in Bangladesh but play a significant role in rainfed

agriculture. Among the pulses lathyrus, lentil, chickpea, black gram and mungbean are the

important ones.

Small- and medium holders are most commonly involved in pulse cultivation, with smallholders

working less than 0.20 acres and medium holders between 0.20 and 1.5 acres. Smallholder

farmers are not particularly commercially oriented, but they tend to cultivate for household

consumption and sell excess of production.

Farmers obtain seeds from the prior year’s harvest or from other farmers, and while there are

superior seeds and varieties available, farmers and input suppliers have low knowledge of

these. Though inputs are generally available locally, pulses are popular in large part because

they require low inputs and little maintenance. The technology used by pulse farmers is

rudimentary by international standards.

Table (K.1): Area and Production of Mungbean by Region from 2009-10 to 2013-14

District

2010-2011 2011-2012 2012-2013 2013-2014

area

(acres)

Production

(MT)

area

(acres)

Production

(MT)

area

(acres)

Production

(MT)

area

(acres)

Production

(MT)

Bhola

&

Barisal

13286 4356 32469 8408 32775 9182 33107 9706

pg. 60

Note: BBS data (data were collected from BBS; the latest 2012–13 collected data is

authenticated by BBS officials but yet to be published in Yearbook of Agricultural Statistics of

Bangladesh) for total hectors under lentil and mungbean cultivation in 2012–13 and assuming 7

farmers per hectare of land.

K.2. End market and competitiveness

Pulses are a popular and inexpensive source of protein that is enjoyed daily across socio-

economic strata in Bangladesh. Bangladesh’s market for lentils and Mungbeans is currently

valued at about $402 million, of which approximately $28 million from Mungbeans.

Table (K.2): Snapshot of the Bangladesh mungbean market in 2013

Production Market Share (in %) Volume (in tons) Value (in USD millions)

Domestic Production 100 25,000.00 27.86

Imported 00 00 00

Total 25,000.00 27.86

Source: BBS (Bangladesh Bureau of Statistics) source from 2012–13 and import data from

National Board of Revenue, in March 2014.

K.3. Commodity description

Mungbean (Vigna radiata) is widely grown in Bangladesh. As mungbean is a short duration

crop, it can fit as a cash crop between major cropping seasons. It is grown three times in a year

covering 21862 ha with an average yield of 0.82 t/ha (BBS, 2009). It provides grain for human

consumption as well as the plant fix nitrogen to the soil. It supplies a substantial amount of

nitrogen to the succeeding non-legume crops (i.e., rice) grown in rotation (Sharma and Prasad,

1999). 8 varieties of mungbean have been developed by Pulses Research Centre; BARI with 8

varieties developed by BINA and disseminated these varieties throughout the countries along

with the package of management technologies to the farmers for cultivation. Therefore,

mungbean cultivation is gaining popularity day by day among the farmers. Now it is essential to

know the present status of adoption of mungbean varieties and their production technologies

pg. 61

in the southern region of Bangladesh. Besides, sustainability of any crop cultivation is mainly

depends on its economic aspect but limited study was done on mungbean in this regard.

About 65-70% of the mung bean crop is grown in the amon rice-mungbean-aus rice cropping

pattern in the southern part of Bangladesh. In these areas the crop is sown in Jan/Feb and

harvested in March-April. About 5% of the mungbean crop is grown in the northwestern part of

the country in the winter crops-mungbean-aman rice cropping pattern. This crop is sown in Mar

and harvested in Jun. The remaining

20-25% of mung bean is cultivated in the central part of the country in the aus rice/jute-mung

bean cropping pattern. Varieties for this pattern are photoperiod-sensitive and golden seeded

(sonamung); they are planted in Aug and harvested in Dec. This pattern, however, is gradually

being replaced by rabi crops such as wheat, mustard, and Potato (Solanum tuberosum L.)

Table (K.3): Prevalent Cropping Pattern of Mungbean and T-Amon/Aromatic rice

Name of VC Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Mungbean

Fallow

T-Amon/

Aromatic rice

Leltil

Mustard

K.4. Basic function of value chain

The Main Function

The producers are producing mungbean and selling to the customers. The customers are mainly

farm gate bapari, local bapari, regional bapari and local miller. These traders are buying

pg. 62

mungbean form farmers at farmer’s house, local bazaar/hat and selling to the miller and

arothders. Millers are processing the mungbean, de-husking and finally selling to the

wholesalers and arothders. Retailers are buying processed mungbean form millers, wholesalers

and arothders and selling to the consumers.

The Supporting Functions

These functions included service factors like seed suppliers, fertilizer, pesticide retailers and

agriculture equipment suppliers are affecting produce and sell of mungbean. There is no

government support on prices and farmers feel exploited by middle men when marketing their

crops.

The Enabling Environment

The rules and regulation, policy, standard, certification authority, DAE, Seed Certification

Agency and Research agencies are also playing a vital role as enabling environment of the

sector.

pg. 63

K.5. Value Chain map Mungbean

Fig (14): Mungbean Value chain map

Consumers

Retailing

Wholesaling

Milling/ Processing

Collection/Trading

Production

Inputs provided

Note: Consultant developed VC map after field visits, FGD and KII during October –November 2016.

Seed/Fertilizers suppliers Pesticides / Equipments suppliers

Small & Medium producers (0.08 to 0.85 acres land)

Farias Traders

Arotdar

Dhal mills

Whole sellers Brand owners

Grocery shops

Distributors

Retailers in open market

National & Regional High end urban market

Exports

pg. 64

K.5. Mungbean value chain actors and activities

Common core actors in mungbean value chain are Input suppliers and service providers (Seed/

fertilizer, Irrigation, Pesticide and equipment’s), Producers (farmers), traders (Collector, Farias,

Bapari, Arothders and Wholesalers), mungbean millers, processors and exporters. Different

actors are played different activities but all of them are added some values in every steps of the

channel. Each actor takes the ownership of mungbean and adds some value for transferring

ownership to the next actor and ultimately consumers can purchase mungdhal from the

retailers.

Producers/Farmers

Farmers are the first actor of the mungbean value chain. It was found that the mungbean

producers could hardly protect the total cost of mungbean production. Farmers are disposed

off mungbean in three different ways as follows:

Kept as seed for next farming,

Mungbean is sold, and

Kept mungbean for family consumption.

Moderate and small holder producers similarly collect necessary inputs for production and are

directly involved in production in field, along with family members and hired laborers. They pick

the harvest, manage postharvest and sell the mungbean farm-gate to local Faria (small traders).

For larger quantities, farmers may carry the produce to market to sell mungbean to local

Arothders/paiker (middlemen) by passing local Faria. Farmers usually keep a small portion of

the produce for family consumption and then sell the rest amount for cash. They also take part

in bulking their harvest and share transport costs from the farm-gate to the market place.

Value adding activities of mungbean have observed in three different ways at farmers level.

These are as follows:

Value addition by drying mungbean,

Value addition by storing mungbean, and

Value addition by marketing.

pg. 65

Input providers

Input suppliers provide seeds and agro-chemical products, such as fertilizer, micronutrient and

pesticide to farmers. The percentage of retained seed usage for mungbean is very high in the

project areas. Farmers who do not use retained seeds, they purchase seeds from the seed

sellers, who also sell other inputs. Input sellers sell products mostly for cash but occasionally on

credit and provide some embedded services to producers, such as extension advice and

chemical use.

Traders

Faria are small traders who purchase mungbean from the farmer’s farm gate and do the first

level of bulking. Faria usually sell to Arothdersor or directly to dhal mills. Arothders are the main

“middlemen” in the trade of mungbean. Arothders are purchase from farmers, Farias, &

Traders and supply to forward actors. They receive a commission from both backward and

forward actors. A primary level of grading, drying, and packaging takes place at large trader

levels, often by hired laborers. Traders supply to the mills and to the company suppliers.

Traders and Arothders cooperate extensively to purchase Mungbean, share transport costs and

fulfill large orders in terms of quantities and deadlines.

Dhal Millers

Millers are local processors crush the Mungbeans to produce refined grains, which are then

called Mug dhal. Approximately 300 mills of varying sizes operated throughout the Bangladesh.

Of these, roughly 25 mills are exclusively engaged in processing of Mungbeans and the

remaining processed all types of pulses, including Mungbeans. Most mills are located in the

same surrounding area as the production hubs. Producers and traders from districts without

dhal mills acquire an additional transport and storage cost to reach a miller, which bear their

margins or diminishes their competitiveness.

Millers can operate in one of two ways. Millers can crush Mungbeans into dhal and sell to

wholesalers, chain shops, branded owners or processing companies. Alternatively some millers

take orders first and mill only upon receipt of orders. Millers generally cooperate by sharing

orders and procuring raw materials jointly to reduce costs.

pg. 66

Wholesalers

There are wholesale markets dedicated to Mungbeans trading in the Bhola District. More than

15 small markets in five adjacent Upazila provide supplies to the Bhola market. Millers and

industrial processors are the main customers.

Processing Companies

Company suppliers purchase Mungbeans from all possible channels and supply industrial

processors. If procured Mungbeans are not yet milled, industrial processors mill Mungbeans in

locked up mills or outsource. After milling, processors manufacture different value-added

products, including Dal moth and chanachur. Some processors adopt a “low price, high volume”

business strategy to sell chanachur at 2/3 BDT/pack to rural school children/bus stops.

There is a high level of competition and low level of cooperation among the processors in their

individual drive to capture a bigger market share. However, processors are commonly members

of the same associations and jointly advocate for business improvements to advance the

industry.

Brand Owners

Several large companies and organizations with recognizable brands have entered the

Mungbeans market by procuring premium-quality dhal and packaging and branding it for wide

distribution. PRAN, for example, attractively packages premium-quality Mungbeans under its

name, which already has widespread recognition and high customer loyalty. Brand owners sell

their products in two ways. If their products are already in demand they require retail stores to

purchase the products directly.

However, if the products are new and without a loyal consumer base the brand owners may

publicize the product nationwide to build demand and provide it to retailers with an agreement

that retailers will only pay for what is purchased by consumers and the remaining supply can be

returned to the brand owner. In this way, the brand owner reduces the retailers risk and

incentivizes retailers to carry the product.

Distributors

pg. 67

Distributors do not purchase the products but instead are paid on commission or at a set price

by brand owners and processing companies to move products to retail outlets. Brand owners

and processing companies frequently have relationships with different distributors in each

district as distributors often focus on a specific geographic area to penetrate rural retail outlets.

Distributors may carry products from multiple processors or have a specific contractual

relationship to distribute goods from just one brand owner.

Retailers

There are three types of retailers. The first sells in open markets that are prevalent in rural and

urban areas. These markets known as “wet markets,” sell mostly commodities such as flour,

dhal and spices.

The second retail outlet is grocery and chain shops found primarily in urban centers (e.g. Meena

Bazaar) which carry standard and premium dhal both loose and packaged. The third and final

type of retailer is small retailers that sell confectionary items and packaged food. These

retailers are found in rural and urban areas and many are part of the informal market.

Supporting Actor:

Supporting market actor both private and public sector that are not exclusively tied to the

mungbean value chain. Financing for the farmer and traders are generated form their own

source and/or by informal money lender and some financial institution (MFI). Transporters used

their pickup, Van and truck to reach distant wholesale market/exporters

Enabling Environment:

Farmers are the local area’s mungbean producers receive minimum extension and technical

support from public and private organization. DAE is the main source for creating enabling

environment. Some NGO are trying to introduce improve seed variety as well as technical and

financial support to the mungbean producers.

K.7. National policies and emphasis on Mungbean production

The population of Bangladesh, as per the World Bank projection, will cross 132 million by the

year 2000, 153 million by 2010, and 173 million by 2020 (BARC 1995). The current production of

pulses is 0.532 million t (BBS 1997). If the present rate of per capita consumption of about 12 g

day-1 (which itself is only one-third of the world average) is to be maintained in the year 2010,

pg. 68

the demand for pulses is expected to be 0.672 million t. This means the total production of

pulses needs to be increased by about 28% by 2010 over the present production, with an

average annual growth rate of 2.19%. The Government has given priority for pulses production

policy. It launched the Crop Diversification Programme (CDP) with the assistance of the

Canadian International Development Agency (CIDA) in 1990 to augment pulses, oilseeds, and

tuber crops production in the country. This program is expected to continue up to the year

2000.

The themes of the CDP are:

(1) Increase area and production through utilization of fallow lands or periods;

(2) Introduction of new cropping patterns with increased cropping intensity, through

introduction of new varieties and technologies; and

(3) Increase consumption and marketing. To achieve these goals the CDP has supported several

components such as:

• Strengthening research for development of suitable high-yield technology packages.

• Seed production of improved varieties through the Bangladesh Agricultural

Development Corporation (BADC).

Given the nutritional benefits of pulses, their suitability for local production, and consumers’

preference for local varieties, the Government of Bangladesh (GOB) has pledged to increase

production of pulses in the next twenty years, presenting an opportunity for southern farmers

to maintain and grow their market share. In Agricultural Research Priority: Vision 2030 and

Beyond, the Government of Bangladesh commits to increase mungbean cultivation area by 9.7

percent by 2030. In addition, the government sets a productivity target of 2,050 kg/ha for

mungbean (from 970 kg/ha in 2010). To meet productivity goals, southern producers will need

to upgrade their current production practices and agricultural inputs.

While wholesale markets for aggregation and trade of pulses are well established in the PACE

area and more than twenty-five commercial millers and twenty-five processors operate in the

area, the South faces major constraints in terms of value addition.

pg. 69

K.8. Intervention suggested on Mungbean value chain

Major interventions are suggested to emphasize development of the industry structure by

focusing on creating both a demand pull and a supply push:

Increase productivity through improved input usage specially HYV seeds (e.g. BARI

Mung-06 & BINA moog-8) with bio-fertilizer (inoculums)

Capacity building for both producers and market actors

Assist to financial institution to linkage with producer (Seasonal Loan) and with Market

Players (Micro Enterprise Loan)

Promote post-harvest activities with genders awareness

Link the export market to producers to stimulate quality and supply chain.

Strengthen the export sector for more benefits on mungbean production.

pg. 70

L. RECOMMENDATIONS

L.1. GENERAL RECOMMENDATIONS

Deliberate efforts on awareness creation to farmers on benefits of using improved and

quality seeds.

As a way of tracking PACE interventions, the quantitative baseline values established by this

study should be tracked yearly, using similar methodologies and tools of the study. This will

ensure similar standards for measuring indicators of performance.

Farmers should be sensitized and mobilized to join GJUS to facilitate access to credits for

agricultural inputs.

Training on improved production practices, marketing skills and entrepreneurship to

producers and other market actors.

Introduce mechanical/combine harvesting technology for rice and mungbean in the project

area.

Organize production and marketing training (farmers should be trained on how to produce

for marketing; produce quantities demanded by the market).

GJUS can provide proxy leadership, introduce innovation, drive for upgrading, and advocate

for more effective policies.

L.2. SPECIFIC RECOMMENDATIONS FOR AROMATIC RICE

1. Increase productivity and production

Training of farmers on good agronomic practices

Introduce modern aromatic rice varieties such as BRRI dhan-34, BRRI dhan-37, BRRI dhan-38

& Deshi chinigura dhan etc.

Improve relationship between producers and local inputs retailers/Dealers

2. Post-harvest handling & value addition

Training on value addition and strengthen post-harvest handling: Small processing

equipment

Equipment for post-harvest handling

3. Strengthen market linkages

Provision of market information

pg. 71

Promote collective marketing

Improve relationship between producers and local traders

4. Support the development of sustainable value chain financing

Building partnerships with public & private sectors.

L.3. SPECIAL RECOMMENDATIONS FOR MUNGBEAN

1. Enhance linkages between exporters and producers. Stronger linkages between exporters

and smallholders will lead to a more efficient value chain where demand signals are clearly

communicated to the producers and where inputs are available to ensure proper

production of the necessary export mungbean. Actions to enable consistent supply between

producers and exporters may include.

2. Strengthen the export sector and link with direct farmers groups

3. Providing adequate market to the exporters and farmers. GJUS will play an important role in

market transparency, quality, and aggregation for exports. However, Exporters and other

relevant agencies assume the responsibility of tracking both domestic and international

markets.

4. Developing the export sector will drive foreign reserve earnings and will create a steady

demand pull for mungbean, thereby acting as a catalyst for the sector. Exporters should be

supported through a business environment more conducive to investment and policies

aimed at bolstering exporters’ scale, knowledge base, as well as business acumen.

5. Introduce modern mungbean HYV such as BARI Mung-06 & BINA moog-8 with inoculums.

pg. 72

BIBLIOGRAPHY

IFAD (2012) IFAD’s Policy of Gender Equality and Women’s Empowerment

IFAD (2011) IFAD Environment and Natural Resources Management Policy

IFAD (2011) Private Sector Strategy: Deepening IFAD’s Engagement with the Private Sector

IFAD (2009) IFAD Rural Finance Policy

Finance for Enterprise Development and Employment Creation(FEDEC), Supervision Report,

November 2013

PACE: Promoting Agricultural Commercialization and Enterprises, Supervision Report, 22 March

2016

Baseline Result and Impact Management System (RIMS) Survey – 2006

BBS (Bangladesh Bureau of Statistics) 2012–13 and important data from National Board of

Revenue, in March 2014

Promoting Agricultural Commercialization and Enterprises (PACE) Project, Final Project Design

Report - Main Report, 2014

Promoting Agricultural Commercialization andEnterprises, Supervision report, 2015

Neogi, M. G. “Mungbean Cultivation in Southern Districts,” Daily Sun, January 14, 2013

(Available at http://www.daily-sun.com/details_yes_14-01-2013_Mungbean-

cultivationinsouthern- districts_379_1_17_1_0.html)

Bangladesh Rice Research Institute, http://www.knowledgebankBRRI.org/riceinban.php

Web: www.irri.org./Web:www.bari.org/bd

Quasem, A., and Yasmin, F. Agricultural Research Priority: Vision 2030 and Beyond. Farmgate.

Dhaka: Bangladesh Agricultural Research Council, 2010

Karim, N. H. “Agriculture Management Systems in Bangladesh.” In Gender Dimensions in

Biodiversity Management and Food Security: Policy and Programme Strategies for Asia, 25

Food and Agricultural Organization of the United Nations, 1999 (available at

ftp://ftp.fao.org/docrep/fao/005/ac795e/ac795e00.pdf).

BBS (Bangladesh Bureau of Statistics) 2010,Census of Agriculture 2008,Bangladesh Bureau of

Statistics, Statistics Division, Ministry of Planning, Government of the People’s Republic of

Bangladesh, Dhaka

http://www.daily-sun.com/details_yes_14-01-2013_Mungbean-cultivationinsouthern-

http://www.daily-sun.com/details_yes_14-01-2013_Mungbean-cultivationinsouthern-

http://www.irri.org/

ftp://ftp.fao.org/docrep/fao/005/ac795e/ac795e00.pdf

pg. 73

BBS (Bangladesh Bureau of Statistics), Yearbook of Agricultural Statistics- 2013

BBS (Bangladesh Bureau of Statistics), Yearbook of Agricultural Statistics- 2014

Haggblade, S., V. Theriault, J. Staatz, N. Dembele, and B. Diallo. 2012. A Conceptual Framework

for Promoting Inclusive Agricultural Value Chains. Department of Agricultural, Food and

Resource Economics, Michigan State University, and IFAD, Lansing, Michigan: Michigan State

University

Weinberger, K. (2003) Impact analysis of mungbean research in South and Southeast Asia, Final

report of GTZ Project. Shanhua, Taiwan. AVRDC‐The World Vegetable Center

Shanmugasundaram, S., J.D.H. Keatinge, and J. Hughes, (2009) The mungbean transformation:

Diversifying crops, defeating malnutrition. IFPRI Discussion Paper 922

http://www.ifpri.org/publication/mungbean‐transformation‐diversifying‐crops‐defeatingmalnu

trition

Shanmugasundaram, S., (eds.) (2006) Improving income and nutrition by incorporating

mungbean in cereal fallows in the Indo‐Gangetic Plains of South Asia, DFID Mungbean Project

for 2002–2004. Proceedings of the final workshop and planning meeting, Punjab Agricultural

University, Ludhiana, Punjab, India, May 27–31 2004. AVRDC Publication No. 06‐ 682,

342Shanhua, Taiwan: AVDRC‐The World Vegetable Center

Shepherd, A. 2007,Approaches to Linking Producers to Markets,Agricultural

Management,Marketing and Finance Occasional Paper 13, Rome: FAO.

USAID Microlinkshttps://www.microlinks.org/good-practice-center/valuechain-wiki/porters-

five-forces,http://www.microlinks.org/field-support

Website: http://www.lift-fund.net

Website: www.bbs.gov.bd, Estimates of Aman Rice (Husked), 2014-15

Australian Centre for International Agricultural Research (ACIAR) 2011,

Rawson H.M. (ed) 2011. Sustainable intensification of Rabi cropping in

southernBangladeshusing wheat and mungbean, ACIAR Technical Reports No. 78, Australian

Centre for International Agricultural Research: Canberra. 256a, Daily star, Bangladesh.

http://www.ifpri.org/publication/mungbean?transformation?diversifying?crops?defeatingmalnutrition

http://www.ifpri.org/publication/mungbean?transformation?diversifying?crops?defeatingmalnutrition

https://www.microlinks.org/good-practice-center/valuechain-wiki/porters-five-forces

https://www.microlinks.org/good-practice-center/valuechain-wiki/porters-five-forces

http://www.microlinks.org/field-support

http://www.bbs.gov.bd/

pg. 74

ANNEXES: ANNEX (01): TOR

MÖvgxY Rb Dbœqb ms ’v (wR‡RBDGm)

Avj Zv‡Ri ingvb †ivW, Pi‡bvqvev`, †fvjv mì, †fvjv-8300

†eRjvBb mv‡f©i Kvh©-cwiwa (Terms of Reference)

1) ‡cÖv‡R± ‡cvÖdvBj:

‡cÖv‡R± Gi bvg ÔÔevwYwR¨K wfwË‡Z gyMWvj I myMwÜ avb Drcv`b I wecY‡bi gva¨‡g K…l‡Ki Avq e„w× I RxebhvÎvi gvb DbœqbÓ

kxl©K f¨vjy †PBb cÖKí

cÖK‡íi j¶¨:

DbœZ Rv‡Zi gyMWvj I myMwÜ av†bi djb e„w× I wecb‡bi gva¨‡g D‡`¨v³v‡ì Avq evov‡bv (Increase

Income) I Rxeb hvÎvi gvb Dbœqb Kiv (Improve Livelihood)|

cÖK‡íi D‡Ïk¨:

1. gyMWvj I myMwÜ av†bi AvaywbK Pvl ‡K․k‡ji gva¨‡g Drcv`b I djb e„w× Kiv (Increase Productivity) 2. DbœZ cÖhyw³ I D‛P djbkxj Rv‡Zi gyMWvj I myMwÜ av†bi Pvl e„w×i gva¨‡g K…lK‡ì Drcv`b LiP Kgv‡bv

(Decrease Production Cost)| cÖK‡íi Kg©-GjvKv I

DcKvi‡fvMx

†fvjv †Rjvi 5 wU Dc‡Rjvi, 8000.00 Rb DcKvi‡fvMx

cÖK‡íi †gqv`Kvj 3 eQi

DcKvi‡fvMx 8000.00 Rb DcKvi‡fvMx

2) ‡eRjvBb M‡elbvi D‡Ïk¨:

‡eRjvBb M‡elbvi D‡Ïk¨ nj †eRjvBb WvUv msMÖn Kiv hv cÖK‡íi g~j¨vqb jM‡d«g Gi cÖZ¨vwkZ j¶¨gvÎv wbY©vqK wb‡`©k‡Ki

AvDUjvBb Abyhvqx| †eRjvBb wi‡cvU© wU mvaviYZ cÖ‡R± Gi cÖ‡MªR cwigvcK wnmv‡e wb‡`©k‡Ki AMÖMwZi cÖZ¨vwkZ j¶¨gvÎv wbY©vqK|

†eRjvBb Gi Z_¨ msMÖ‡ni Rb¨ cÖK‡íi j¶¨ (Goal), D‡Ïk¨ (Objective), cÖK‡íi djvdj (Outcome) wbY©vqK wb‡ ©kK mgyn

wb‡gœiæc:

% e„w× †c‡q‡Q Aš—f©‚³ m`m¨‡ì cvwievwiK m¤ú`

% e„w× †c‡q‡Q 70% D‡`¨v³v‡ì Mo Avq

% e„w× †c‡q‡Q 70% D‡`¨v³v‡ì gyMWvj I Avgbav‡bi wewµ

% e„w× †c‡q‡Q D‡`¨v³v‡ì Avq

gyMWvj I Avgbav‡bi Drcv`b I msMÖ‡Ëvi cwiPh©v Kg©Kv‡Êi d‡j KZ †jv‡Ki c~Y©Kvjxb Kg©ms ’v‡bi mgcwigvY gRywi wfwËK

Kg©ms ’vb m„wó n‡q‡Q|

f¨vjy †PBb Kg©Kv‡Êi gva¨‡g gyMWvj I myMwÜ av‡bi µgewa©Z weµq †e‡o‡Q †KvwU UvKvi

cÖKí †_‡K 3 eQi mnvqZv cvIqvi ci KZ Rb K…lK Zv‡ì gyMWvj I Avgbavb Drcv`b I wecYb Kvh©µg Ae¨vnZ †i‡L‡Q|

gyMWvj I Avgbavb Pv‡l AwZwi³ cÖvq KZ GKi Rwg Pv‡li AvIZvq G‡m‡Q|

gyMWvj I Avgbavb f¨vj~ †PBb Dbœqb Kg©KvÊ ev¯—evq‡b 5 wU K…wl mve †m±‡ii mv‡_ KvR K‡i‡Q (†hgb-DcKiY mieivnKvix,

Drcv`bKvix, eëmvqx, LyPiv we‡µZv, ißvwb KviK I †mev cÖ`vbKvix)

KZ Rb Pvwl gyMWvj mieivnKvix wnmv‡e RvcvwbR ißvwbKviK cÖwZôvb ÔwRIqvBGgÕ Gi mv‡_ mshy³ n‡q‡Q|

KZ Rb Pvwl gyMWvj I Avgbavb Pvwl eëmv cwiPvjbv, wecYb I evRvi Z‡_ï Dci cÖwk¶Y †c‡q‡Q|

KZ Rb Pvwl gyMWvj Pv‡l AbyRxe mvi, DbœZ Rv‡Zi exR Ges Avgbavb Pv‡l ¸YMZgv‡bi DcKiY eënvi Ki‡Q|

pg. 75

3) Kv‡Ri my‡hvM:

&GB †eRjvBb wU Ki‡Z n‡e 5 wU Dc‡Rjvi Uv‡M©‡UU MÖvg n‡Z 8000 nvRvi DcKvi‡fvMxi ga¨ ‡_‡K K…lK &I wewfbœ GKUi‡ì

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Bs‡iwR‡Z Ki‡Z n‡e Ges dvBbvj Kivi c~‡e© wR‡RBDGm Gi mv‡_ †kqvi Ki‡Z n‡e |

4) UvBg jvBb:

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5) ‡Wwjfv‡iej mvgvix:

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n‡e|

GKb‡jR‡g›U

Mømvix/ GK‡iv‡bg

f~wgKv/ B›Uv‡ivWvKkb

‡g‡_v‡WvjRx/c×wZ

wjwg‡Ukb

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wiK‡g‡Ûkb

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6) M‡elb&vi AwfÁZv, `ÿZv &I mÿgZv:

K„wl‡Z / iæivj ÷vwW MÖvRy‡qU wWwMÖ

K…wl wel‡q 8 eQ‡ii AwfÁ Zv

dzW wmwKDwiwU, †eRjvBb M‡elbv, f¨vjy †PBb, cwjwm Dbœqb wel‡q AwfÁ

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mwjW †g_‡WvjwR &I M‡elbvi `ÿZv

Bs‡iwR wi‡cvU© ivBwUs &G `ÿ

7) wd cwi‡kvat

wbe©vwPZ cÖwZôvb‡K wbæiƒc fv‡e 3 `dvq/wKw¯—‡Z wd cwi‡kva Kiv n‡e|

†gvU wd-Gi 20% Kvh©v‡`k cÖ`vb Ges cÖwZôvb KZ…©K Kg©cwiKíbv cÖ`vb Kivi †cÖw¶‡Z cÖ`vb Kiv n‡e|

†gvU wd-Gi ciewZ© 50% Lmov cÖwZ‡e`b `vwLj Ges Avi Avi dvD‡Ûkb KZ…K h_vh_fv‡e eywSqv cvIqvi ci cÖ`vb Kiv n‡e|

†gvU wd-Gi Aewkó Ask 30% P‚ovš— cÖwZ‡e`b `vwLj Ges Avi Avi dvD‡Ûkb KZ…K MÖnY I h_vh_fv‡e eywSqv cvIqvi ci cÖ`vb

Kiv n‡e|

mKj cÖKvi Ki I f¨vU mswkó wbg ©vYKvix cÖwZôvb enb Ki‡e| miKvix wbqgvbyhvqx Dr‡m Ki I f¨vU wej n‡Z KZ©b K‡i ivLv n‡e|

8) ‡hvMv‡hv‡Mi gva¨g:

AvMÖnx BwÛwfwWDqvj KÝvj‡U›U/ KÝvj‡UwÝ cÖwZ&óvb‡K AvMvgx 20 †m‡Þ¤î 2016 Bs Gi g‡a¨ wmwfmn c~e©eZ©x Kv‡Ri †idv‡iÝ,

we¯ÍvwiZ ev‡RU &I cÖ‡qvRbxq KvMR cÎ mn ìcÎ wb‡¤œ wjwLZ wVKvbvq Rgv`v‡bi Rb¨ Aby‡iva Kiv nj |

pg. 76

cwiPvjK:

MÖvgxY Rb Dbœqb ms ’v (wR‡RBDGm),

Avj Zv‡Ri ingvb †ivW, Pi‡bvqvev`, †fvjv m`i, †fvjv-8300

A_ev:

cÖ‡h± †Kv:

bvg:

B-‡gBj:

9) Ab¨vb¨t

wR‡RBDGm Gi Kvh©cwiwa‡Z DwjwLZ †h †Kvb kZ© cwieZ©b/ms‡hvRb/we‡qvRb Ges cÖ‡qvR‡b GZ`msµvš— mKj Kvh©vw` ’wMZ A_ev

evwZj Kivi ¶gZv msi¶Y K‡i|

pg. 77

ANNEX (02): CV of Team Leader

S. M. MAINUL ISLAM

Cell phone: +880 1717 984 390, email: [email protected], Skype: mainul.islam93

PROFESSIONAL QUALIFICATIONS

o Project proposal development, management, planning & Implementation with consultancy & research

experiences of 12 years' in agricultural nutritional production, agribusiness, value chain & private

sectors involvement interventions leading and executing through food security & economic growth

project at Chars & Coastal chars areas of Bangladesh that’s funded by USAID, world Bank, IFAD, DFID,

AusAid and UN EC.

o Skilled in providing leadership, direction, strategy and vision in the areas of plan, design, budget,

training, workshop, operation, procurement, delivery management and capacity building.

o Passion and commitment to global food security and women economic development assistance and

experience in multiple sectors including agricultural production, Sales, local government, women

empowerment, economic growth, local economic development, policy and regulatory

o Proven ability to support Partners/consortium on Farmers Field School (FFS), Farm Business Adviser

(FBA), Collection point etc formation for production, Sales and link to market for women economic

access

o Extensive experience in conducting baseline survey, value chain & market trends analysis with people of

various ages, sex, socio-economic and cultural background, including those with illiterate/disabilities.

AREA OF COMPETENCES

Strategic planning & budgeting

Teamwork & influencing

Coordination & communication

Project cycle management

Results focus & Conflict resolutions

Self-managed & independently,

Concept & proposal developing

Managing stakeholders

Initiative & innovative

Flexibility and adaptability

Critical & analytical Thinking

Accuracy, detail oriented

Negotiating & delegating

Building effective relationships

Planning & organize donor visit

Policies, procedures & manuals

Knowledge sharing & improvement

Dedicated and transparent,

PROFESSIONAL EXPERIENCES

Sept 2015 to till now “Freelance Consultant” Individual, Dhaka, Bangladedsh

Key Involvements:-

o Baseline completed on Amon Rice and Mungbean value chain development under PACE project, RRF,

PKSF at Khulna Division four districts (Jessore, Magura, Jhinaidah & Chuadanga).


pg. 78

o Guideline development members on Preventive chemotherapy to control soil-transmitted helminths in

high-risk groups, May 25, 2016, World Health Organization, Geneva, Switzerland.

o Value chain training facilitation on Agriculture value chain project , DAI

o Project proposal development on Agriculture value chain project for different local organization at

Khulna division.

o Stakeholders and Farmers training/workshop conducting with Private sectors involvement and

Individual enterprises development

o Consultancy support to farmers on Major crops cost benefit analysis (Potato, Rice, Pulses, Oils,

Vegetables, Fruits, Maize & Water melon etc.

o Consultancy on survey Private sectors partners involvement on Maize market development project,

EDGE, consulting Ltd.

o Project proposal developed for awarded implementation Agricultural, Agribusiness and nutrition

sensitive’s program that founded by USAID, world Bank, IFAD, DFID, AusAid and UN EC.

o Concept paper development on Agricultural based nutritional production, Value chain analysis and

Ensure Gender involvement with business planning and cost effective budget preparation with private

sector engagements

Key Consultancy and research experiences (2005 to 2015)

o Chars Livelihoods Programme baseline survey, August 10, 2006, MJSKS, Kurigram,

o Program design for the woven crafts value chain in Khulna Division, Lohagara, Batiaghata, and

Sarankhola, Khulna Bangladesh, March 28 - April 8, 2010

o RED, MIDPCR baseline survey, Noakhali & Laxmipur, April 23, 2010, iDE Bangladesh

o PROSHAR baseline survey, Khulna division, March 15, 2011, Khulna, Bangladesh

o Value chain analysis: Honey production and Apiculture, PROSHAR Program in Khulna, Bangladesh, April

22, 2011

o Value Chains Needs Assessment for Horticultural Crops, PROSHAR Program in Khulna, Bangladesh,

November 30, 2011

March 2014 -Sept 2015 “Upazila Project Coordinator” PROSHAR, ACDI/VOCA, Khulna

Key contributions:-

o Cultivate and maintain communications’ & relationships with key government stakeholder with private

company and Act as the Primary Point of Contact at the Upazila level for any field visits by PROSHAR

Headquarter staff, donors and other organizations interested to visit any of PROSHAR’s activities

o To support partners (Muslim Aid, iDE, HKI and WinMiaki, Innovation & EDGE consulting Ltd.) for quality

planning, budgeting and implementation of TOT/workshop/FFD meeting, grants distribution and social

mobilization activities through providing technical advice & coaching for achieved project objectives and

goal.

o Supervision and oversee administrative aspects of Upazila security monitoring and follow-up Review and

approve CFW related activities and labor payment via bKash mobile money (3.00 million USD)

pg. 79

o In general lead to micro-grant (2.5 million USD) purchase quality control, distribution plan develop and

ensure compliance issues at PROSHAR Lohagara, Narail.

o Lead and mobilize the PROSHAR team in Emergency (like cyclone-Mohasen) response in collaboration

with government administration and local government representatives.

o Provided timely technical inputs for monthly, quarterly & annual reports and perform any other tasks

assigned by the Supervisor from time to time and reason for jobs PROSHAR exit.

Nov 2012 to Mar 2014 “Economic Growth Program Coordinator” PROSHAR, ACDI/VOCA, Khulna

Key Contributions:-

o To support five partners for quality proposal writing, planning, budgeting and implementation of TOT/workshop/FFD meeting, grants distribution and social mobilization activities through providing technical advice & coaching for achieved project objectives and goal

o Provided technical assistance to on-farm and off farm production, market linkage through FBA with

women business networking, Master Trainer & educators, farmers, Partner’s colleagues’ and supervises.

o Assisted PROSHAR team in planning, designing and conducting training needs assessments of partner’s

staff for capacity development and Promoted to Upazila Project Coordinator position.

Nov 2010 to Nov 2012 “Agricultural Coordinator” PROSHAR, ACDI/VOCA, Khulna

Key contributions:-

o Participated and contribute to the PROSHAR baseline survey of the three targeted Upazila in the Khulna

Division and assisted farmer to farmer & local consultants Address agricultural production & post-

harvest handling and manage all agricultural activities including group formation, lead farmers & local

service provider’s identification, value chain analysis and facilitate training for farmers.

o Prepared training module on homestead garden, Rice, Maize, sesame, Mastered, Grass pea, Lentil &

fodder production and implement women-friendly & climate resilience agricultural production practices

o Provided timely technical inputs for value chain and subsector study, reports & analyze of product cost

benefit and promoted Economic Growth Program Coordinator position.

Aug 2009 - Oct 2010 “Business Development Manager” RED, MIDPCR, iDE, Noakhali

Key contributions:-

o To support partners for quality proposal writing, planning, budgeting and implementation of

TOT/workshop/FFD/meeting and social mobilization activities through providing technical advice &

coaching for achieved project objectives and goal.

o Lead and support monitoring & evaluation team with consultants for sector/subsector/value chain

assessment on Rice, Soybean, Grass pea, water melon and vegetables subsectors.

o Collaborations & communication with DAE, BARI, LGED, IFAD & private company for market based

solutions. Strengthened capacities of the inputs and output market actors on post harvest handling.

o Prepare monthly, seasonal & annual program reports with financial & operational as required by

Program Director/ Country Director.

Jul 2008-Aug 2009 “Enterprise Development Supervisor” Chars Livelihoods Program, Bangladesh.

Key contributions:-

pg. 80

o Supported to team effective planning, implementing & monitoring of project activities at field level

through technical support, coaching, teamwork & motivation to introduced different monitoring

checklists, formats and user guidelines to achieved project objectives.

o Assisted to field staffs farmers selection, train-up to established HHs slope & commercial fodder (Napier,

Para, and Jumbo) production at Chars land and sales fodder & Milk through collectors & collection point

for more prices of Dairy milk & fodder and also link to BRAC & PRAN chilling plant and post harvest

technique at northern Chars area.

o Developed and supported 28 Livestock Service Provider (LSP) and prepare reports on monthly, quarterly

& annual.

July 2006 - July 2008 “Agriculture Officer” Chars Livelihoods Program, MJSKS, Kurigram

Key contributions:-

o Beneficiaries selection, group formation, train-up and productive Asset ( vegetable Seed, Dairy Cow,

Beef cattle, Goat & Sheep) purchase through local Hat with beneficiary’s involvements.

o Trained participants enrolled and ensured input & technical support on homestead based year round

vegetable (Goyespur model), livestock, fodder production & consumption and also sales on Dairy milk,

fodder (Jumbo, Napier and Para) in northern Chars area.

April 2004 - June 2005 “Field supervisor (Nutrition)” NNP, BRAC Lalmonirhat

Key contributions:-

o Prepare Monthly, quarterly and annual Plan & beneficiaries selection for homestead garden and nursery

established

o Training and follow-up on selection of Nutrition Gardening women (NGW) & 100% Homestead

gardening establish using the Kalikapur model at beneficiaries level,

o Technical support to pest control using natural pesticides and low cost Irrigation methods and

promotion of households based health, hygiene and nutrition issues.

TRAINING/ WORKSHOP ATTEND

TOT on Proposal writing, financial services managements, institutional development & enterprises

development, 4 days

TOT on Value Chain Program Design: Promoting Market Based Solutions for MSMEs, 04 Days, AFE

Workshop on Gender Implementation, 02 days, ACDI/VOCA

TOT on Farming as a Business(FaaB) 3 days ACDI/VOCA

TOT on post harvest management 05 days, ACDI/VOCA

Workshop on USAID Environment Regulation 216, 02 days, ACDI/VOCA

Training on Baseline Survey and Data Collection from PROSHAR implementing area. 15 days, TANGO

Workshop on policy, compliance, procurement and operations, 3 days, ACDI/VOCA

TOT on Value Chain Development & Enterprises Management, 05 0days, iDE

pg. 81

TOT on M4C (Market for Chars) 5 days, Chars Livelihoods Program, GMark Consulting Ltd.

TOT on integration & facilitation of hygiene & nutrition behavioral change interventions, 5 days, CLP

EDUCATIONAL QUALIFICATIONS

ISLAMIC UNIVERSITY, Bangladesh (Master's in Nutritional Science & Food Technology) 2013-2015

BANGLADESH AGRICULTURAL UNIVERSITY,(Bachelor of Science in Agriculture –Honors)1997-2003

SKILLS

o Very motivated by any challenges meet to quick respond

o Team forming and team player,

o Experienced work with USAID founded program at coastal area.

o Excellent oral & written communication & interpersonal skill in Bangla Native and English fluent.

o Excellent computer operation on MS Word, Microsoft Excel, Power point, outlooks, Email & Internet.

o Able to drive motorbike with valid driving License KG 0002449 C.

PERSONAL DETAILS

Nationality : Bangladeshi by birth

Date of Birth : 1st October 1979

Marital Status : Married with 2 Daughter

REFERENCES

Nazbul H Khan

Team Leader,

Agro-inputs

IFDC, Mayanmar

Mobile # +880 1741 501132

Email#

[email protected]

Md. Nurul Amin

Director Program Operation

IDE-Bangladesh,

Gulshan-01, Dhaka-1212.

Mobile # +880 1711 404 295

Email #

[email protected]

Shymal Chandra Sarkar

Executive Director,

MJSKS, Ulipur, Kurigram,

Bangladesh.

Mobile # +880 1713 082151

Email#

[email protected]




pg. 82

ANNEX (03): Farmers interview questionnaire

Grameen Jono Unnayan Sangstha (GJUS), Bhola, Bangladesh “Increase Income of Farmer’s and Wage Employment through Mungbean and Aromatic Rice Production and Marketing from Commercial Farming” in Value Chain Development PACE Project, PKSF

(Ryb 2015 nB‡Z †g 2016 Bs Abyhvqx MZ eQ‡i gyM Wvj &I Avgb avb PvlKvix K„l‡Ki ‡eRjvBb Z_¨ msMÖn|)

ZvwiLt __ __/__ __/__ __ __ __

(w`b/gvm/eQi)

DËi `vZvi ‡KvW t

1. ¯^v¶vrKvixi cwiwPwZ:

¯^v¶vrKvixi bvgt

m`m¨ ( cÖ‡hvR¨ †¶‡Î √ w`b)t cyiyl / gwnjv

wcZv/¯vgxi bvgt

`‡ji aiYt ( √ w`b)t cyiyl / gwnjv / ‡hŠ_

MÖvgt

cwievi cÖavb wK ? ( √ w`b) cyiyl / gwnjv

BDwbqbt

cwievi cÖav‡bi mv‡_ m¤úK©t

Dc‡Rjvt

cwievi cÖav‡bi †ckvt

‡Rjvt

`j/ mwgwZi bvgt

¯^v¶vrKvixi †ckvt `j/ mwgwZ‡Z †hvM`v‡bi

ZvwiLt

¯^v¶vrKvixi cÖavb †ckv: mn‡hvMx ms ’vi bvgt wR‡RBDGm

2. cwiev‡ii m`m¨ msL¨vt

m`‡m¨i aiY cyiyl gwnjv ‡gvU

DcvR©b¶g cÖvß eq¯‹ m`m¨

DcvR©b K‡ibv Ggb cÖvß eq¯‹ m`m¨

DcvR©bKvix wkï- 18 eQ‡ii Kg

DcvR©b K‡ibv wkï- 18 eQ‡ii Kg

‡gvU

3. cwiev‡ii evwl©K Avq ( MZ GK eQ‡ii Ryb 2015- †g 2016 )

3.K. 2015/2016 mv‡ji Avq

Av‡qi Drm evwl©K Avq(UvKv) Av‡qi Drm evwl©K Avq (UvKv)

K„wl ‡cvwëª Ges cïcvjb

Avgb avb KzwUi wkí

gyM Wvj wiKmv/ †bŠKv

PvKzix kªg n‡Z AwR©Z Avq

w`b gRyi Ab¨vb¨ (¶z ª e¨emv, †`vKvb/†dwi)

gvQ aiv /gvQ Pvl wewfbœ Drm n‡Z ‡gvU Avq

3.L. 2015/2016 mv‡ji LiP LvZmg~n:

pg. 83

Li‡Pi LvZ mg~n Ryb 2015 - †g 2016 mv‡ji LiP LvZmgn UvKvq

Lv`¨ (wb‡Ri Lv`¨ Dscv`b e¨wZZ)

‡cvlvK

emZevox †givgZ

‡iv‡Mi wPwKsmv

avi cwi‡kva

wkÿv LvZ

Drcv`b LvZ/RxweKv

Ab¨vb¨ (D‡jø¨wLZ)

cwiev‡ii ‡gvU LiP

4. cwiev‡ii Rwgi Z_¨:

µwgK

bs

Rwgi aib †gvU Rwg (kZvs‡k)

1 Avgb avb Pvl †hvM¨ Rwg

2 gyM Wvj Pvl †hvM¨ Rwg

3 ‡gvU Pvl †hvM¨ Rwg

4 emrwfUv mn Ab¨vb¨

5 †gvU Rwg (3+4)

5. Rwg ev‡` Ab¨vb¨ m¤ú‡`i Z_¨:

6. dmj e¨e ’vcbvq AwfÁZv:

cÖvc¨Zv (AwZ mnR=1, mnR=2,mnR bq=3) AwfMg¨Zv (AwZ mnR=1, mnR=2,mnR bq=3)

¯’vbxq Ddkx nvBeªxW ¯’vbxq Ddkx nvBeªxW

Avgb avb

gyM Wvj

aiY msL¨v eZ©gvb g~j¨ (UvKvq) ‡gvU g~j¨ (UvKvq)

Uªv±i/cvIqvi wUjvi

Miæi Mvwo

‡bŠKv/ Uªjvi

wUDeI‡qj

AMfxi bjKzc

Mfxi bjKzc

k¨v‡jv/ ‡gwkb cvIqvi cv¤ú

cvIqvi cv¤ú

evB mvB‡Kj

gUi mvB‡Kj

wiKmv

f¨vb Mvwo

‡iwWI

wUwf

‡mjvB‡gwkb

evmb †Kvmb

¯^Y©vjsKvi

‡gvevBj

Ab¨vb¨

‡gvU g~j¨gvb UvKvq

pg. 84

7. DcKib µq

DcKi‡bi aiY DcKib µ‡qi ’vb

’vb (K…l‡Ki evox 1, ’vbxq evRvi 2, Dc‡Rjv evRvi 3) `yiyZ¡ (wK:wg:)

exR

Avgb avb

gyM Wvj

Mvi

Rxevby mvi

KxUbvkK/ Jla

Ab¨vb¨ (D‡jø¨L

Kiæb)

8. wKfv‡e Avcwb evRv‡ii Z_¨ cvb? (‡KvW eënvi Kiyb)

GjvKvi Z_¨ ‡KvW eënvi Kiæb (‡hvM‡evaK

1+2+4+8+16)

‡KvW

evRvi ì eÜz Ges AvZœxq-1, mn‡hvMx K…lK-2, DcKiY wWjvi

-4, DcKiY LyPiv we‡µZv-8, Ab¨vb¨-16 (D‡jøL

Kiæb)

c‡Yï cÖvc¨Zv

KvwiMwi Z_¨

9. Avcbvi GjvK&vi GB evRv‡i wK DcKib we‡µZv chv©ß Av‡Q? nu¨v/ bv -------

D³ evRv‡ii bvg: ---------------------------------------------

DcKib we‡µZvi aib Ges msL¨v KZ: †gvU DcKiY we‡µZvi msL¨v (GKB we‡µZv wewfbœ cY¨ weµq Ki‡Z

cv‡i)

µg DcKib we‡µZvi

aib

DcKib& Abyhvqx we‡µZvi msL¨v (1,2,3----)

exR (Avgb) gyM Wvj exR mvi KxUbvkK Ab¨vb¨

1. wWjvi

2. LyPiv we‡µZv

3. åvb¥gvb we‡µZv

4. Ab¨vb¨ (hw` _v‡K)

10. †mevcÖ`vbKvixi KvQ †_‡K Avcwb †mev Ges civgk© †c‡q _v‡Kb wK? (†KvW eënvi Kiyb)

‡mevi Drm (n¨v/bv) mš‘wói ch©vq (Lye fvj-1, ga¨g-2, Kg-3, bvB-

4 )

exR, KxUbvkK Ges mvi

we‡µZv

GbwRI

miKvwi

Ab¨vb¨ (hw` _v‡K)

11. cY¨ weµq?

weµ‡qi ’vb hvi wbKU weµq Kiv nq

c‡Yï aiY ¯’vb( K…l‡Ki evox, ¯’vbxq

evRvi, Dc‡Rjv evRvi -

-)

`yiyZ¡

(wK:wg:)

¯’vbxq

dwiqv

(n¨v/bv)

evB‡ii

e¨vcvix

(n¨v/bv)

‡nvj‡mjvi

(n¨v/bv)

Avor`vi

(n¨v/bv)

Ab¨vb¨

(n¨v/bv)

Avb

Wvj

pg. 85

12. Avcwb wKfv‡e evB‡ii evRv‡ii Z_¨ cvb? (†KvW eënvi Kiyb)

Z‡_ï ‡¶Î †KvW eënvi Ki‚b

(‡hvM‡evaK 1+2+4+8+16)

‡KvW

evRvi ì eÜz Ges AvZœxq-1, mn‡hvMx K…lK-2,

Drcv`b eëmvqx-4 †dvb mvwf©m- 8

Ab¨vb¨-16 (D‡jøL Kiæb)

‡µZvi mvg_©

evRvi

13. Avcbvi GB ’vbxq evRv‡i cb¨ µ‡qi Rb¨ wK ch©vß †µZv Av‡Q? n¨vu/ bv--- †µZvi aib Ges msL¨v wb‡¤œ D‡jøL

Kiæb

‡µZvi aib cÖvc¨msL¨v

Dwiqv

¯’vbxq e¨vcvix

`y‡ii e¨vcvix

cvBKvi

Avor`vi

Ab¨vb¨

14. DcKib µ‡qi †¶‡Î wK wK evavi mb¥~Lxb nb?

DcKib µq Z`vbymv‡i gvb D‡jøL Kiæb (eo mg¨m¨v n‡Z †QvU 1, 2, 3,

4, 5, 6, 7----------

K. A_©vfve

L. ch©vß DcKiY mieivn Kg

M. D‛P g~j¨

N. ’vbxqfv‡e cÖvc¨Mvgx bq

O. mwVK gv‡bi DcKiY wbe©vP‡bi †¶‡Î cÖwk¶‡Yi mnvqZvi

Afve

P. K…lK‡ì g‡a¨ H‡Kï Afve

Q.Ab¨vb¨ (D‡jø¨L Kiæb)

15. DcKib wewµi †¶‡Î wK wK evavi mb¥~Lxb nb?

DcKib weµq Z`vbymv‡i gvb D‡jøL Kiæb (eo mg¨m¨v n‡Z †QvU 1, 2, 3,

4, 5, 6, 7 ----

K. D‛P cwienb g~j¨

L. †Kvb evRvi bvB

M. ch©vß †µZvi Afve

N. ¸`vgRvZ myweav †bB weavq ¸YMZ wbgœgvb

O.weµq m¤úwK©Z Z_¨ cvIqv hvq bv

P.K…lK‡ì g‡a¨ A‰bK¨

Q. Ab¨vb¨

15.1 Drcv`b msµvšÍ Z_¨t

dm‡ji bvg Rwgi cwigvb

kZK

‡gvU Drcv`b

‡KwR

‡gvU weµ‡qi cwigvb

†KwR

cÖwZ †KwRi Ì UvKv ‡gvU wewµi UvKv

myMwÜ Avgb

avb

gyMWvj

pg. 86

‡gvU

16. Kg©‡¶Î m„w÷i my‡hvM (ïay Avgb avb &I gyM Wvj):

16.1 K…wl Drcv`‡bi †¶‡Î Avcbvi cwiev‡ii †KD mnvqZv K‡ib? ----- (n¨vu/bv) | hw` n¨vu nq KZRb ------ - KZw`b ---

--------

16.2 Avcwb wK K…wl Drcv`‡bi †¶‡Î AwZwi³ kªwgK wb‡qvM K‡ib? ----(n¨vu/bv)|

hw` n¨vu nq KZRb ---- ------KZw`b ------------- cÖwZ R‡bi LiP KZ? gwnjv&------------------ Icyiæl (UvKvq--------------

----------

17. Avcwb wK †Kvb mwgwZ/ms ’v/ G‡mvwm‡qkb/ cÖ‡R± Gi m`m¨ ? ------------- (n¨vu/bv)|hw` n¨vu nq Z‡e Zvi bvg ----------

--

Avcwb H mg — cÖwZôvb †_‡K †Kvb ai‡bi †mev †c‡q _v‡Kb? Avw_©K/m¦v¯’ &I cywó/ cÖwkÿY/Ab¨vb¨ D‡jøL Kiæb------

17.1 Avcwb wK gyMWvj I myMwÜ avb Pvl, G msµvšÍ eëmv, wecbb I evRvi eë ’vi Dci †Kvb cÖwkÿY †c‡q‡Qb? (n¨vu /

bv)

17.2 Avcwb gyMWvj Pv‡l AbyRxe mvi eënvi K‡ib? (n¨vu ----- /------ bv) &I D‛P djbkxj exR (wUK w`b) -evwi-4 /

evwi-5 / evwi-6 / exbv RvZ / Ab¨ †Kvb DbœZ Rv‡Zi exR eënvi Ki‡j Zv ejyb---

17.3 Avcwb wK myMwÜ avb Pv‡l DbœZ Rv‡Zi exR ( weª avb-34 / weª avb-37 / weª avb-38 / weª avb-70 / webv avb-9 / †`kx

avb exR ) ‡KvbwU eënvi K‡ib Zv wUK w`b|

18. mvwe©K ch©‡eÿb mg~n (Wvj &I avb Pvl m¤ú‡K©) :

19. Z_¨ msMÖnKvix KZ©„K cwij¶xZ cÖavb welq¸‡jv wK?

Z_¨ msMÖnKvixi bvg: Z_¨ hvPvBKvixi bvg :

¯^v¶i: ¯^vÿi:

ZvwiL: ZvwiL:

pg. 87

ANNEX (04): Input market actors questionnaire

Grameen Jono Unnayan Sangstha (GJUS), Bhola, Bangladesh

“Increase income of farmer's and wage employment through Mungbean and

Aromatic Rice production and marketing from commercial farming "in value chain

development, PACE project, PKSF.

ZvwiLt __ __/__ __/__ __ __ __ (w`b/gvm/eQi) DËi `vZvi ‡KvW t

1. bvg I †hvMv‡hvM msµvšÍ Z_¨t

1.1 DËi `vZvi bvg t 1.2 eqm t

1.3 wcZvi bvgt 1.4 wk¶vMZ †hvM¨Zv t

1.5 ‡gvevBj b¤i t

1.6 †Rjv t 1.7 Dc‡Rjvt

1.8 BDwbqbt 1.9 MÖvgt

1.10 ‡`vKv‡bi aibt LyPiv/ cvBKvix

1.11 ‡`vKv‡bi wVKvbv t

2. Avcwb KZ eQi a‡i K…wl DcKi‡Yi e¨emv Ki‡Qb? eQi

3. Avcwb Avcbvi †`vKv‡b wb¤œwjwLZ wK wK ai‡Yi K…wl DcKiY wewµ K‡ib? nu¨v-1 bv-2

3.1 myMwÜ avb exR

3.2 gyM Wvj exR

3.3 ‣Re mvi

pg. 88

3.4 ivmvqwbK mvi

3.5 ¶z`ª Dcv`vb (gvB‡µvwbDwUª‡q›U) †hgb `¯—v/wRsK, †evib, mvjdvi

3.6 Rxevby mvi (B‡bvK~jvg)

3.7 evjvBbvkK/Jla

3.8 Ab¨vb¨ (wbw`©ó Kiæb)

4.1 Avcwb eQ‡i M‡o KZ Rb K…l‡Ki Kv‡Q K…wl

DcKiY weµq K‡ib?

1. wba©vwiZ/evÜv/evKxi

LvZv

‡gvU

.........Rb

`wi`ª

........%

AwZ`wi`ª

........%

2. Awba©vwiZ (ev bZzb) ‡gvU

.........Rb

`wi`ª

........%

AwZ`wi`ª

........%

4.2 Avcbvi L‡Ïi‡ì gv‡S KZ Rb wb‡¤œi k‡mï Rb¨ DcKib wK‡b e‡j Avcwb g‡b K‡ib?

myMwÜ avb KZ Rb

gyM KZ Rb

5. Avcwb Avcbvi †`vKv‡b ‡Kvb ‡Kvb †Kv¤úvbxi wb¤œwjwLZ DcKib wewµ K‡ib?

µz

bs

‡Kv¤úvwbi bvg

nu¨v A_ev bv D‡jøL Kiæb

c‡Yï gvb c‡Yï mnRjf¨Zv c‡Yï RbwcÖqZv

fvj-

1

†gvUvgyw

U-2

g›`

-3

mnRjf¨

-1

mnRjf

¨ bq-2

RbwcÖq

-1

RbwcÖ

q bq-

2 ex

R

evjvBbvk

K

gv&B‡µv-

wbDwUª‡q›U

1.

we.G.wW.wm

2.

G wm AvB

3.

‡mg‡Kv/ bvd‡Kv

4.

‡c‡UªvK¨vg

5.

A‡Uvµc †Kqvi

6.

jvj Zxi

pg. 89

7.

wmb‡RbUv

8.

‡MU‡Kv

9.

Bmcvnvbx

10. mywcÖg

11. eªvK

12. cÙv

13. evqviµc

14. Avjdv

15. ¯‥qvi

16 Ab¨vb¨

6. Avcwb fvj K…wl DcKiY wewµ Ges e¨envi m¤ú‡K©

†Kvb cÖwk¶Y ev Z_¨ †c‡q‡Qb wK?

nu¨v

bv

6.1 nu¨v n‡j ‡Kvb mv‡j 2014/ 2015/ 2016 Bs

6.2

KZ evi 1) 2014 ................. evi

2) 2015 ................. evi

3) 2016 ................. evi

6.3 ‡Kvb †Kvb dm‡ji Dci (GKvwaK DËi cÖ‡hvR¨) 1) 2014 2) 2015 3) 2016

Avgb

gyM

Ab¨vb¨

7. cÖwk¶Y †c‡q Avcwb mš‘ó wK bv? mš‘ó-1

‡gvUvgywU mš‘ó-2

pg. 90

mš‘ó bv-3

8. cÖwk¶‡bi D‡jøL‡hvM¨ bZzb wk¶bxq welq¸‡jv wK wK wQj? 1, 2, 3, 4, 5, 6......BZ¨vw` µg w`‡q mvRv&I

8.1 c‡Yï gvb m¤^‡Ü

8.2 cY¨ eënv‡ii gvÎv / dm‡ji †ÿ‡Z cÖ‡qvM m¤ú‡K©

8.3 wbw`ó dm‡ji Pvlvev` m¤‡Ü

8.4 evjvBbvkK eënv‡ii mZK©Zv m¤‡Ü

8.5 cÖvK…wZK `y‡hv©‡Mi mgq Kibxq m¤ú‡K©

8.6 Ab¨vb¨

9. LyPiv DcKib we‡µZvi K…l‡Ki mv‡_ Af¨vm Gi cwieZ©b MZ GK eQ‡ii

9.1

cÖwk¶Y ‡_‡K hv wk‡L‡Qb Zv †_‡K K„l‡ì

civgk© †`b?

nu¨v -1

bv -2

9.2 ‡Kvb dm‡ji civgk© w`‡q‡Qb? (GKvwaK DËi

cÖ‡hvR¨)

myMwÜ avb-1

gyM Wvj-2

Ab¨vb¨ -3

9.3 Avcwb wKfv‡e K…lK‡K civgk© w`‡q _v‡Kb? weµ‡qi mgq-1

e¨w³MZfv‡e (G‡K G‡K) K‡i †hvMv‡hvM K‡i-2

K…lK Rvb‡Z PvB‡j-3

MÖyc G wM‡q/ wgwUs G wM‡q-4

Ab¨vb¨-5

9.4 civgk© †Ìqvi d‡j Avcbvi wK jvf n‡q‡Q? Kvógvi/L‡Ïi Gi msL¨v e„w× †c‡q‡Q-1

‡ekx cwigv‡b wewµ n‡q‡Q -2

Ab¨vb¨ --3

9.4.1 KZRb †µZv e„w× †c‡q‡Q? Rb

9.4.2 KZfvM weµq e„w× †c‡q‡Q? % kZKiv

pg. 91

10. Ávb m¤cwK©Z Z_¨ / Knowledge level (GKvwaK DËi cÖ‡hvR¨)

Ávb m¤cwK©Z cªkœ mg~‡ni myMwÜ avb gyM Wvj Ab¨vb¨

km¨ wba©viY K‡i †KvW Ki‚b 01 02 03

10.1 wewfbœ& k‡m¨ Rb¨ QÎvK bvkK Gi bvg ejyb

10.2 ‡Kvb †Kv¤úvwbi cb¨ †ekx wKb‡Z civgk© †`b

K‡ib

10.3 GKwU K‡i †iv‡Mi bvg ejyb

10.4 ‡iv‡Mi wPwKrmv ejyb

10.5 ‡evib w`‡j wK jvf nq

10.6 ‡m‡Pi Dchy³ mgq

11. Avcwb wK evKx‡Z cY¨ weµq K‡ib

nu¨v -1

bv-2

12. Avcwb Kxfv‡e Pvlvev` c×wZ ev DcKiY m¤ú‡K© Z_¨ †c‡q _v‡Kb? nu¨v-1 bv-2

12.1 ‡Kv¤úvbxi weµq cÖwZwbwai Kv‡Q

12.2 ‡Kv¤úvbxi wgwUs Gi gva¨‡g

12.3 ‡iwWI, †Uwjwfkb ev Le‡ii KvM‡Ri Gi gva¨‡g

12.4 ¯’vbxq K…wl Awdm/ eøK mycvifvBRvi (weGm)/Dc-mnKvix K…wl Kg©KZ©vi KvQ ‡_‡K

12.5 Ab¨vb¨ LyPiv we‡µZvi mv‡_ Av‡jvPbv K‡i

12.6 wWjvi/cvBKvix we‡µZv‡`i mv‡_ Av‡jvPbv K‡i

12.7 ‡cv÷vi, wjd‡jU ev K¨v‡¤úBb Gi gva¨‡g

12.8 Ab¨vb¨ (wbw`©ó Kiæb)

Z_¨ msMÖnKvixi bvg ,¯vÿi I ZvwiL Z_¨ hvPvB Kvixi bvg ,¯vÿi I ZvwiL:

pg. 92

ANNEX (05): Output market actors questionnaire






1. bvg I †hvMv‡hvM msµvšÍ Z_¨t

1.1 DËi `vZvi bvg t 1.4 eqm t

1.2 wcZvi bvgt 1.5 wkÿvMZ †hvM¨Zv t

1.3 ‡gvevBj b¤i t

1.6 †Rjv t 1.7 Dc‡Rjv t

1.8 BDwbqbt 1.9 MÖvgt

1.10 eëmvi aib t

1.11 ‡`vKv‡bi wVKvbv

(hw` _v‡K) t

2.0 Avcwb KZ eQi a‡i K…wl dmj/km¨ µ‡qi eëmv Ki‡Qb? .................ফছর

3.0 cÖavbZ †Kvb †Kvb dmj/ km¨ µq K‡ib?

3.1 GK †g․my‡g mvavibZ KZ R‡bi Kv‡Q †_‡K µq K‡ib?

3.2 Gi gv‡S `wi ª I nZ`wi ª K…lK KZ fvM?

4.0 dmj DËjb I evRviRvZKiY m¤ú‡K© Avcwb †Kvb cÖwkÿb ev

Z_¨ ev civgk© cvb wK?

nu¨v -1

bv-2

4.1 DËi nu¨v n‡j Kv‡ì mswkøóZvq ev †K w`‡qwQj bvg wK?

pg. 93

4.2 ক োন পসলের উর Z_¨ †c‡q‡Qb? কত বার Z_¨ †c‡q‡Qb?

myMwÜ ধোন (nu¨v = 1/ bv = 2) ............evi

gyM Wvj (nu¨v = 1/ bv = 2) ............evi

Ab¨vb¨ (nu¨v = 1/ bv = 2) ............evi

4.3 cÖwkÿb ev Z_¨ ev civgk© কলে আনন সনতষট ন নো? mš‘ó -1

‡gvUvgywU mš‘ó-2

mš‘ó bv-3

5. ‡UªWv‡ii AvPvib cwieZ©‡bi welq mg~n (Avgb/myMwÜ avb &I gyM Wvj)

5.1 cÖwkÿb ‡_‡K hv wk‡L‡Qb Zv K„lK‡ì civgk© †`b? (nu¨v=1, bv=2)

5.2 Avcwb wK fv‡e K…lK‡K civgk© w`‡q _v‡Kb?

µ‡qi mgq-1

e¨w³MZ fv‡e (G‡K G‡K) K‡i †hvMv‡hvM K‡i -2

K…lK Rvb‡Z PvB‡j-3

MÖyc G wM‡q/ wgwUs G wM‡q-4

gv‡V wM‡q-5

Ab¨vb¨ (উলেখ রন)-6

5.3 civgk© †Ìqvi d‡j Avcbvi wK jvf n‡q‡Q?

we‡µZvi Gi msL¨v e„w× †c‡q‡Q-1

mn‡R fvj gv‡bi kl¨ cvIqv hvq-2

‡ewk`v‡g wK‡bI †ewk jv‡f wewµ Kiv hvq-3

eo †Kv¤úwbi/‡µZvi Kv‡Q wewµ Kiv hvq-4

Ab¨vb¨ (উলেখ রন)-5

5.4 we‡µZv‡ì msL¨v KZ Rb e„w× †c‡q‡Q? _____ জন

5.5 fvj gvb e„w× †c‡q‡Q KZ fvM? _____ kZKiv (% )

pg. 94

6.1 2015 &I 2016 mv‡ji e¨emvi Z_¨t (Avgb avb)

‡gvU µqK…Z cwigvY KuvPv †KwR-----

‡gvU µqK…Z cwigvY ïK‡bv †KwR-------

cÖwZ gY `vg KuvPv (‡Kbvi mgq) UvKv------

cÖwZ gY `vg ïK‡bv (‡Kbvi mgq) UvKv-------

cÖwZ gY `vg KuvPv (‡ePvi mgq) UvKv------

cÖwZ gY `vg ïK‡bv (‡ePvi mgq) UvKv--------

cÖwZ gY KuvPv AvbymvwMK LiP UvKv-----

cÖwZ gY ïK‡bv AvbymvwMK LiP UvKv-------

cÖwZ g‡Y jvf KuvPv

UvKv------

cÖwZ g‡Y jvf ïK‡bv

UvKv------

6.2 2015 &I 2016 mv‡ji e¨emvi Z_¨t (gyM Wvj)

‡gvU µqK…Z cwigvY KuvPv †KwR-----

‡gvU µqK…Z cwigvY ïK‡bv †KwR-----

cÖwZ gY `vg KuvPv (‡Kbvi mgq) UvKv-----

cÖwZ gY `vg ïK‡bv (‡Kbvi mgq) UvKv-----

cÖwZ gY `vg KuvPv (‡ePvi mgq) UvKv-----

cÖwZ gY `vg ïK‡bv (‡ePvi mgq) UvKv-------

cÖwZ gY KuvPv AvbymvwMK LiP UvKv--------

cÖwZ gY ïK‡bv AvbymvwMK LiP UvKv--------

cÖwZ g‡Y jvf KuvPv

UvKv-----

cÖwZ g‡Y jvf ïK‡bv

UvKv--------

Z_¨ msMÖnKvixi bvg ,¯vÿi I ZvwiL :

Z_¨ hvPvB Kvixi bvg ,¯vÿi I ZvwiL:

pg. 95

ANNEX (06): K„l‡Ki gyM Wv‡ji Drcv`b LiP I jvf-ÿwZ (Cost-Benefit Analysis)

wb¤œwjwLZ Z_¨ mgyn †iKW© Kizb GK eQ‡ii (Ryb 2015 nB‡Z †g 2016 Bs Abyhvqx)

(Ryb 2015 nB‡Z †g 2016 Bs Abyhvqx MZ eQ‡i gyM Wvj &I myMwÜ avb PvlKvix K„l‡Ki ‡eRjvBb Z_¨ msMÖn|)


¯^v¶vrKvixi bvgt MÖvg:

BDwbqb: Dc‡Rjv:

µwgK bs Li‡Pi aib 2015-2016

1. Rwg ‰Zwii &I exR eve` LiP †gvU cwigvY (bs/weNv/ ‡KwR) g~j¨ (UvKv )

K Rwgi LiP (wjR g~j¨)

L Pvl/ jv½‡ji LiP

M exR (‡KwR)

N †gvU LiP


2. mvi &I gvB‡µv-wbDwUª‡q›U LiP ‡gvU cwigvY †KwR g~j¨ (UvKv)

K BDwiqv mvi

L wUGmwc mvi

M wWGwc mvi

N cUvk ev GgIwc mvi

O wRcmvg (gvB‡µv-wbDwUª‡q›U)

P wRsK (gvB‡µv-wbDwUª‡q›U)

Q Kg‡cvó/‡Mvei

R mvjdvi/w_IwfU (gvB‡µv-wbDwUª‡q›U)

S ‡evib (gvB‡µv-wbDwUª‡q›U)

Â Rxevbymvi

Z wgkª mvi ev Ab¨vb¨

_ †gvU mvi LiP UvKv


3. ‡ivM-evjvB ‡_‡K dmj‡K iÿv Kiv LiP ‡gvU cwigvY (†KwR/wj:) g~j¨ (UvKv)

K AvMvQv `g‡b wel e¨envi

L evjvBbvkK e¨envi

M †gvU LiP

µwgK bs Li‡Pi aib 2015-2016 4. kªwgK ev‡` Ab¨vb¨ LiP ‡gvU cwigvY (bs/weNv/ gb--) g~j¨ UvKv

K ‡mP (KZ evi)

L gRy`KiY (e Ív, †Wvj,----)

M cwienb (f¨vb, †Nvovi Mvox, bwQgb, BZ¨vw`)

N gyM Wvj gvovB

O ïKv‡bv (cwjw_b, †bU, wÎcj) LiP

pg. 96

P dmj wewµi ‡Uvj ev LvRbv

Q Ab¨vb¨ LiP (hw` _v‡K)

R †gvU LiP


5. kÖwgK cwigvb /msL¨v

cyiæl (w`b) bvix (w`b) ‡gvU kÖwgK µq g~j¨ UvKv

( ’vbxq kÖg `i Abyhvqx) wb‡Ri µq wb‡Ri µq

K Rwg •Zix/ exR ecb

L wbovbx &I cwienb kÖwgK

M dmj D‡Ëvjb/msMÖn

N

D‡Ëvjb cieZ©x Kvh©µg

(gvovBKib/ïKv‡bv/ c¨v‡KURvZ KiY/

gRy`KiY----)

O Ab¨vb¨ (wbw`©ó Kiæb)

P

‡gvU kªwgK LiP

µwgK bs dj‡bi weeib 2015-2016

6. Drcv`b/djb I `vg ‡gvU cwigvb (‡KwR) cÖwZ ‡KwR g~~j¨ UvKv ‡gvU gyj¨ UvKv

K

wb‡Riv †fvM

K‡ib/ weZib/

cvwikÖwgK

KvuPv

ïKbv

L gRy`

KvuPv

ïKbv

M ‡gvU weµq

KvuPv

ïKbv

N

‡gvU Drcv`b

(K+L+M)

KvuPv

ïKbv

µwgK

bs

gyM Wvj

2015-2016

6.

K. †gvU Drcv`b LiP

UvKv (1+2+3+4+5--)

L. ‡gvU djb ‡KwR

M. †gvU dj‡bi wewµ g~j¨

UvKv

N. jvf =(‡gvU Drcv`b

LiP- †gvU dj‡bi wewµ

g~j¨)

pg. 97

ANNEX (07): K…l‡Ki myMwÜ avv‡bi Drcv`b LiP I jvf-ÿwZ (Cost-Benefit Analysis)

wb¤œwjwLZ Z_¨ mgyn †iKW© Kizb MZ GK eQ‡ii (Ryb 2015 nB‡Z †g 2016 Bs Abyhvqx)

(Ryb 2015 nB‡Z †g 2016 Bs Abyhvqx MZ eQ‡i gyM Wvj &I myMwÜ avb PvlKvix K„l‡Ki ‡eRjvBb Z_¨ msMÖn|)


¯^v¶vrKvixi bvgt MÖvg:

BDwbqb: Dc‡Rjv:


1. Rwg ‰Zwii &I exR eve` LiP ‡gvU cwigvY (bs/weNv/ ‡KwR) g~j¨ (UvKv )

K Rwgi LiP (wjR g~j¨)

L Pvl/ jv½‡ji LiP

M exR (‡KwR)

N †gvU LiP


2. mvi &I gvB‡µv-wbDwUª‡q›U LiP ‡gvU cwigvY (†KwR/wj:) g~j¨ (UvKv)

K BDwiqv mvi

L wUGmwc mvi

M wWGwc mvi

N cUvk ev GgIwc mvi

O wRcmvg gvB‡µv-wbDwUª‡q›U

P wRsK gvB‡µv-wbDwUª‡q›U

Q Kg‡cvó/‡Mvei

R mvjdvi/w_IwfU gvB‡µv-wbDwUª‡q›U

S ‡evib gvB‡µv-wbDwUª‡q›U

Â Rxevbymvi

Z wgkª mvi ev Ab¨vb¨

_ †gvU mvi LiP UvKv


3.

‡ivM-evjvB ‡_‡K dmj‡K iÿv Kiv

LiP

‡gvU cwigvY (†KwR/wj:) g~j¨ UvKv

K AvMvQv `g‡b wel e¨envi

L evjvBbvkK e¨envi

M †gvU LiP

4. kªwgK ev‡` Ab¨vb¨ LiP ‡gvU cwigvY (bs/weNv/ ‡KwR) g~j¨ UvKv


K ‡mP (KZ evi)

L gRy`KiY (e¯Ív, †Wvj,----)

M cwienb (f¨vb, †Nvovi Mvox, bwQgb,

pg. 98

BZ¨vw`)

N avb gvovB

O ïKv‡bv (cwjw_b, †bU, wÎcj) LiP

P dmj wewµi ‡Uvj ev LvRbv

R †gvU LiP

µwgK

bs

Li‡Pi aib 2015-2016

5. kÖwgK cwigvb /msL¨v

cyiæl (w`b) bvix (w`b) ‡gvU kÖwgK µq g~j¨ UvKv

( ’vbxq kÖg `i Abyhvqx) wb‡Ri µq wb‡Ri µq

K Rwg •Zix/ exR ecb

L wbovbx &I cwienb (kÖwgK)

M dmj D‡Ëvjb/msMÖn

N

D‡Ëvjb cieZ©x Kvh©µg

(gvovBKib/ïKv‡bv/ c¨v‡KURvZKiY/

gRy`KiY----)

O Ab¨vb¨ (wbw`©ó Kiæb)

P ‡gvU kªwgK LiP

µwgK

bs

dj‡bi weeib 2015-2016

6. Drcv`b/djb I `vg ‡gvU cwigvb (‡KwR) cÖwZ ‡KwR g~~j¨ UvKv ‡gvU gyj¨ UvKv

K

wb‡Riv †fvM

K‡ib/ weZib/

cvwikÖwgK

KvuPv

ïKbv

L gRy`

KvuPv

ïKbv

M ‡gvU weµq

KvuPv

ïKbv

N

‡gvU Drcv`b

(K+L+M)

KvuPv

ïKbv

µwgK

bs

Avgb avb

2015-2016

6.

K. †gvU Drcv`b LiP

UvKv (1+2+3+4+5)

L. ‡gvU djb (‡KwR)

M. †gvU dj‡bi wewµ g~j¨

(UvKv)

N. jvf =(‡gvU Drcv`b

LiP- †gvU dj‡bi wewµ

g~j¨)

pg. 99

Annex (08): PPI score card for farmers


ZvwiLt (w`b/gvm/eQi) DËi `vZvi ‡KvW t

¯^v¶vrKvixi bvgt MÖvg: BDwbqb:

Dc‡Rjv: ‡Rjv: `‡ji bvg:

K…l‡Ki ªvwi`ª¨ gvcvi wb‡ ©kK (PPI) dg©wU wb‡ ©kK Abyhvqx kZK©Zvi mwnZ wUK gvK© Ki|

µt bs wb‡ ©kK DËi gvK© Kiæb c‡q›U cÖvß †¯‹vi

1

Lvbvq 12 eQi ev Zvi †P‡q Kg eqmx m`m¨ msL¨v

A 3 Rb ev Z‡ZvwaK 0

B 2 Rb 10

C 1 Rb 16

D bvB 29

2

Lvbvi 6-12 eQi eqmx me m`m¨ wK eZ©gv‡b ¯‥z‡j

hvq?

A bv 0

B 6-12 eQ‡ii †Kvb wkï bvB 3

C nu¨v 6

3

MZ eQ‡i Lvbvi †Kvb m`m¨ wK w`b gRy‡ii KvR

K‡i‡Q ?

A nu¨v 0

B bv 8

4

Lvbvq emev‡mi Rb¨ K‡Zv¸‡jv Kÿ Av‡Q ? (eëmvi

Kv‡R eëüZ Ni ev‡`)

A 1 wU 0

B 2 wU 3

C 3 ev Zvi †P‡q †ekx 5

5 Lvbvi emevm K…Z N‡ii cÖavb †Ìqvj wK w`‡q •Zix?

A kb/Lo/euvk/Ab¨vb¨ 0

B gvwU/wUb/KvV 2

C BU/wm‡g›U 9

6 Lvbvq †Kvb †Uwjwfkb Av‡Q wK?

A bv 0

B nu¨v 7

7 Lvbvq K‡Zv¸wj d¨vb Av‡Q?

A bvB 0

B 1 wU 4

C 2 ev Z‡ZvwaK 7

8 Lvbvq K‡Zv¸wj ‡gvevBj †dvb Av‡Q?

A bvB 0

B 1 wU 8

C 2 ev Z‡ZvwaK 15

9

Lvbvq ‡Kvb evB-mvB‡Kj, gUi mvB‡Kj ev Mvox Av‡Q

wK?

A bv 0

B nu¨v 4

10

Lvbvq wK 51 ev Gi ‡ekx kZK Avev`‡hvM¨ Rwg

Av‡Q? (wbR¯^/eM©v/wjR/eÜK †`qv ev †bqv wKš‘y emZ

wfUv ev‡`)

A bv 0

B nu v 7

Note: This PPI was created in March 2013, based on data from 2010. For more information about the PPI, please visit www.progressoutofpoverty.org

http://www.progressoutofpoverty.org/

pg. 100

ANNEX (09): DAE from secondary data on Aromatic/amon rice and mungbean

Checklist for Questionnaire for UAO/AEO of respective Upazila’s in Bhola District.

1. Contact Details (DAE Office, Name & Contact # of UAO/AEO

2. Total cultivable land and agriculture HHs in Upazila

3. Total Aman Rice cultivable land and HHs in Upazila and specific union if possible

4. Total Mungbean cultivable land and HHs in Upazila and specific union if possible

5. Same question(Q 2, Q3, Q4) for respective two Unions (If possible)

6. Value Chains of Amon and Mungbean (from production to consume) in Upazila

7. Average production cost, yield, price, profit of both Aromatic rice and Mungbean per Bigha (33

Decimals)

8. Service from DAE on these two crops

9. Problems on these two crop sectors

10. Opportunity of the sectors

11. Seed available of HYV Aromatic rice and Mungbean

12. Government any inputs support/ project/ on Aromatic rice and Mungbean

13. Recommended variety of this specific union or Upazilla on Aromaric rice and Mungbean

pg. 101

ANNEX (10): FGD questionnaire





Data collection from June 2015 to May 2016

Input Market:

1. Have you purchase any agricultural inputs (fertilizers, seeds, pesticides & micronutrients etc.) from input

sellers for Amon and Mungbean cultivation?

Agricultural inputs Amon Mungbean

Fertilizers

Seeds

Pesticides

Micronutrients

2. With how many input retailers, do you contact?

3. Have you purchase these inputs in credit or paying? (Yes/ No) If in credit, what are the norms?

Norms of Credit:

4. Is they provide any information like improved cultivation practices, quality of input, application and dose

according to your demand/ need? (Yes/ No)

Information’s on Amon Mungbean

Improved cultivation practices

Quality of input

Application

Doses

5. What is the benefit if they provide information?

6. Do you purchase these inputs (fertilizers, seeds, pesticides & micronutrients etc.) individually or in group?

(Yes/ No)

7. What is the benefit if you purchase in group?

8. Is there any possibility for bulk buying of agricultural inputs? (Yes/ No) Mention the reasons.

9. Have you buy any agricultural inputs (fertilizers, seeds, pesticides & micronutrients etc.) from input sellers

in this month? (Yes/ No)

pg. 102

Fertilizers Seeds Pesticides Micronutrients

Output Market:

1. Have you sale agricultural products (Amon & Mungbean) to traders? If yes, mention the volume and its

price?

Items Amon Mungbean

Volume

Price

2. With how many traders, do you contact?

3. Have you sale product on credit? (Yes/ No) What is the norms?

Norms of credit:

4. Is they provide any information like improved post-harvest techniques according to your demand/ need?

(Yes/ No)

5. What is the benefit if they provide information?

6. Do you sale product individually or in group? (Yes/ No)

7. What is the benefit if you sale in group?

8. Is there any possibility for group marketing of your products? (Yes/ No) Mention the reasons.

9. Have you sale any agricultural products to traders in this month? If yes, mention the volume and its price?

Items Name of crop……………….. Name of crop………………..

Volume

Price

Communication:

1. Have you communicate with any service providers (input market actors, output market actors, SAAO) in

last three months? (Yes/ No)

Input Market Actors Output Market Actors SAAO/ DAE

pg. 103

2. If, you communicate with them, then how many times, how (over phone, direct communication, meeting

etc.) and why?

Particulars Input Market Actors Output Market Actors SAAO/ DAE

How many times

Over Phone

Direct communications

Meetings

Reasons

3. Are you satisfied with their services? If not, why?

Satisfaction Categories Input Market Actors Output Market Actors SAAO/ DAE

Not Satisfied

Satisfied

Highly Satisfied

If not, specify reasons

pg. 104

ANNEX (11): Timelines

Grameen Jano Unnayan Sangstha(GJUS)

Altajer Rahman Road, Char Noabad, Bhola PACE Project, Mung Bean & Arometic Rice Value Chain development, PKSF

Baseline Survey Activities timelines

SL #

Acitivity Sept

29-30 Oct

01-03 Oct

04-08 Oct

09-25 Oct

26-30 Nov 01-05

Nov 06-09

Nov 09-15

1 Recruitment of Enumerators

2 Questionnaire develop and share

3 Planning & distribution

4 Questionnaire field test and Orientation of enumerators & staffs

5 Field Data Collection, KII, IDI, FGD with Gov. & private actors

6 Data Entry

7 Data Cleaning

8 Analysis

9 Draft report

10 Sharing

11 Feedback Final Report

pg. 105

ANNEX (13): workplan

Grameen Jano Unnayan Sangstha(GJUS)


Day wise work plan & timelines for Baseline Survey

Numbrer of Day

Acitivities Sept

29-30 Oct

01-03 Oct

04-08 Oct

09-25 Oct

26-30 Nov 01-05

Nov 06-09

Nov 09-15

01st to 02nd Day

Recruitment of Enumerators

03th to 06th Day

Questionnaire develop and share

07th to 08th Day

Questionnaire field test and Orientation of enumerators & staffs

09th to 23rd Day

Field Data Collection, KII, IDI, FGD with Gov. & private actors

24th to 27th Day

Data Entry

28th to 30th Day

Data Cleaning, Analysis and report

31th to 34th Day

Draft report preparation and sharing

35th to 38th Day

Comments address and final report submitted to GJUS, Bhola

pg. 106

ANNEX (12): Data collection schedule

Grameen Jano Unnayan Sangstha (GJUS)


Baseline survey Data collection schedule

Date

Name of

District

Name of

Upazilla

# of farmers

Sample size of survey Responsi

ble Persons

name with

mobile #

Supervision & KII, IDI & FGD with Gov. and

Private actors

Remark

total sample #

# of FGDs

# of cost

benefit (Mungbean

+Rice)

# of PPI

# of KII

# of IDI

(inputs

+outputs)

09 Oct to 25 Oct

Bhola

Bhola

Sadar 1600 81 4 20

15

1 4 Mahabub 0171473

8217

Consultant

Daulotk

han 800 40 2 10

10

1 4 Atikur

01710295740

Consultant

Borhanu

ddin 1600 81 2 20

10

1 4 Ghasan

01714669116

Consultant

Lalmoh

on 1600 81 2 20

10

1 4 Sabbir

01738067125

Consultant

Charfas

hion 2400 121 2 20

15

1 4 Nousher 0175171

1753

Consultant

Total

4 10 8000 404 12 80 60

5 20 0 0

END

final baseline report_ pace_ pksf_gjus_ bhola_bangladesh 15112016

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