katalyst phase 3 annual report...

Katalyst Phase 3 Annual Report 2015

Table of Contents Page Summary: Strategic review and outlook………………………………………………….. 1 Chapter 1: Introduction………………………………………………………………………. 2 Chapter 2: Outcomes achieved (January to December 2015)………………………… 3

2.1 Overall achievements against outcomes……………………………………... 3 2.1.1 Outcome achievement in maize sector ……………………………….... 4 2.1.2 Outcome achievement in vegetable sector……………………………... 4 2.1.3 Outcome achievement in farmed fish sector………………………….... 5 2.1.4 Outcome achievement in Information Channels sector……………….. 5 2.1.5 Outcome achievement in Local Agri-business Network sector………. 6 2.1.6 Outcome achievements in Women’s Economic Empowerment sector 6

Chapter 3: Outputs and performance according to Business Plan 2015…………… 7

3.1 Overall achievements against Output 1…………………………………….… 7 3.1.1 Output achievement in maize sector…………………………………… 8 3.1.2 Output achievement in vegetable sector…………………………….… 8 3.1.3 Output achievement in farmed fish sector………………………...…… 9 3.1.4 Output achievement in Information Channels sector…………….…… 9 3.1.5 Output achievement in Local Agri-business Network sector………… 10 3.1.6 Output achievements in Women’s Economic Empowerment sector 10

3.2 Overall achievements against Output 2 (Capitalisation) …………………… 11 3.3 Monitoring and Results Measurement ……………………………………..… 11

Chapter 4: Management and Finances……………………………………………………. 12 Chapter 5: Lessons learnt…………………………………………………………………… 13 ANNEXES: Annex 1: Katalyst’s phase 3 logframe………………………………………………………... 15 Annex 2: Outputs and performance according to yearly plan of operations 2015………. 17 Annex 3: Progress towards systemic change………………………………………………. 28 Annex 4: Initiatives for inclusive market development by national actors………………... 36 Annex 5: Transversal themes…………………………………………………………………. 40 Annex 6: Katalyst Innovation Fund (KIF)…………………………………………………….. 42 Annex 7: Management and finances…………………………………………………………. 44 Annex 8: Programme highlights, impact stories, and testimonials………………………... 49

List of Abbreviations

A2i AAER ATC-P

Access to Information Adopt-Adapt-Expand-Respond Agri-Business for Trade Competitiveness Project

ATI Agricultural Training Institute BAU BCPA

Bangladesh Agricultural University Bangladesh Crop Protection Association

BDT BFRF BPC BIID

Bangladesh taka Bangladesh Fisheries Research Forum Business Promotion Council Bangladesh Institute of ICT in Development

BIDS Bangladesh Institute of Development Studies BFVAPEA Bangladesh Fruits and Vegetable and Allied Products Exporters Association BMO BPATC BPC BSA

Business Membership Organisation Bangladesh Public Administration Training Centre Bangladesh Promotion Council Bangladesh Seed Association

BTEB CHF CCS

Bangladesh Technical Education Board Swiss franc Climate change adaptation

CIC Community information centre DAE Department of Agricultural Extension DANIDA Danish International Development Agency DCED Donor Community for Enterprise Development DFID DoF DLS

Department for International Development Department of Fisheries Department of Livestock Services

DRR Disaster risk reduction ERD Economic Relations Division ESIA FBPC GP HPL

Early signs of impact assessment Fisheries Business Promotion Council Grameen Phone Hatched post-larvae

IBB Improved bamboo basket IA Impact assessment IC Information Channels ICT IFMC IMED

Information and communications technology Integrated Farm Management Component Implementation, Monitoring and Evaluation Department

KIF Katalyst Innovation Fund (rebranding of IFM-Innovation Fund Management) LAN Local Agri-business Network MDF MMS

Market Development Forum Multi-media messaging services

MoC Ministry of Commerce MoU Memorandum of Understanding MRM Monitoring and Results Measurement MSME Micro, small and medium enterprises MTR NAPD

Mid-term Review National Academy for Planning and Development

NGO Non-governmental organisation PPI Public-private initiative PPM Project Preparatory Mandate PSC Project Steering Committee RDA Rural Development Academy SAAO Sub-assistant agricultural officer SME Small and medium enterprise SRP Strategic Review Panel SDC TA TRP UZBMO UDC

Swiss Agency for Development and Cooperation Trader association Target rating point Upazila Business Membership Organisation Union digital centre

WEE Women's Economic Empowerment

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Summary: Strategic review and outlook

Implementing organisation: Swisscontact

Project name: Agri-business for Trade Competitiveness Project (ATC-P), branded as ‘Katalyst’

Type of report: Annual report

Reporting period: 01.01.2015 to 31.12.2015

Phase duration: 01.03.2014 to 31.03.2017 Receivers of the report: SDC, DFID, DANIDA

Main results achieved and implementation performance of the project/programme: • Results from impact assessments conducted in the second half of the year show that the project has

met its business plan targets set out for the year 2015. The benefit outreach has surpassed the business plan targets, achieving 151%. In terms of income impact, the project has achieved 98% of the target set out for the year.

• All Katalyst sectors are showing signs of systemic change. Details of sector systemic changes are given in Annex 3. A new measurement framework was applied between October and November 2015 to assess systemic change in the Local Agri-business Networks (LAN) sector. It shows that there are clear signs of systemic change happening in the way extension services are delivered through local agribusiness networks across Bangladesh.

• An early signs of impact assessment conducted into the intervention with Aarong (to develop a sustainable skills enhancement mechanism for women artisans in the craft supply chain) indicate an incremental income of individual craft artisans of BDT 3,300 per head compared to an original projection of BDT 1,500 per head. This demonstrates the effectiveness and high impact of need-based capacity development in the craft sector.

• In 2015, the Katalyst Innovation Fund (KIF) has picked up substantially. By the end of the year, Katalyst had contracted 16 partnership grants and a further 12 are in the pipeline. Furthermore, 10 sub-facilitation contracts were awarded and one is in the pipeline. Details on the KIF can be found in Annex 6.

• The project has undertaken 38 capitalisation initiatives, entailing not only sector-level changes, but also engaging with the wider development community. Details are given in Annex 4.

• Comprehensive preparations, including an in-depth self-assessment, for the mid-term review scheduled for January 2016 have been completed.

Main steering implications for the next period of intervention: In terms of meeting the phase 3 targets, including the systemic change goals, 2016 will be a crucial year. The majority of interventions in both the core and cross sectors will undergo rigorous impact assessments. In order to achieve the phase income impact targets, slight adjustments have been made to the portfolio (reflected in the current business plan). For example, the project is allocating more resources than originally planned to the farmed fish sector, since it has generated more per farmer income than the other sectors. Katalyst’s Phase 3 mid-term review is planned for 11-22 January 2016. The recommendations resulting from its report will feed into the programming. The Katalyst strategic review panel (SRP) will meet in April 2016 to provide further direction for the remainder of this phase, including the issues identified by the mid-term review which need to be taken up. The DCED result measurement audit will take place in the second week of February and the MRM system will be further streamlined according to its recommendations. Katalyst’s current phase comes to an end in March 2017. The project will take steps towards a consistent phasing out, starting from July 2016. No major new implementation contracts will be signed after June 2016. Implementation on the ground is expected to continue until December 2016; the last three months of 2017 will be mainly used for capitalisation, measuring impacts and project completion reporting.

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Chapter 1: Introduction The Agri-business for Trade Competitiveness Project (ATC-P), branded as ‘Katalyst’, is a market development project which aims contributing to increasing the income of poor women and men in rural areas of Bangladesh. It does this by facilitating changes in service, input and product markets, which in turn increases the competitiveness of farmers and small enterprises. The implementation of Phase 3 started in March 2014. This report presents the progress of the project’s operation for the period 1st of January to 31st of December 2015.

Implementation strategy: All Katalyst sector strategy documents were updated in 2015. These are now more concise and provide a good picture of how Katalyst intends to develop and contribute to the sectors in which it works. The current sector strategy documents are more concise and provide a good picture of how Katalyst intends to develop sectors and thesewere vetted by the sector advisors. The project underwent a process of self-assessment (September to December 2015) in order to review its overall progress.. The assessment shows Katalyst will achieve quantitative targets and shows how the private sectors are leveraged and become driver of inclusive business. Katalyst demonstrated sustainable development and at scale. One of the major learning is not everything planned in market development would also work and Katalyst cannot address all problems. Katalyst has robust systems in place which include MRM, Finance and competent Human Resource which are key success factors for the project. Following the fifth Strategic Review Panel (SRP) meeting in May 2015, the sixth SRP meeting was held in November 2015 with the objectives of reflecting the project’s progress, drawing insights from the self-assessment.SRP recommended the Exit Strategy to be strengthened further with elements such as timeline of discontinuing activities, phasing out from the sectors and exiting the market system in a sustainable manner. As per SRP the possible risks related to exiting the sectors shall be added.The SRP also provided feedback and recommendations on the sector strategies which were duly incorporated. To develop the capacity of new staff, in-house trainings, such as MRM, KIF, moderation, Value Chain as well as regular lunch bag thematic sessions, were conducted throughout the year. Changes in context/ stakeholder analysis: Due to the unprecedented political turmoil in the country, the first three months of 2015 constituted a period of limited field activities. However, implementation picked-up pace and reached its peak in June/July 2015. The project will experience the first full, uninterrupted rabi (winter) cropping season between October 2015 and February 2016. It is well on track to achieve the logframe targets, despite delays at the start of the project, the loss of growing seasons and political disturbances in the country hampering implementation. In 2015, Katalyst engaged, under its capitalisation mandate, with a large number of public and private sector stakeholders. For example, it has been working with the Department of Agricultural Extension (DAE) and the Bangladesh Technical Education Board (BTEB) to incorporate the concept of public-private partnership (PPP) in service delivery and institutionalise the LAN approach. Encouraged by the interest of extension departments, the PPP concept has been introduced into the official DAE extension manual and agriculture training institute (ATI) syllabus. In addition, the capacity of government officials from all three

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extension departments (Agriculture, Fisheries and Livestock) is being developed on public-private initiatives (PPI). Engaging government in project management induced a sense of ownership on the part of the Ministry of Commerce (MoC). and a changed in behaviour towards market development approach has been observed. High level government officials, including the honourable Prime Minister, the senior secretary of Ministry of Commerce, have acknowledged the project in public forums. Katalyst continues to work closely with the Business Promotion Council (BPC) to develop business models aimed at providing better services to the private sector and the Bangladesh Foreign Trade Institute (BFTI) to conduct studies relevant to the shared mandate of the MoC and Katalyst. Other key factors contributing to this improved relationship are the capacity building of pertinent officials, achieving the government financial and physical targets, the outstanding result of Foreign Aided Projects Audit Directorate (FAPAD) of ATC-P for the year 2013-14 and the full integration of the Project Director. In addition, the project obtained full support and guidance from its donors at the Project Steering Committee (PSC) meetings and other regular interactions with the Government of Bangladesh. Chapter 2: Outcomes achieved (January to December 2015) 2.1 Overall achievements against outcomes The following table highlights the progress of the project against its outcome logframe targets:

Table: 1 Overall achievements against outcomes

Outcomes Annual

achievements (Jan-Dec 2015)

Cumulative achievements (baseline-Dec

2015)

Cumulative LF target 2015 (% of target achieved)

Cumulative LF target 2017 (% of target achieved)

Outcome 1: Additional net nominal income for farms and micro, small and medium enterprises (in BDT)

BDT 4,498,454,800

BDT 9,118,164,900

BDT 9,300,000,000 (98%)

BDT 20,300,000,000 (45%)

Outcome 2: Number of additional farms and MSMEs benefiting

477,050 1,010,150 670,000 (151%)

1,430,000 (71%)

Outcome 3: Number of sectors with evidence of a higher degree of systemic change

1 1 1 (100%)

2 (50%)

During the reporting period, Katalyst achieved 151% of the 2015 business plan milestones in terms of benefit outreach because of overwhelming response from the market specially from Vegetable and Infromation Channels.This adds up to a cumulative achievement of 71% of the 2017 logframe target, which indicates that the project is well on-track to achieving the phase targets. In terms of net additional income, by the end of 2015 a total of BDT 4.498 billion has been generated, representing 98% of the business plan milestones and 45% of the 2017 logframe targets. With 12 months of implementation remaining, attaining the income targets looks challenging because of delayed implementation in the previous operating years. However,

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portfolio adjustments1 and revised implementation strategies will help Katalyst to reach income targets. The project is well on-track to achieve the systemic change targets set out for the phase. The outcome of systemic change assessment in the LAN sector using a new measurement framework has demonstrated that the sector achieved systemic change fully in line with the 2015 business plan milestone. The following table presents a breakdown of impact achievements and the number of beneficiaries for each of the sectors:

Table 2: Outcome indicators 1 and 2: additional net nominal income (in BDT) for farms and micro-, small and medium enterprises, and number of additional farms and MSMEs benefiting2

Sectors Income impact achieved BDT (Jan-Dec 2015)

Cumulative income impact

achieved (baseline-Dec

2015)

Cumulative LF target 2017 Beneficiaries reached (Jan-Dec

2015)

Cumulative beneficiaries

reached (baseline-Dec

2015)

Cumulative LF target 2017

Target % of

target achieved

Target % of

target achieved

Maize 788,077,006 889,167,406 2,154,101,759 41% 56,860 71,860 119,000 60%

Vegetable 1,723,757,070 4,071,378,670 10,081,524,912 40% 185,724 638,524 643,000 99%

Farmed Fish 2,048,918,934 2,617,139,539 4,105,268,258 64% 27,139 69,839 201,000 35% Information Channels 992,062,540 992,062,540 5,324,290,819 19% 329,326 329,326 499,000 66%

WEE 12,975,786 12,975,786 122,342,157 11% 3,390 3,390 42,000 8%

LAN 342,139,661 398,450,412 2,124,968,722 19% 43,968 97,968 340,000 29%

Wider economy 614,860,029 2,161,324,295 5,522,329,073 39% 24,800 61,000 168,000 36%

Total 6,522,791,000 11,142,498,600 29,434,825,700 n/a 671,200 1,271,900 2,012,000 n/a Overlap adjusted total 4,498,454,800 9,118,164,900 20,300,000,000 45% 477,050 1,010,150 1,430,000 71%

Women 51,553,400 302,332,860 n/a n/a 11,260 62,260 n/a n/a

2.1.1 Outcome achievements in the maize sector In 2015, the maize sector had benefited a total of 56,860 additional farmers creating an additional net nominal income of BDT 788 million. This represents an achievement of 60% of the benefit and 40% of the income targets for the phase by the sector. Four leading private input companies (ACCL, Petrochem, BRAC and Syngenta), which have promoted winter maize cultivation in the southern part of Bangladesh (mainly in Barisal and Faridpur) and in certain pockets in Rajshahi, Mymensingh and Chittagong division, experienced increased demand for maize seed with greater numbers of farming households adopting better cultivation practices. Feed companies present in the adjacent areas have also started procuring maize from these regions. Private companies are expanding into newer areas beyond the regions in which they have collaborated with the project. For example, Petrochem and Syngenta are expanding their work in Tangail and certain sub-districts of Mymensingh not covered by Katalyst. Five leading micronutrient companies agreed to share on average 54% (compared to 45% in 2014) of the intervention cost and benefited 62,000 farmers during the reporting period. With the current

1 For example, farmed fish sector which gives higher income per farmer, phase budget allocation for activities has been increased by 16 %. 2 Outcome targets were set at an aggregated level. A breakdown of targets for each sector was not set in the 2015 Business Plan.

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progress, the sector is well on-track to achieving the phase outcome targets. 2.1.2 Outcome achievements in the Vegetable sector During 2015, the vegetable sector has benefited an additional 185,724 farmers, resulting in an additional income of BDT 1.7 billion. Overall, 99% of the benefit and 40% of the income sector targets for the phase have been achieved. The sector experienced challenges in the first quarter of 2015 with a delayed rollout of key interventions due to the unprecedented political turmoil amid the major vegetables season. However, the pace of implementation picked up from July 2015 and most of the delayed activities of the previous season could be covered. The sector shows clear early signs of systemic change in the application of bio pesticides and micronutrients, where both farmers and private sectors are adopting new practices and experienced enhanced capacity. Bio pesticides and pheromone traps are now more widely available to farmers, having benefited approximately 110,000 farmers in 2015 alone. Private companies such as GME Agro, ACI Ltd and SNS Agro have entered in this industry and many more are showing a keen interest in entering into a market where Ispahani Biotech Ltd used to be the only player. In terms of seeds, evidence of crowding-in has been seen with other national level seed companies which have come up with mini seed packs in their portfolio. It has been observed that quality seeds suppliers in the seeds industry have begun to change their perspective and are working to capture a larger portion of the market share by expanding, both in terms of geography and disadvantaged regions (e.g. chars and haors) and to cater to smallholder farmers. Overall, the sector is likely to fall slightly short in terms of phase income targets; however it will meet the phase benefit targets. 2.1.3 Outcome achievements in the Farmed Fish sector In 2015, the farmed fish sector benefited an additional 27,139 farmers and generated an additional net nominal income of BDT 2.04 billion, representing a cumulative achievement of 35% of benefit and 64% of income of the sector’s phase targets. These 2015 results have mainly come from two interventions: the promotion of selected high value species (tilapia, pangus and koi) to smallholder farmers and the capacity building of hatcheries by the Bangladesh Fisheries Research Forum (BFRF). During the reporting period, in both these interventions, Katalyst has observed a key behaviour change among smallholder farmers, hatcheries and input companies in the way they perceive support services. Compared to the past, more and more farmers are now buying quality fingerlings, feed and aqua chemicals from credible hatcheries and input companies. This has provided a strong incentive for these companies to invest in their own capacity building and enhance their promotional efforts to expand their respective markets. BFRF is now charging fees to provide commercial training to hatcheries on koi, tilapia and pangus species, without further support from Katalyst, and is also diversifying its portfolios to accommodate other species (e.g. singh and magur). Realising the market potential of smallholder farmers in 2015, two input companies (NAFCO and Krishibid) have reformulated their marketing strategies to include this market segment. Based on the overall achievement in 2015 and projections for remaining period of the phase, the sector is well on track to exceed the phase outcome level achievements.

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2.1.4 Outcome achievements in the Information Channels sector In 2015, IC has benefitted 329,326 farmers with an incremental income of BDT 992,062,540. This takes the cumulative beneficiary and income outreach to respectively 66% and 19% of the 2017 logframe targets. The 2015 outreach comes mainly from ICT and media interventions in partnership with Telecom operators, agricultural content providers and private TV channels. Other interventions rolled out in 2015, such as agricultural programs in state-owned television and in-house customer care solutions of four agriculture and fisheries input companies, will generate further outreach throughout 2016, reported upon completion of their respective impact assessments. Until date the cumulative income outreach (19%) is relatively low, because the majority of current beneficiaries are vegetable farmers with an average incremental income of approximately BDT 2,200. In order to improve the income outreach, sector activities are already targeting more fish farmers by partnering with multiple fish feed and aqua chemical companies. Significant numbers of IC market players (for example media and agricultural input companies) have already adopted farmer-focused information solutions into their regular business models, which continue to benefit farmers in their agriculture practices. Companies such as Banglalink and Metal Agro Ltd. are investing further on their existing solutions in order to better adapt to the needs of farmers. Other private companies such as Eskayef Bangladesh Ltd. and Eon Fish Feed are crowding-in and investing in ICT hardware and human resources for handling farmer queries and they provide information on cultivation techniques and input usage. As these fisheries and vegetable input companies adopt technology-based solutions into their business models, it indicates the potential of the services to be scaled up for reaching larger outreach of fish and vegetable farmers. That will bring the sector to projected 90% and 66% of its logframe beneficiary and income targets respectively for 2017. 2.1.5 Outcome achievements in the Local Agri-business Network (LAN) sector During 2015, the LAN sector has benefited 43,968 farmers resulting in an additional income of BDT 342 million. This results in a cumulative achievement of 29% of the benefit outreach and 19% of the income targets of the 2017 logframe targets. However, the reported outreach only comes from the results of activities which took place up to October 2014. Throughout 2015, new farmer groups have joined the LAN network and subsequently received training through PPI collaboration. By June 2016, the second season’s income from these farmers will be validated. At the same time, an impact assessment of LAN’s indirect farmers will be conducted and this is expected to show that the income generated by the intervention has substantially increased. The implementation of LAN in the fifth and final region (Mymensingh) began in September 2015 and is expected to complete in June 2016. After the implementation is complete and farmers go through their full cycle of crop harvesting and selling in two seasons, LAN will be on track to achieve its income and benefit outreach targets by 2017. 2.1.6 Outcome achievements in the Women’s Economic Empowerment (WEE) sector Up to December 2015, WEE has generated 11% and 8% of its 2017 logframe income and benefit targets respectively. These figures have mainly emerged from the 2014 intervention with Aarong in developing a sustainable skills enhancement mechanism for women artisans in the craft supply chain. The early signs of impact assessment indicate an incremental income of individual craft artisans of BDT 3,300 per head compared to an original projection of BDT 1,500

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per head. This demonstrates the effectiveness and high impact of need-based capacity development. Other interventions have been implemented throughout 2015 in the Vegetable, Prawn, and Farmed Fish sectors. Activities are completed and initial field data indicate that women farmers are effectively accessing and using improved knowledge and inputs offered by our private sector partners. However, the benefit and income impacts will only be validated by March 2016 at the earliest, once harvest is complete. By March 2017, cumulative outreach from the Vegetable, Fish and Maize interventions is projected to take the sector to 101% and 109% of its respective benefit and income logframe targets. The sector has also documented early signs of systemic change. Aarong is Bangladesh’s leading craft retailer and, because of the joint intervention with Katalyst, it has adopted a sustainable skills enhancement programme and is continuing with it to further impact more women artisans in its supply chain. Input companies in the vegetables and prawn sector are using an enhanced distribution mechanism to take products and services to the doorstep of rural women farmers. Partners such as micro-finance institutes have adapted their generic credit offering into a seasonal loan facility for women prawn farmers, in order to synchronise their repayments with the production cycle and harvesting. Chapter 3: Outputs and performance according to business plan 2015 3.1 Overall achievements against Output 1 The following table highlights the progress of the project against its output 1 logframe targets:

Output 1 Annual

achievements (Jan-Dec 2015)


2015)

Cumulative LF target 2015 (%

of target achieved)

Cumulative LF target

2017 (% of target

achieved)

Access figures as

stated in BP 2015 3(% of

target achieved) 4

Output 1.1: Number of additional farms and MSMEs using new or improved services and/or agriculture inputs

733,600 892,400 840,000 (106%)

1,870,000 (48%) n/a

Output 1.2: Number of additional farms and MSMEs accessing new or improved services and/or agriculture inputs

1,399,200 1,675,600 1,230,000 (136%)

2,590,000 (65%)

751,531 (186%)

Output 1.3: Number of policies enabled for promoting inclusive business as facilitated by Katalyst

1 1 1 (100%)

3 (33%) n/a

Table 4 below presents a breakdown by sector of additional farms and MSMEs, using and accessing new or improved services or agriculture inputs:

3 Usage target and policies enabled is only available for 2017 logframe milestones; detailed breakdown for each sector is not available. There are no business plan targets. 4 Output targets were set at an aggregated level; a breakdown of targets for each sector was not set in the 2015 Business Plan.

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Table 4: Output indicator 1.1 and 1.2: Number of additional farms and MSMEs using and accessing new or improved services and/or agriculture inputs

Sectors

Annual usage

reached (Jan-Dec

2015)

Cumulative usage

reached (baseline-Dec

2015)5

Annual access reached (Jan-Dec

2015)

Cumulative access reached

(baseline-Dec 2015)6

Access figures

stated in BP 2015

% of BP 2015 target

achieved7

Cumulative LF target 2017

Target % of

target achieved

Maize 111,346 131,346 209,144 291,344 111,100 188% 263,000 111%

Vegetable 244,576 400,176 543,208 770,508 412,820 132% 1,533,000 50%

Farmed Fish 50,074 75,274 429,878 465,578 193,300 222% 268,000 174% Information Channels 470,790 470,790 1,015,876 1,015,876 376,400 270% 1,781,000 57%

WEE 4,900 4,900 37,449 37,449 65,000 58% 103,000 36%

LAN 86,892 103,192 155,552 259,352 130,000 120% 484,000 54% Wider economy 36,400 36,400 152,914 187,714 77,800 197% 277,000 68%

Total 1,005,000 1,222,100 2,544,000 3,027,800 1,366,420 186% 4,709,000 n/a Overlap- adjusted total 733,600 892,400 1,399,200 1,675,600 751,531 186% 2,590,000 65%

3.1.1 Output achievements in the Maize sector In 2015, maize sector activities provided access to inputs and services for 209,144 additional farmers against the business plan target of 111,100 (representing a 188% achievement). This overachievement is due to a higher uptake of services by farmers. For example, the “promotion of micronutrients” intervention has provided higher output figures (access for 78,000 farmers) than initially planned (access for 43,750 farmers) as a result of effective promotion. During 2015, a total of nine interventions were rolled out and collaboration with five private seed companies was initiated to promote summer and winter maize, plus five micronutrient fertiliser companies which are promoting their products in new geographic regions. Promotional activities for winter maize in Mymensingh are showing promising results. A new partnership grant for promoting homestead composting has also been issued. With these interventions, the sector is well on track to reach the Phase 3 output level targets. 3.1.2 Output achievements in the Vegetable sector In 2015, the vegetable sector attained 543,208 additional farmers accessing services or inputs, representing 132% of the 2015 business plan target. This is mainly due to the higher than predicted uptake of services by farmers in the promotion of bio pesticides, micronutrients and seeds. From the start of Phase 3 until December 2015, the vegetable sector has facilitated 770,508 additional farmers to gain access to inputs and services. The output target was achieved through facilitation of 18 interventions which are in different stages of implementation. These interventions range from access to quality seeds in remote areas (chars and haors) to cultivation information through input companies and micro finance institutions, balanced fertiliser usage, bio pesticides promotion and crop protection, the establishment of ‘safe’ vegetable

5 Cumulative usage includes usage reached in 2015 (Jan-Dec) and in 2014 (March- Dec 2014 as reported in annual report) 6 Cumulative access includes access reached in 2015 (Jan-Dec) and in 2014 (March- Dec 2014 as reported in annual report)

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supply chains, and the promotion of improved bamboo baskets. In addition, in 2015 the sector has partnered with the Business Promotion Council and initiated the development of a contract farming model for 16 exportable varieties of vegetables. 3.1.3 Output achievements in the Farmed Fish sector For the reporting period, the farmed fish sector availed inputs and services to 429,878 fish farmers showing an impressive achievement of 222% against the 2015 business plan target. This was due to a highly successful but unforeseen (which happened earlier than anticipated) scaling-up of the services by private sector partners and also higher acceptance of these services by the farmers. During 2015, the sector team has worked with all major actors in the farmed fish sector including feed companies (e.g. Krishibid, Uttara), training institutions (e.g. Bangladesh Fisheries Research Forum), hatcheries (e.g. AR Rahman hatchery), aqua chemical companies (e.g. SKF, NAFCO), packaging companies (e.g. RFL Plastics), agro procurement companies (e.g. ACI Cropex) and the Fishery Products Business Promotion Council. In addition to the deepening of proven interventions, the sector team has also rolled out new services, such as the development and promotion of a feed formulation software, the promotion of efficient feed machinery and testing toolkits for feed raw materials, contract farming and agro procurement through organised channels, promotion of plastic-based packaging specifically designed for fish and popularising indigenous species, such as mola. Katalyst facilitated the formation of a regional hatchery association (Mymensingh), which requested and received permission from the Department of Fisheries (DoF) on behalf of all the hatcheries to import Koi, Tilapia and Pangus. This led to the formation of a Central Hatchery Association (independent of Katalyst support). Katalyst also worked with DoF to develop a checklist and guidelines for brood import, using which private sector firms (who were not allowed previously), as well as the hatchery associations can now import brood.

3.1.4 Output achievements in the Information Channels sector During 2015, Information Channels (IC) accessed a total of 1,015,876 farmers, exceeding the 2015 Business Plan target of 376,400 (270 % achievement). A media intervention involving four private TV channels was implemented in 2014, but measured only in the 2015 business year upon finalization of the media measurement framework. During 2015, this intervention, in addition to other 2015 interventions, resulted in a significant overachievement in terms of the Business Plan access outreach target figures as mentioned. This brings the cumulative access outreach to 57% of the 2017 logframe access target. Throughout 2015, a significant number of farmers have gained access to innovative ICT and media-based agricultural solutions, such as in-house customer care helplines, multimedia-based farmer training, rural ICT information centres, namely Union Digital Centres, and radio programs hosted by agricultural extension officials. The sector has successfully collaborated with various public and private partners, including three major seed companies (Metal Agro Ltd., Syngenta Bangladesh Ltd. and Supreme Seed Company Ltd.), two fisheries aqua chemical companies (Eskayef Bangladesh Ltd. and EON Group), Bangladesh Television and the government extension agencies. The partners have invested in product development (such as in house customer care helplines, media agriculture programs etc.), staff training and orientations, linkage workshops and

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awareness activities among farmers to ensure the availability of quality information solutions at the fingertips of farmers. Field observations indicate that both male and female farmers are using the information and advice they receive from public and private sector services. 3.1.5 Output achievements in the Local Agri-Business Networks (LAN) sector In 2015, LAN reached 155,552 farmers, which represents 120% of its 2015 Business Plan access outreach target. This takes the cumulative access outreach of the sector to 54% of the 2017 logframe target. LAN is now established in 143 out of 180 targeted upazilas throughout the country. The number of farmer accessing services through the network is constantly increasing. Influenced by their peers and through observation of the benefits accruing to existing participants, new farmer groups are joining LAN regularly. This incremental outreach from these existing upazilas (as well as from new region such as Mymensingh where LAN is currently being implemented) will thus enable the sector to fulfil the remaining 46% of its logframe access target. At the heart of LAN are Public-Private Initiative (PPI) committees, facilitating extension services for farmer. In 2015, 329 PPI committees were formed (business plan target of 200) and as activities were expedited, since the PPI committees planned to be formed in 2016 were formed in 2015. These committees comprise nominated representatives from farmer groups, trader associations and local government extension offices. From January to June 2015, the committees have regularly organised a range of demand-led trainings for their farmer groups on agriculture, livestock and fisheries. On average, female and male farmers have access to 12 training events per upazila each year offered by the relevant extension departments. The impact assessment in September 2015 indicates that 78% of the LAN farmers are already using the knowledge or skills gained through various training. This access-to-usage ratio is higher than the initial projection of 66%, indicating that PPI committees where farmers, traders and public extension officials plan activities based on local need, form an effective mechanism to deliver demand-driven solutions to farmers. 3.1.6 Output achievements in the Women’s Economic Empowerment (WEE) sector In 2015, gender mainstreaming interventions under WEE have provided 37,449 women with better access to services and inputs. This takes the sector to 58% of the 2015 business plan target and 36% of its 2017 logframe access target. Interventions such as quality vegetable seeds distribution to homestead women farmers and training on improved cultivation techniques for prawn farmers have been the major contributors to this access outreach. However, due to the slightly delayed implementation of the vegetable intervention, planned access outreach could not be attained, causing a shortfall in the 2015 Business Plan achievement. The sector is currently implementing various gender mainstreaming interventions in the vegetable, fish and maize sectors. In the vegetable sector, two other major interventions started in the second semester of 2015 with leading private partners (Syngenta and BRAC). The promotion of quality inputs to homestead and smallholder women farmers is well on track. In the farmed fish sector, gender-targeted interventions, in partnership with hatcheries, are training women farmers in the culture of high value fish species in their homestead ponds. By the end of 2015, interventions in the maize sector were launched targeting women farmers through private seeds companies, such as Petrochem, with customised services and contract farming. The outreach from all these

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interventions is incremental, enabling WEE to reach a projected 92% of its logframe access target by March 2017. 3.2 Overall achievements against Output 2 (Capitalisation)

Output 2: Initiatives for inclusive market development by national actors

Annual achievements (Jan-Dec 2015)


2015)


2015 (% of target

achieved)


2017 (% of target

achieved) Output 2.1: Number of relevant initiatives to improve competitiveness in agriculture implemented by companies, public sector actors, BMOs, NGOs, think tanks and others

38 52 30 (173%)

70 (74%)

Output 2.2: Number of documented experiences used/discussed in Bangladeshi academia, media, think tanks, government agencies and private sector

11 16 8 (200%)

22 (73%)

Output 2.3: Number of academic and government organisations actively integrating elements of Katalyst's approach and experiences through capitalisation interventions

2 2 1 (200%)

3 (66%)

The capitalisation team is on track in terms of achieving its Phase 3 targets. During the reporting period a wide range of private companies, public sector actors and NGOs have introduced a total of 38 new or improved initiatives geared towards improving the competitiveness of the agriculture sector (see Annex 4 for details on inclusive market development by national actors). For example, building on past experience of working with women fish farmers, 17 hatcheries in the northern and southern part of the country have started promoting suitable culture technologies and practices for pangas, koi and tilapia among homestead women fish farmers. Capitalising on Katalyst’s experience of promoting winter maize in the char areas, three national private companies (Syngenta, 3S Agro Services and KBP) are now promoting summer maize in the southern part of the country. During 2015, 11 documented experiences were promoted and discussed as part of different seminars and workshops with the private sector, academia, NGOs and government officials. For instance, Katalyst presented its experiences of ‘taking the private sector to the remote geographical areas’ in a panel discussion held on Market Development Day 2015, organised by Market Development Forum (MDF). Representatives from different market development projects, donor agencies and the private sector attended the session. Capitalisation also experienced significant results in terms of anchoring its experiences with academic and government organisations. Bangladesh Technical Education Board (BTEB) has included Katalyst’s learning on public-private partnership in agriculture extension in the Agricultural Training Institutes (ATI) syllabus. With Katalyst support, the University of Dhaka has introduced the ‘Agri-Journalism’ course for its graduate and undergraduate students, being the first ever course on agriculture journalism in the university. In addition, Rural Development Academy (RDA) in Bogra has restructured its Post Graduate Diploma for Rural Development course and integrated a number of Katalyst experiences such as “Working with the private sector”, “Women in agriculture” and “Rural marketing”. The main objective of supporting the development of this course is to orient the diploma students towards a more market oriented curriculum. With this improved, market oriented curriculum, the graduates are expected to have better knowledge about rural development as well as the needs and demands of the market. Significant progress is also on-going in the collaboration with three agriculture universities and two other government training institutes to make their curriculum more attuned with private sector development goals.

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3.3 Monitoring and Results Measurement (MRM) The year 2015 presented a difficult start for MRM with three month of strikes preventing any measurements in the field. There were also a lot of personnel changes in the MRM unit. The interim Head of MRM was only replaced with a new Head in March and a total of four new staff members joined the unit during the year. The unit was however up to speed in time to carry out the necessary field assessments for the Semester and Annual reports, and the mid-term review, as well as to provide its continuous steering and learning support to senior management. The MRM field studies conducted in 2015 corroborated the project’s assumptions and showed that Katalyst achieved (and in certain cases even over-achieved) its targets (for example the benefit numbers achieved were 150% of the 2015 target). The MRM unit also captured early signs of systemic changes at the output level for all sectors, which are reported here (for more details please see Annex 3). Katalyst can thus assert that positive signs of systemic changes are occurring in all sectors. In addition, the project carried out a feasibility study in May to test a new methodology for measuring systemic change at the outcome level. This was considered a success and the new methodology was piloted for the first time in Oct./Nov. 2015 in the Local Agri-business Network (LAN) cross-sector. The report shows strong evidence that systemic change is happening in the LAN sector, which allowed Katalyst to fulfill its 2015 target for the outcome indicator 3 of the Phase 3 logframe. In 2016, Katalyst plans to replicate this study in two additional sectors (Vegetables and Information Channels) to measure its 2017 and 2019 targets and will, the same time, continue measuring early signs of systemic change on output level. Chapter 4: Management and finances In 2015, Katalyst spent CHF 9 million out of an annual budget of CHF 10 million. This represents a spending rate of 90% for the year and 59% of the total phase budget of CHF 27.1 million.

Part Particulars Phase Budget

Current reporting period (01.01.2015 - 31.12.2015) Total phase (01.03.2014 - 31.03.2017)

Annual budget 2015

Actual expenses

2015 Balance Burn rate

Cumulative expense

(01.03.2014 - 31.12.2015)

Phase budget balance

Burn rate

1 2 3 4=2-3 5=3/2 6 7=1-6 8=6/1 Part 1 Services Headquarters [HQ] 241,371 91,495 90,525 970 99% 166,295 75,076 69% Part 2 Local Office [LO] of Contractor 160,530 51,900 51,463 437 99% 97,324 63,206 61% Part 3a Long-term experts 7,651,528 2,548,756 2,486,380 62,376 98% 4,639,313 3,012,215 61% Part 3b Short-term experts (Consultants) 756,930 282,615 159,387 123,228 56% 383,454 373,476 51% Part 3c Local support 3,096,802 953,793 937,388 16,405 98% 1,834,365 1,262,438 59% Part 4 Administrated project funds

4.1 Information Channels 1,804,000 656,000 456,959 199,041 70% 938,455 865,545 52% 4.2 Farmed Fish 1,885,000 825,000 942,378 (117,378) 114% 1,499,513 385,487 80% 4.3 Vegetable 3,739,000 1,441,000 992,244 448,756 69% 1,956,058 1,782,942 52% 4.4 Maize 1,785,000 633,000 532,170 100,830 84% 955,099 829,901 54% 4.5 Local Agri-business Networks (LAN) 1,776,000 857,000 783,454 73,546 91% 1,322,602 453,398 74%

4.6 Women Economic Empowerment (WEE) & ESRB 1,114,500 423,000 284,583 138,417 67% 530,653 583,847 48%

4.7 Capitalisation and others 2,733,000 1,066,000 1,156,946 (90,946) 109% 1,609,829 1,123,171 59% 4.8 Government cooperation 338,000 159,000 85,285 73,715 54% 133,771 204,229 40%

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Subtotal (part 4) 15,174,500 6,060,000 5,234,021 825,979 86% 8,945,981 6,228,519 59%

Total project costs (part 1 - part 4) 27,081,662 9,988,559 8,959,163 1,029,396 90% 16,066,732 11,014,929 59%

Comments on budget deviation: The total underspending of 10% is mainly explained by the administrated project funds (CHF 826K, out of total underspending of CHF 1 million). There are two main reasons for this underspending. The first reason is the political turmoil which took place in the first three months of 2015. While a significant part of this delay could be compensated in the second semester (the spending rate of part 4 as of 30 June 2015 was 36% only), not all interventions could be conducted as planned. The second reason is that the Katalyst Innovation Fund (sub-facilitation contracts and partnership grants) came to its full speed only after the process revisions, in the second half of the year (for example 9 partnership grants have been signed in the second semester against 5 in the first 15 months of the phase). Despite this underspending the project achieved access outreach and benefit targets because the interventions show higher achievement and a higher investment than anticipated from the project partners. However, Katalyst is strictly monitoring the spending, prioritising activities and making thorough budget comparison to keep track on monthly premise to ensure proficient spending of the fund, and it is expected that the remaining of the budget would be spent within the remaining of the phase. The detailed budget variances for each team and each delivery mechanism are shown in Annex 7. Management: As of 31st of December 2015, four expatriates are employed at Katalyst and the project has one Senior Advisor, two Heads and eight Managers/Business Consultants under long-term experts (part 3a) contracts. As mentioned in the Business Plan 2016/17, Katalyst has employed 41 Business Consultants instead of the budgeted 40, in order to respond to the shift in peak of activities. All changes related on staff under part 3a are cost neutral on a phase basis. As of 31st December 2015, Katalyst employed 83 local staff (41% women). Chapter 5: Lessons learnt Following the political turmoil during the first four months of 2015, Katalyst enhanced its pace of implementation from April 2015 onwards. All the interventions planned for the year were rolled out in the remaining eight months, with a strong focus on systemic changes in the sectors. The implementation activities in 2015 have contributed to a great learning within the project and the lessons learnt for the reporting phase are summarised below: Developing and maintaining close collaboration with private sectors proved to be an asset to ensure implementation during and in the aftermath of political disturbance. The strong reputation and collaboration among the competent consultants and the partners made it possible for Katalyst to ramp up the activities immediately after the first four months of political instability in 2015. There are examples where the partners despite of the political dispute continued the activities and provided tangible evidence as a part of monitoring if in case representative from Katalyst could not be there. There are partners who agreed to take up the additional activities as a part of the intervention to meet the timeline.

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• Engaging government at all levels of programme management induced a sense of ownership by MoC. The capacity building of government staff and developing project ideas with the BPC shifted the way market development projects engage with line ministry Now, the BPC is coordinating the services with its member associations in a more market-oriented way. For example, the agro-product BPC is now promoting contract farming in the vegetable sector for the export markets in a much more facilitative way. Aligning sector activities more with the mandate of MoC through activities with the MoC and the BPC, full integration of the Project Director into the project through shared office space, joint field visits and monitoring with multiple government officials have contributed to significantly improved government relations. Also, the close collaboration with Katalyst donors on engaging with the government helped. Donors provided support and guidance to the project in forging the partnership with BPC.

• Anchoring key elements of inclusive business sustainably within the local organisations will be difficult, given the time remaining in this phase. As project implementation started late, the anchoring and capitalisation process is facing a unique challenge, since there is insufficient time for the project to embed the thinking and the approach in key business processes of organisations and companies. For example, the interventions in LAN have made it evident that input sellers, agro food processors, banks and insurance companies are keen to utilise the network to gain access to a large number of farmers. Private companies are seeing an incentive to utilise LAN to promote their products and services. More companies are expressing interest in sharing the cost of workshops and in promoting their products and services. However, given the limited time, it is still a challenge to fully ensure the institutionalisation of these initiatives at the level of the central government8.

• Retaining necessary staff with appropriate skills and expertise until end of the phase remains a management challenge. The phase-out period is overlapping with the peak implementation period. Managing the intensity of implementation with high staff turnover adds to the complexity and management challenge. Despite the mandate to reduce staff during phase out, developing existing staff capacity (many of whom are new) and providing increased opportunities for career growth need to be explored for 2016.

8 “There are strong signs of successful institutionalisation of the model on a local level however, not yet sufficiently reflected on the level of the central government extension agencies” (source: Report on the systemic change measurement of the LAN sector using the SenseMaker tool)

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Annex 1: Katalyst’s phase 3 logframe

PROJECT NAME Inclusion of the Poor in IMPACT Impact Indicator 1 Baseline 2005 2010 2015 2019

Originally Planned1 25% 18%

Planned (Adjusted for PPM) 25% 18%Achieved 50.5% 31.5% work in progress

Impact Indicator 2

Originally Planned1 75% 65%Planned (Adjusted for PPM) 75% 65%

Achieved 87.5% 83% work in progress

OUTCOME Outcome Indicator 1 Baseline Dec. 2012 December 2015 December 2017 December 2019Originally Planned1 BDT 22,300 million +BDT 13,000 million 4 +BDT 24,000 million +BDT 30,350 million

Planned (Adjusted for PPM) BDT 22,300 million +BDT 9,300 million 4 +BDT 20,300 million 4 +BDT 26,650 million 4

Achieved BDT 9,118,164,900

Outcome Indicator 2

Originally Planned1 2.37 million +870,0003 +1.63 million +2.03 million

Planned (Adjusted for PPM) 2.37 million farmers and SMEs +670,000 farmers and SMEs4 +1.43 million farmers and SMEs4 +1.83 million farmers and SMEs4

Achieved 1,010,150

Outcome Indicator 3 Baseline March 2013 December 2015 December 2017 December 2019Originally Planned1

Planned (Adjusted for PPM) 0 +1 +2 +3Achieved 1

Donor Consortium (CHF) Government (CHF) Other (CHF) Total (CHF) DFID SHARE (%)

DFID (FTEs)

Source

Program Monitoring and Results Measurement System

Number of Sectors with evidence of a higher degree of systemic change5

SourceProgram Monitoring and Results Measurement System

INPUTS (£)

INPUTS (HR)

Number of additional farms and MSMEs benefitting (gender disaggregated)3

Proportion of rural households below the USD 2.5 (PPP adjusted)2

SourceWorld Bank Developing IndicatorsGrameen Foundation PPIKatalyst poverty profiling with PPI

Proportion of rural households below the USD 1.25 (PPP adjusted)2

Source

Re-thinking Poverty, Report UN 20116th Five Year Plan, GoBKatalyst poverty profiling with PPIPoverty in Bangladesh is

reduced

Sustainable and inclusive systemic changes are taking place in selected sectors

Additional net nominal income for farms and micro, small and medium enterprises (gender disaggregated)3

Source


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OUTPUT 1 Output Indicator 1.1 Baseline Dec. 2012 December 2015 December 2017 December 2019Originally Planned1 3.62 million +1.09 million +2.13 million +2.68 million

Planned (Adjusted for PPM) 3.62 million + 0.84 million + 1.87 million + 2.42 millionAchieved 0.89 million

Source

Program Monitoring and Results Output Indicator 1.2 Baseline Dec. 2012 December 2015 December 2017 December 2019

Originally Planned1 5.4 million +1.6 million +2.95 million +3.74 million

Planned (Adjusted for PPM) 5.4 million + 1.23 million + 2.59 million + 3.37 millionAchieved 1.68 million

IMPACT WEIGHTING (%) Output Indicator 1.3 Baseline March 2013 December 2015 December 2017 December 2019Originally Planned1 10 +1 +3 +6

Planned (Adjusted for PPM) 10 +1 +3 +6Achieved 1


DFID (FTEs)

OUTPUT 2 Output Indicator 2.1 Baseline March 2013 December 2015 December 2017 December 2019Originally Planned1 +30 +70 +80

Planned (Adjusted for PPM) +30 +70 +80Achieved 52

Output Indicator 2.2 Baseline March 2013 December 2015 December 2017 December 2019

Originally Planned1+8 +22 +25

Planned (Adjusted for PPM) +8 +22 +25

Achieved 16

IMPACT WEIGHTING (%) Output Indicator 2.3 Baseline March 2013 December 2015 December 2017 December 2019

Originally Planned1 1 +1 +3 +3Planned (Adjusted for PPM) 1 +1 +3 +3

Achieved 2


(FTEs)

Value-adding business services, inputs and/or demand stimulating activities for farms and MSMEs identified and successfully promoted

80%

Number of policies enabled for promoting inclusive business as facilitated by Katalyst6


Number of additional farms and MSMEs using new or improved services and/or agriculture inputs

Number of additional farms and MSMEs accessing new or improved services and/or agriculture inputs


INPUTS (£)

INPUTS (HR)


20%

Number of academic and Government organisations actively integrating elements of Katalyst's approach and experiences through capitalisation interventions

Source


Number of documented experiences used/discussed in Bangladeshi academia, media, think tanks, Government agencies and Private sector Source


INPUTS (£)

INPUTS (HR)

Number of relevant initiatives towards improvement of competitiveness in agriculture implemented by companies, public sector actors, BMOs, NGOs, think tanks and others

Source

Initiatives for inclusive market development by national

actors

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Annex 2: Outputs and performance according to the yearly plan of operations 2015

Maize

2015 Activities related to the main planned outputs Planned timeline

Actual timeline Comments

1. At least five seed companies expand their winter maize promotion in new areas, providing improved service bundles

Q1-4

Q1

Activity 1: four out of five seed companies (BRAC Seed, Syngenta, 3S, Auto Crop Care Ltd. and Petro Chem Ltd.) expanded winter maize promotion in new areas. Activity 2: three out of four companies (Petro Chem Ltd, Auto Crop Care Ltd. and Syngenta continued to promote summer maize cultivation. Fewer companies are available to promote summer maize. Activity 4 has been postponed to Q1 of 2016, due to delay in implementation on the part of the partner. Activity 7 will be implemented in Q1 of 2016 as for this partnership grant a time intensive background check including field visits was necessary. Activity 10 has been dropped as no suitable technology could be identified.

2. At least four private companies identify suitable summer maize varieties and continue promoting summer maize cultivation

Q1-3 Q1-3

3. Agrani Bank Ltd and NCC Bank Ltd expand dedicated credit line (DCL) (at a subsidized rate) to new geographic locations and add at least 3 more branches offering DCL

Q1-4 Q1-2

4. Workshop held to disseminate the results of pilot on DCL for maize contract farmers Q1-2 Q1,

2016

5. At least one feed mill develops its procurement system for improving access to forward market for maize farmers

Q4 Q1

(achieved)

6. Action research to formulate guideline for improved kharif maize cultivation techniques undertaken Q1-4 Q1-4

7. At least one company starts promoting alternative use of maize Q3-4 Q1,

2016

8. One contractor in the Chittagong Hill Tracts continues to promote female contract farmer groups. Q1-2 Q1- 2

9. One private procurement company conducts 20 training sessions for maize farmers on improved procurement practices and modern post-harvest management techniques; the trained maize farmers in turn will have the opportunity to supply to the company's private procurement channel.

Q1 Q1

10. At least one private company promotes modern post-harvest technology for maize farmers Q2-4 -

11. Two new private company and three existing private companies will improve their distribution network and promote balanced application of fertiliser

Q1-4 Q1-4

12. At least two compost companies continue; two new compost companies enhance production and distribution channel to successfully market their products to farmers in new areas.

Q1-4 Q1-4

13. One new company improves homestead compost production technology through promotion of trichoderma

Q2-4 Q4

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Vegetable


Actual timeline

Comments

1. At least 100 mobile seed vendors (MSVs) incorporated into the mainstream distribution channel for multiple private seed companies

Q1-4 Q1-4 Activities are well on track with the exception of activities 10 and 13.

Activity 6 is on track but being carried out by the Information Channel sector.

Activity 10 has been dropped from the plan (see Semester Report 2015)

Activity 13 is delayed due to management constraints at the partner end

2. One company continues to strengthen its distribution channel for quality seed in the chars Q1-4 Q1-4

3. One seed company in order to reach homestead female farmers practices appropriate promotion and distribution

Q1-4 Q1-4

4. In order to ensure use of quality seed and reduced adulteration, one seed company takes ICT-based solution in their packaging

Q1-4 Q2-4

5. One new company conducts information dissemination to farmers on quality seed and crop-specific modern cultivation practices via the use of innovative promotional tools

Q1-4 Q1-4

6. Government institutions (e.g. SRDI, DAE) promote balanced application of fertiliser in at least 30 upazilas

Q1-4 Q1-4

7. One new private company and three existing private companies improve their distribution network and promote balanced application of fertiliser.

Q1-4 Q1-4

8. At least two compost companies continue to enhance their production and distribution channels to successfully market their products to farmers in new areas.

Q1-4 Q1-4

9. One new company improves its compost production technology and expands production capacity to new areas

Q2-4 Q4

10. RDA expands its distribution network, targeting homestead women farmers Q2-4 dropped

11. At least two private companies continue to improve their distribution channels and promote trichoderma in new geographic locations.

Q1-4 Q1-4

12. Twenty farmer training sessions, 30 retailer training sessions, and 25 mass awareness programmes completed with the Bangladesh Crop Protection Association (BCPA) on the safe and judicious use of pesticide

Q1-4 Q1-4

13. Four training sessions organised with Bangladesh Institute of Management to develop capacity of pesticide company staff in improved marketing practices and product knowledge

Q2-4 Q1 2016

14. Development of women-centric training modality and 20 training sessions organised by BCPA to create awareness among female farmers regarding proper vegetable crop protection

Q1-4 Q1-4

15. One company expands its promotion of private ICT-based extension service to provide recommendations to farmers on proper use of pesticide

Q2-4 Q2-4

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16. Mass level awareness campaign conducted alongside 20 demonstrations, 15 Farmers’ Field Days, eight dealer training sessions and 15 retailer training sessions in at least four districts organised through two IPM companies to a) promote to farmers the effectiveness of different IPM products, and b) strengthen the distribution channel

Q1-4 Q1-4

17. Identification and further analysis of specific vegetable value chains with high growth potentials e.g. tomato and facilitating focused interventions in these value chains

Q1-3 Q1-4

18. A total of 100 linkage workshops with participation by key market actors (e.g. farmers, IBB producers/traders and agro traders) from 100 vegetable haats/trading hubs, 12 capacity building workshops for IBB producers and 30 Haat Day campaigns conducted to promote IBBs

Q1-4 Q4

19. Approximately five private packaging entrepreneurs/ entities organise a total of 20 linkage workshops bringing together key market actors (e.g. farmers, agro traders, packaging suppliers) from 20 vegetable haats/trading hubs and two Haat Day campaigns to introduce and promote plastic-based packaging

Q1-4 Q4

20. One agro input company will conduct 60 training sessions for farmers, seed retailers, and agro traders; a component of this to be on improved post-harvest management practices to reduce losses incurred due to improper post-harvest handling

Q1-2 Q1-2

21. At least two micro finance institutes (MFIs) or agro-input companies promote vegetable cultivation with the focus on optimising farmer profitability through sub-facilitation

Q2-4 Q2-4

Farmed Fish


Actual timeline Comments

1. Advocacy initiatives undertaken for internship in fisheries education curriculum and a working committee formed with the help of BFRF

Q1-Q2 Q2

Activities are on track with the exception of activities 3, 4 and 5. . Activity 3: Nursery training has been replaced by trader training in an effort to increase focus on post-harvest management; 84 farmer and trader training sessions completed. Activity 4: Capacity building of shing and magur hatcheries to improve their production system to be conducted by SKF. Delay due to difficulty in finding relevant private sector partner to implement this intervention.

2. Three input companies and 50 hatcheries conduct a minumum of 120 training sessions and set up 50 demonstration ponds to promote cultivation of tilapia, pangus and koi to smallholder farmers

Q1-Q4 Q2-Q4

3. Sixty farmer and nursery training sessions conducted on sustainable culture practice of small indigenous species (SIS) targeted towards small holder farmers

Q1-Q4 Q2-Q4

4. Twenty capacity development initiatives designed for shing and magur hatcheries Q1-Q4 Q3-Q4

(2016)

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5. Fifty training sessions for farmer and nurseries conducted to promote suitable polyculture practice of shing and magur for smallholder farmers within their investment capacity

Q1-Q4 dropped

Activity 5: Aborted due to change in strategy. Alongside production capacity improvement, SKF will train the hatcheries to effectively disseminate knowledge as an embedded service to smallholder farmers.

6. Three feed companies make improvements in their production system (e.g. to machineries, software, raw materials and/or skills)

Q1-Q4 Q3

7. Corrective measures undertaken to address prawn hatchery failures in collaboration with Business Promotion Council (BPC)

Q1-Q4 Q2

8. Approximately five private packaging entrepreneurs/entities organise a total of 60 linkage workshops bringing together key market actors from 60 fish haats/trading hubs (e.g. farmers, traders, packaging suppliers) and 20 Haat Day campaigns for the introduction and promotion of plastic-based packaging

Q1-Q4 Q1-Q4

9. One aqua input company conducts 20 training sessions for farmers and local procurement agents, a component of which is on improved post-harvest management practices to reduce losses incurred due to improper post-harvest handling

Q1-Q2 Q3-Q4

10. One private procurement company conducts four training sessions for fish farmers on improved procurement practices and modern post-harvest management techniques; trained fish farmers, in turn, have the opportunity to supply to the company’s private procurement channel

Q1 Q2

11. Establishment of multiple retail outlets offering an assortment of fish in Dhaka sourced from farmers/traders supplying to private procurement channels

Q1-Q4 Q4

12. Krishi Jigyasha 7676 (Banglalink’s dedicated farmer helpline) promoted in synergy with ICT team. Module developed by Farmed Fish team for this purpose incorporated into the helpline

Q1-Q4 Q4

13. Opportunities explored for processed fish products for both domestic and international markets in collaboration with BPC

Q1-Q4 Q3

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14. Action research conducted to assess the impact of women’s participation in individual farm productivity where the women acquire knowledge of tilapia, pangus and koi cultivation techniques through 50 smallholder farmer training sessions, in synergy with Katalyst’s WEE team

Q1-Q4 Q2

Information Channels (IC)

2015 Activities related to the main planned outputs Timeline Planned

Actual Timelin

e

Comments

1. At least one telecom operator increases its content basket by providing diversified information such as market price content to farmers.

Q1-Q4 N/A Activity 1: Proposed business models were innovative but lacked sustainability. The models required presence of extensive field resources to collect market price data from rural areas. In absence of an adequate revenue mechanism, it seemed unlikely that the service providers would be able to sustain the business model without continuous facilitation from Katalyst. The activity has been dropped and will not be pursued further. Activity 3: Banglalink needed additional time to resolve technical difficulties in the service design; the solution is now ready. Launch of farmers’ helpline has been moved to Q1 2016. Activity 4: Leverage point shifted from telecom operators to input companies due to greater interest and ownership from the latter. Additional time was needed to re-strategise. Activities are complete and will be scaled up in 2016. Activity 7: The leveraging point shifted from telecom operators to input companies due to greater interest and ownership from the latter. Additional time was needed to re-strategise and launch the service. Activities will be completed in Q1 2016. Activity 12: This activity was integrated in Activity 9 as the intervention had similar objectives. In addition to SAAOs, extension officials of Department of Fisheries (DoF) and Livestock were also trained and linked with the radios.

2. At least one content developer develops a video-based agriculture solution for commercial dissemination through ICT channels

Q1-Q4 Q1-Q4

3. One telecom operator, Banglalink, introduces a farmer's helpline to connects farmers directly connect with SAAO to address their information needs

Q2-Q4 Q1 2016

4. Two telecom operators adapt precision marketing model by providing customer service solution to two input companies

Q1-Q4 Q2-Q4

5. At least one government institution promotes ICT-based agriculture service Q1-Q4 Q2-Q4

6. One ICT service provider develops a mechanism to provide ICT-based customer care solution through a mixture of SMS and voice service for at least one input company

Q1-Q4 Q2-Q4

7. At least one telecom operator promotes availability of weather-based agriculture content as new content in farmer’s helpline

Q3-Q4 Q1 2016

8. Relevant training content of at least two core sectors incorporated in helplines so that core sector farmers can access training information when required

Q1-Q4 Q1-Q3

9. Develop broadcasting skills of at least 20 SAAOs to disseminate relevant agro information through community radio

Q1-Q4 Q3-Q4

10. At least one agriculture input company provides relevant agro information and promotes quality agro inputs to small and marginal farmers through community radio

Q1-Q4 Q2- Q4

11. Promote the ‘Value of Media Relations’ among at least 15 upazila BMOs and local journalists Q1-Q4 Q2-Q4

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12. Strengthen linkage between media houses and government agencies by developing media relationship skills of government officials, to ensure better dissemination of agro information through media.

Q1-Q3 N/A

Activity 13: The publisher’s initial plan was to author the guidebook with the assistance of a pool of journalists and broadcasters experience in agriculture journalism. Dhaka University later showed an interest in contributing and in turn utilising the guidebook as reading material for its journalism students; the modification took time. The guidebook is scheduled to be published in Q1 of 2016. Activity 14: Initiated. A comprehensive model for planning and conducting round table discussions on agricultural issues has been designed in collaboration with The Daily Star newspaper. The remainder of the activities will carry forward to Q2 of 2016.

13. Assist in development and promotion of the agri and SME guidebook (second edition) Q2-Q4 Q1

2016

14. Launch a commercially sustainable roundtable discussion platform with leading print media house, to act as an advocacy tool for various agriculture sub-sectors

Q2-Q4 Q1- Q2 2016

Local Agri-Business Network (LAN)


Actual timeline

Remarks

1. Develop one course text book on public-private collaboration, to be taught in public agricultural training institutes (ATIs)

Q1 Q1-4

Activity 1 needed more time to find a suitable consultant to develop the course content in collaboration with BTEB. A consultant has now been appointed; work has begun and is expected to be completed by Q2 of 2016.

2. Hold two workshops with public ATIs to conceptualise understanding of public-private collaboration through academia

Q1-2 Q2 2016

Activity 2 will take place after completion of Activity 1 in Q2 of 2016. Activity 3 has been initiated in collaboration with KCM as part of Capitalization mandate. In agreement with DAE, the existing “extension manual” is being updated instead of developing a separate manual on PPP. A committee has been formed and work has begun on drafting specific content regarding PPP in agriculture extension. As per the agreed plan with DAE, activity will be complete by Q4 of 2016

3. Support national extension agency to develop one operational manual on PPP concept for service delivery

Q3-4 Q4 2016

4. Hold one workshop with Bangladesh Agricultural University (BAU) to identify scope of incorporating the concept of public-private collaboration in their existing curriculum

Q1-2 Q3 2016

Activity 4 is jointly being implemented with KCM. Consultant has been engaged to identify course(s) for incorporating content on PPP. Workshop to disseminate finding will be held in Q3 of 2016.

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5. MoUs signed with 68 trader associations to form trader association-farmer group networks in 68 new upazilas

Q2 Q2-3 Activity 5 took slightly more time and has been completed in Q3.

6. Trader associations in 68 upazilas trained in farmer group induction and organisational development skills

Q2-4 Q2-4

7. Trader associations in 68 upazilas trained in advocacy, information management and gender sensitisation concepts

Q2-4 Q2-4

8. At least 200 sector-based PPIs established in new upazilas Q3-4 Q3-4

9. Partnership formed with Integrated Farm Management Component (IFMC) (a DAE project), and pilot initiatives on marketing undertaken in 20 upazilas

Q2-4 Q4 2016

Activity 9 is ongoing according to the plan agreed with IFMC. Training of a Business Focal Person will start after IFMC has started to form farmer organisations. Collaborative activities will end in Q4, 2016.

10. Initiate activities with selected trader association-farmer group networks to introduce new services to clusters of women farmers and entrepreneurs

Q1-4 Q1-4

Activity 11 is being implemented through IFM (Katalyst’s partnership grant). Additional time was needed to jointly prepare business proposal and finish evaluation process. Additional workshops were also held to gauge the business viability of such directory. Work is ongoing; directory is expected to be published by Q2, 2016.

11. One upazila-level traders directory developed Q2-3 Q2 2016

12. Traders associations in 40 upazilas provide diversified services Q2-4 NA

Activity 12 has been dropped. In regional workshops, several TAs identified appropriate new services. However, widespread service diversification throughout the network will take long time (beyond 2017); because of the necessary investment and linkages required by businesses within the TAs.

13. MoU signed with district level trader associations in at least five districts to facilitate regional collaboration with upazila trader association-farmer group networks

Q2-3 NA

Activity 13 has been dropped. Further dialogue on feasibility of establishing a district-level trader association took place with broader audience (including exporters, retail chains representatives, food processors and agro machinery producers). Some private sector representatives showed interest, and modalities of tasks have been developed on a limited scale. More time is needed to develop such an association.

14. Provide support to central DAE planning wing for the development of one training module on effective project planning

Q3-4 Q 2 2016

Activities 14 & 15: After initial agreement and planning with DAE management, activities paused due

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15. Officials of DAE planning wing trained in effective project planning Q3-4 Q 2

2016

to multiple transfers of key training recipients. New members of staff have now been assigned; contract is being initiated with trainers to finalise mode and carry out training. Activities will be completed by Q2 of 2016.

16. Upazila officials in 68 upazilas trained on the concept of public-private collaboration Q1-2 Q1

2016

Activity 16 went as scheduled. Remaining five batches to be completed by Q1 of 2016.

Women’s Economic Empowerment (WEE) 2014 Activities Related to the Main Planned Outputs Timeline

Planned Actual

Timeline Comments

1. Conduct pilot with Aarong’s supply chain to facilitate a skill development system for artisans in handicraft production

Q1 Q1 Activity 4: Partner selection is done through an open bidding process. The objective of conducting dialogue was to disseminate and anchor the experience of gender mainstreaming by private companies in various sectors. This will be most appropriate in 2016, when WEE can share its success cases from Phase 3 implementation. Activity 5: Initial planning has been completed with the partner; activities are carried forward to 2016 due to delays at the partners end. Activity 6: On track. Pilot initiated in November 2015. Activities 7 & 8: Political turmoil at the beginning of the year delayed implementation. A new facilitation contract was initiated in Q3, replacing Innovision. Scale up has been initiated and will continue in 2016. Activity 9: Activity dropped as it was difficult to find projects/ companies abroad mainly targeting women farmers. Activity 11: Dropped. Based on the learning from intervention (creating access to agri information using telecom value added services for women), it appears the services do not match demand in the market. The financial instrument-related services (‘mobile banking’) is also premature in terms of targeting the needs of women as entrepreneurs.

2. Conduct impact assessment and shared with donors of Aarong intervention. Q2 Q3

3. Private companies, NGOs and/or relevant actors promote contract farming model for women maize farmers in potential areas of Northern Bangladesh and hill tracts region (based on outcome of the scoping)

Q1-4 Q4

4. Conduct regional level dialogue with private sector partners, government organisations and relevant actors to enhance women’s participation in income-generating activities and in market systems

Q2-4 Q4

5. Provide course content development support to BAU on proposed ‘Women in Agriculture’ module Q1-4 Q1-Q3

2016

6. Conduct pilot with at least 20 UZBMOs to enhance the services they provide to clusters of women farmers and entrepreneurs

Q 1-2 Q4

7. Twenty hatcheries provide training on improved cultivation technology to women farmers as pilot Q 1-2 Q2 -4

8. Based on the result of pilot, scale up initiated with 30 hatcheries Q2-4 Q4

9. Exposure visit to learn about innovative technologies for small fish farming engaging women farmers

Q1-2 Q3-4

10. Targeted intervention: Initiated to address the access to better input and knowledge channels for women farmers of prawn

Q1-4 Q2-4

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11. a) Based on the assessment of financial instrument for homestead women, initiate targeted intervention in IC: SME services and financial literacy programme for homestead women growers; b) targeted intervention: provide an e-krishok service, information and advisory and farm-book (scale up with WorldVision)

Q2-4

Activity 14: Dropped. Proposals came in through open bidding from the industry to take up such models but lacked scalability and sustainability. Activity 15: A Gender index was developed in collaboration with MRM and Sector Advisor Linda Jones by Q3. The tool was piloted in October 2015 and after further fine tuning, the index will be applied in upcoming assessments of Katalyst. Meanwhile, the index will be shared with other relevant Swisscontact projects.

12. Targeted intervention: facilitate a sales promotion model to increase safe usage of pesticide, targeting women homestead growers and unpaid labourers. To be based on the pilot design and scale up plan.

Q1-4 Q1-4

13. Targeted intervention: promote through alternative channels the use and knowledge of quality agro inputs basket for women homestead vegetable growers

Q1-4 Q1-4

14. Targeted intervention: expand distribution channel to increase usage of trichoderma targeting homestead women farmers with potential partner(s).

Q2-4

15. Develop a gender index to measure improvement in empowerment in sectors and cross sectors Q1-2 Q3

Capitalisation

2015 Activities related to the main planned outputs Quarter Planned

Actual Timelin

e Comment

1. Conduct one study to identify roles of private and public sector in promoting inclusive market development

Q1-Q2 Q4 Activities under capitalisation for the reporting period are complete with the exception of activities 3, 6, 9 and 11.

Activity 3: Partnership formation with BPATC has been delayed because of a bureaucratic tussle between concerned ministry and the training centre over jurisdiction of with whom partnership will be signed; partnership expected to be formed during Q1, 2016. Activity 6: Development of one policy paper is delayed as the stakeholders (of fisheries sector) decided to conduct a preliminary study before policy paper; it is expected to be completed by Q2, 2016. Activity 9: Partnerships with private

2. Undertake capacity development activities to inform and influence government agencies (including MoC, Ministry of Agriculture, Planning Commission and Implementation, Monitoring and Evaluation Department (IMED) to further strengthen their initiatives on inclusive market development

Q3-Q4 Q2-Q4

3. Form partnership and initiate interventions with Bangladesh Public Administration Training Centre (BPATC) to introduce training/course module on the concept of private sector-led inclusive development

Q1-Q3 Q1 – Q4 (2016)

4. Conduct at least six discussion events/workshops to create awareness of Katalyst’s experience and market development practices

Q1-Q4 Q1-Q4

5. Produce and share at least ten cases, thematic reports, thought pieces and other publications to promote Katalyst’s experience of market development

Q1-Q4 Q1-Q4

6. Develop and share at least two policy papers relevant to Katalyst sectors with relevant stakeholders

Q1-Q3 Q3,

Q2(2016)

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7. Provide support to Krishibid Institution of Bangladesh to launch agriculture award programme for the promotion of innovation and good practice in Bangladesh’s agriculture sector

Q1 Q1

universities could not be formed due to lack of quality proposals under partnership grants scheme. During Q1, 2016, Katalyst expects to form a partnership with one private university to anchor the project’s relevant learning in its course curriculum. Activity 11: Series of events instead of one day long event have been organised to inform relevant stakeholders about the concept and best practices of market development approach; senior officials from different government agencies participated. The activity will finish by Q 3 of 2016.

8. Develop a) capacity of faculties and b) relevant course materials to incorporate market development elements in at least three public, academic institutions

Q1-Q4 Q1–Q4

9. Form partnerships and initiate activities with two leading private universities to introduce/update courses related to inclusive development and rural marketing in their business and development studies departments

Q1-Q4 Q1-Q2 (2016)

10. Take initiatives to develop capacity of RDA to improve its mechanism of engaging with private sector to conducting action research and disseminating research outcomes

Q1-Q4 Q1-Q4

11. Organise one day-long event, ‘Inclusive Market Development Day’ in partnership with MoC to inform relevant stakeholders about the concept and best practices of market development approach

Q1 Q3

(2016)

12. Provide support to MDF to organise three events including workshops and field visits to share Katalyst’s experience

Q1, Q3 Q3, Q4

13. Conduct at least one study on agribusiness trade competitiveness with BPC and disseminate among their members

Q2-Q4 Q2-Q4

14. Undertake two initiatives for developing capacity of BCP to function as an effective platform

Q1-Q3 Q1-Q4

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Communications

2015 activities related to the main planned outputs9 Planned timeline

Actual timeline Comment

1. Produce and disseminate regular communication materials including e-newsletter, project flyers, sector briefs and achievement highlights

Q1-Q4 4 Q1-Q4

All planned activities are complete. Katalyst learnings were captured and shared with targeted stakeholders using a range of communication tools. The communications team, in collaboration with other teams, organised events and produced a range of communication materials, including nine short videos, three case studies, one achievement booklet, a project flyer, sector briefs, brochures and a gender-specific impact story book to highlight Katalyst’s key experiences. Due to a shift in the communication strategic objective, instead of participating in talk shows, Katalyst decided to utilise print media to highlight the project’s activities through media coverage (e.g. 20 news pieces were published in different newspapers).

2. Organise one media training for Katalyst and its co-facilitator staff

Q1 Q1 Q2

3. Organise at least two discussion events with media houses on topics of agriculture and private sector-led inclusive development

Q1,Q3Q Q2

4. Highlight at least two successful experiences of Katalyst in talk shows via electronic media Q2,Q3 Q2, Q4

5. Produce one video documentary for each Katalyst sector/intervention and share with relevant stakeholders

Q1-Q3 Q2-Q4

External Relations


Actual timeline Comment

1. Organise at least two training events on M4P organised for relevant government officials Q2, Q3 Q4

Most of the planned activities are complete. Activity 2: Officials from the MoC, BPC, ERD, IMED and the Planning Commission participated in learning visits (e.g. workshops, local and international training events and field visits to Katalyst interventions). One international learning visit could not take place as host project could not accommodate a government delegation; this visit is expected to take place in May, 2016.

2. Organise two international learning visits to relevant projects for government officials Q1, Q4

Q2, Q2(201

6) 3. Organise at least two in-country field visits for

MoC, BPC, IMED, ERD and Planning Commission officials

Q3 Q4

4. Conduct three workshops with concerned government agencies to create awareness of Katalyst’s work and private sector-led market development

Q1-Q4 Q1-Q4

5. Prepare regular reports on the project and report to MoC, Economic Relations Division (ERD), IMED and other concerned government agencies

Q1-Q4 Q1-Q4

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ANNEX 3: Progresses towards systemic change Methodological note Scale and sustainability indices: The scale and sustainability indices are quantitative indicators aimed at capturing early signs of systemic change attributable to Katalyst’s project work. The scale index is the ratio between the number of farmers reached through interventions (access outreach) and the relevant sector boundary. The sustainability index is ratio between the number of leverage agents engaged by Katalyst and the number of agents who continue to provide services to the target group within the sector boundary after the intervention ends. The scale and sustainability indices are represented graphically on the X- and Y-axes respectively of a two dimensional graph. The AAER matrix: The Adopt-Adapt-Expand-Respond (AAER) matrix is a tool designed to describe qualitatively the systemic changes observed. The four quadrants represent the four degrees of systemic change. ‘Adopt’ is always the first step of systemic change, reflective of at least one market partner buying-in to a new way of working. ‘Adapt’ is achieved when market partners continue to roll out the innovation, but are improving and developing it. ‘Expand’ accounts for crowding-in effects and the potential for beneficiary numbers to grow. ‘Respond’ is characterised by improvements to supporting functions and rules (in interconnected markets) which shore-up and strengthen the pro-poor innovations adopted, enabling them to become further ingrained within the market system.

Early signs of systemic change in the Maize sector

The sustainability-scale diagram on the left shows that the maize sector has progressed from a low to low-medium level of systemic change between 2013 and 2015. Since the beginning of the Phase 3, the sector team has worked with a number of seed companies, maize contractors and micronutrient companies that gave access to a substantial farmer base, leading to this change. In 2015, a total of 21 service providers (leverage agents) provided services to 209,144 farmers accessed against the overall sector boundary of 663,724 farmers.

In qualitative terms, the matrix below illustrates a number of key examples captures through the AAER matrix: AAER matrix for the maize sector:

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Adapt:

• Using learning from Phase 2, contractors operating under the contract farming system (developed under the Phase 2 contract farming intervention) reached 65 out of 35 contractors without further assistance from Katalyst.

• In terms of micronutrients, in 2015, four companies

(out of the five mentioned under ‘Adopt’, below) have used the training module developed under the intervention ‘Capacity building for company staff’ to reach the areas not included in the intervention.

Respond:

• Bangladesh Bank has incorporated maize contract farming financial schemes (including a dedicated credit line) into their rural credit policy. Two financial institutions (Agrani and NCC banks) are offering loan products to the maize contract farmers.

Adopt:

• In Phase 2, Katalyst initiated a contract farming model in the North with CP.

• Also in Phase 2, Katalyst partnered with private

companies promoting micronutrients in a move towards balanced usage of fertiliser for the maize farmers.

Expand:

• Based on its experience in Phase 2 (CP contract farming), in Phase 3 Katalyst collaborated with Petrochem which is actively working to develop a contract farming system in Barisal and Faridpur regions in collaboration with a local feedmill.

• Based on its experience in Phase 2, Katalyst

partnered with five new private input companies who agreed to share at least 50% of the intervention costs to reach around 62,000 farmers with micronutrients through the capacity building of their staff and other activities.

Early signs of systemic change in the Vegetable sector This diagram depicts the progress towards systemic change in the vegetable sector using Katalyst’s systemic change measurement framework. Overall, the sector has shown stronger incidence of systemic change in Phase 3, from low-medium to high-medium. By 2017, the sector team expects to further deepen the systemic change at the higher end of high-medium. In 2015, through Katalyst interventions, a total of 27 service providers (leverage agents) provided services to 543,208 farmers against the overall sector boundary of 4,016,171 farmers.

In qualitative terms, the matrix below illustrates a number of key examples captures through the AAER matrix:

AAER matrix for the Vegetable sector:

Page | 30

Adapt:

• Rural Development Academy (RDA) continues to produce and sell trichoderma to farmers and private companies.

• Private companies such as Ispahani Biotech are now

continuing the promotion of biopesticide to vegetable farmers as a part of integrated pest management.

• Lal Teer continues to promote mini packets of

vegetables seed independently on the mainland (following collaboration with Katalyst in Phase 2)

Respond:

• DAE is now issuing licenses for trichoderma production.

• The Pesticide Act of 1985 was amended with support

of Katalyst in Phase 2. Based on this, companies are obtaining biopesticide licenses independently.

Adopt:

• Katalyst collaborated with RDA for promotion of trichocompost (Phase 2). Also in Phase 3, private compost companies such as Annapurna, Explore, Rahman Agro are promoting the use of organic fertiliser (e.g. trichocompost, vermicomost).

• Private seed companies such as Lal Teer Seed and

ACI are changing their promotion and distribution practices to reach poor disadvantaged farmers in chars and haors.

• Private companies and association (for example,

Direct Fresh and BPC) are establishing supply chain of safe vegetable sourcing and marketing.

Expand:

• Ispahani Biotech has started to produce trichoderma solution in its own laboratory.

• As a continuation of the Phase 2 seed mini packet

intervention, many other national-level seed companies are now promoting mini packets throughout the country to reach poor farmers.

Early signs of systemic change in the Farmed Fish sector The farmed fish sector shows strong evidence of systemic change. As depicted in the diagram, in terms of scale and sustainability the sector has moved from low-medium to high-medium; this is expected to be further deepened by the end of the phase. This increase is mainly due to the increase in the number of service providers for sustainability and increased access number in 2015. In 2015, a total of 640 number of service providers (leverage agents) provided services to 429,878 against the overall sector boundary of 635,066 farmers.


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AAER matrix for the Farmed Fish sector:

Adapt:

• Of 14 hatcheries in Phase 2, in Phase 3 six increased their investment to import different fish species, to diversify their species portfolio.

• One procurement company (ACI) is continuing

procurement and selling better quality and safe fish at the local wholesale and retail outlet.

Respond:

• Three input companies introduced change into their marketing strategy to include smallholder farmers in their customer base.

• DoF issued a guideline about the import of

broodstock. • A national association has been formed to assist

hatcheries to import brood. • Agro Solutions, a local nutrition formulation

consultancy company, has developed and launched formulation software for feed mills to buy and use to improve quality and optimize production cost of fish feed.

Adopt:

• Fourteen hatcheries imported brood stock to produce better quality fingerling (in Phase 2).

• Twenty-seven feed companies started investing in

enhancing their feed production knowledge. • One private procurement company (ACI) established

a channel for better quality fish and started selling branded fish at the wholesale market.

• Fifty hatcheries, three input and procurement

companies promoted culture practice of small fish species among farmers.

Expand:

• Twenty-seven hatcheries imported snakehead (shoal) from Vietnam independently.

• Fifteen feed companies have invested independently

in capacity-building activities to improve feed quality.

Early signs of systemic change in the IC sector The diagram provided presents the progress towards systemic change in the IC cross sector using the ‘systemic change measurement framework’. Significant numbers of IC market players have adopted and integrated farmer-focused information solutions into their regular business models, which continue to benefit farmers in their agriculture practices. There are around 24 service providers (leverage agents) who cater for farmers’ information demands through solutions such as agro helplines, in-house customer care solutions, and media agriculture programmes or content.

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In addition to service delivery, necessary awareness activities among farmers have led to approximately 1,015,876 farmers accessing these information solutions to date. Following the lead and successes of these market actors, it is expected that by the end of Phase 3, additional market players will replicate and incorporate these solutions into their businesses, through which more farmers can access and benefit from relevant and timely information solutions.

In qualitative terms, the matrix below illustrates a number of key examples captures through the AAER matrix: AAER matrix for the IC sector:

Adapt:

• Banglalink has built on its experience of an agriculture helpline from Phase 2 and come up with a new service with DAE to connect farmers directly to their most preferred information source, that is, government extension officials.

• Metal Agro Ltd has enhanced its information solution for

farmers after the initial experience of adopting ICT-based customer solutions into its business model. Enhancements include making the service available for four more variety of seed, increasing capacity of its call centre, and incorporating additional training programmes for company staff to ensure quality service delivery.

Respond:

• Leading state-owned academic institute Dhaka University has introduced a mandatory course on agricultural journalism for its journalism students. Students will now graduate with a proper understanding of how to cover the agricultural industry. The media (television channels, newspapers) will benefit from this skillset as they recruit fresh graduates and utilise them to cover agricultural news and programmes effectively.

• Bangladesh’s leading research firm, MRB Bangladesh,

has commercially launched an improved television rating point mechanism which ensures the coverage of rural viewership data along with urban data. Media and advertisers can now make use of this data to target rural consumers (i.e. farmers). Agricultural programmes will now get sponsorship, along with other programmes which are widely viewed by the rural audience.

• Leading advertising agency Group M has come up with a

new service which provides media planning advice to agricultural input companies. The service will allow input companies to cost-effectively promote products and channel embedded services (information) through television.

Adopt:

• Input companies such as Metal Agro Ltd become pioneers in adopting an ICT-based customer solution into their business model, disseminating agricultural advice to farmers.

• Media houses (e.g. Channel i, ATN Bangla, GTV, Ekattor

TV and 12 other community radio stations) have adopted a ‘bottom-up approach’ in their processes of producing and broadcasting agro programmes and news. Capacity building of journalists and necessary market linkages have led to the broadcast of better quality agro content through the mentioned media houses.

Expand:

• Following the lead and success of the in-house customer care solution launched by Metal Agro Ltd, other leading agro and fisheries input companies (e.g. Supreme Seed, Eskayef Bangladesh Ltd and EON Fish Feed) have launched their own ICT-based customer care services.

• Following the lead of Grameen Phone Customer

Information Centres (GP CIC), rural ICT centres operated by the government are now disseminating agricultural information to farmers at union level throughout the country.

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Early signs of systemic change in the LAN sector The scale and sustainability indices show that wide scale adoption of LAN by trader associations, farmer groups and extension offices is evident throughout the country. Throughout the network, 180 trader associations are actively coordinating with local extension offices, channeling training and information to 259,352 farmers groups within LAN. The following examples present several qualitative aspects of the progress towards systemic change.

In qualitative terms, the matrix below illustrates a number of key examples captures through the AAER matrix: AAER matrix for the LAN sector:

Adapt: TAs generally comprise input retailers and output

purchasers. As these associations obtain access to large number of farmers though LAN, more business people are diversifying as output purchasers. They are setting up auction points in key markets throughout the upazila and bringing in wholesale buyers to purchase from the farmers.

TAs are offering a credit facility to farmers; the

amount and duration of the credit vary according to a seasonal cycle.

Respond: Large private companies (e.g. ACI, Haychem and

Petrochem and Popular Insurance Co) have signed MoUs with local TAs to channel their products and services through the network to the farmers.

Regional offices of input companies (e.g. Bayer Crop,

Mega Seeds, Eon Agro) are sponsoring training events which are being jointly organised by TAs and extension offices. Company products are also being promoted in these events.

Adopt: TAs are actively coordinating with local extension

offices through PPI committees, channeling training and information and services to farmer groups within LAN.

An average of over 12 activities per upazila are

carried out throughout the year on cultivation techniques, pest management, livestock vaccination and postharvest handling.

Expand: TAs are promoting LAN in new locations within their

upazilas and bringing new farmers in under their network. Such expansion has only begun in few locations but is expected to increase throughout he network over time.

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Early signs of systemic change in the WEE sector

The figure depicts the progress towards systemic change in the WEE cross sector using the ‘systemic change measurement framework’. Historically, WEE was mainstreamed within core sectors in Phase 2; the WEE unit emerged as an independent sector in Phase 3. The access figures to generate an inception point are taken from gender impacts within core sectors. The impact was not targeted to bring sustainability or maximise scale, but rather to observe how market systems react to gender mainstreaming; thus the axis of scale kicks off from the 'low' quadrant.

Additionally the service providers and services provision in Phase 2 targeted women with a limited scope which was not sufficient to map sustainability. Nevertheless, in Phase 3 (from the end of 2014), WEE initiated implementation; its planned target is to benefit 42,000 women with additional income. Early signs indicate that sensitising the private sector drivers of change to target women with access and information and relevant services will gather momentum by 2016. By the end of the phase, the sustainability gained will reach the low-medium quadrant.


AAER matrix for the WEE sector:

Adapt: After leveraging MFIs to reach remote clusters of

women farmers, input companies in the prawn sector are now establishing their own distribution network in those regions.

One MFI has modified its generic credit, changing its

offering into a seasonal loan facility, so that women prawn farmers can synchronise repayments with production cycle and harvesting.

Respond: NA

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Adopt: Interventions in the homestead vegetable sector are

at the Adopt stage with the private sector taking a positive stance. Through training and promotion private input companies have invested in developing an enhanced distribution mechanism to take products and services to the doorstep of rural women farmers.

Leading craft retailer Aarong has adopted a

sustainable skills enhancement mechanism for women artisans in the craft supply chain. This allows the capacity building of women artisans to ensure quality standards.

Expand:

In the prawn sector, more input companies are interested in replicating the MFI partnership model to reach clusters of women farmers. To instigate scale-up within the project’s life-time, non-autonomous expansion is expected.

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ANNEX 4 Initiatives for inclusive market development by national actors Output indicator 2.1: Number of relevant initiatives geared towards improvement of competitiveness in agriculture implemented by companies, public sector actors, BMOs, NGOs, think tanks and others

Katalyst works with private companies, public sector actors, business associations and other market actors to introduce business services and products targeting poor farmers. As part of its facilitative approach, Katalyst identifies business opportunities with these organisations and supports the development of partners’ skills and capacity in order to introduce new or improved pro-poor services and products. As a result of Katalyst’s interventions across different sectors and cross-sectors, many market actors have introduced the following initiatives towards improvement of competitiveness in the agriculture sector:

Achievements January – December 2015:

SL Initiative Initiative taken by Detail

1. Improve access to information, input and market for women prawn farmers

Rural Reconstruction Foundation, Uddayon and National Gonokendro Foundation (MFI)

Three MFIs have now included training provision in their credit support programme for women prawn farmers.

2. Introduce contract farming model for prawn cultivation

First Care and Pranti (Feed companies)

Two input companies have launched a contract farming model to encourage women farmers to engage in prawn cultivation.

3. Provide training on farmed fish culture

Seventeen local hatcheries

At least 17 hatcheries in the northern and southern regions of Bangladesh have started promoting suitable culture technologies and practices (for pangus, koi and tilapia) among homestead women fish farmers.

4. Distribute quality seed in remote areas

BRAC (NGO) BRAC has launched a new seed distribution channel for farmers in remote areas through its centres.

5. Promote vegetable cultivation technology and profitable cropping patterns

GUK, Moushumi, Dipshikha, DDJ, NGF, RRF, ASPADA (NGOs) and

GETCO, Shatkhira Seed House, BRAC Seed (agricultural companies)

Six NGOs and three national agricultural companies are promoting vegetable cultivation techniques and profitable cropping patterns in different parts of the country.

6. Establish procurement channel with vegetable farmers

ACI Logistics Ltd ACI Logistics Ltd has taken an initiative to profitably procure fresh vegetable from farmers. As a result, there will be improved forward market linkage ensuring a fair price for vegetable farmers.

7. Update database of agri helpline based on farmers’ demands

WIIN (digital content provider)

WIIN, an agricultural information content (digitised) provider, conducted a content audit and updated the database of agricultural information based on the demand of farmers.

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8. Provide quality input for prawn culture to women farmers

Pranti Feed, First Care (feed companies)

Two feed companies are now targeting women farmers to provide quality inputs and services (access to information and markets) for prawn cultivation.

9. Supply input for farmed fish

9 Hatcheries

9 hatcheries are now promoting suitable technologies and practices for the culture of pangus, koi and tilapia amongst homestead women fish farmers.

10. Provide cultivation information through agricultural expert

BRAC BRAC is offering the services of agricultural expert to farmers.

11. Promote biopesticide, yield boosters and forward market linkages

ACI Formulations Limited (Chemical company)

ACI Formulations Limited is promoting bio-pesticides and yield boosters to small farmers, on the usage of such products. Additionally ACI Logistics are also ensuring forward market linkage for some of the high value vegetables produced through the programme.

12. Offer credit facilities for women prawn farmers

Three MFIs Three MFIs (RRF, NGF, UB) are now offering credit facilities to the women prawn farmers for prawn cultivation

13. Provide information and training on prawn culture

MFIs, private companies and LSP

MFIs, Private companies and Local Service Providers (LSP) are offering information and training on contract farming to women prawn farmers.

14. Incorporate concept of public-private partnership for public sector training institute

National Academy for Planning and Development (NAPD)

Following the findings of a need assessment, NAPD has updated its ‘Public-Private Partnership’ course. The updated course reflects Katalyst’s experiences and learning of working with public and private sector in the agriculture sector.

15. Introduce a course on agro journalism

Faculty of Journalism, University of Dhaka

University of Dhaka has introduced an agro journalism into its journalism programme. This course provides an insight of agriculture sector to the students of journalism.

16. Import brood through hatchery association

National Hatchery Association and Mymensingh Hatchery Association

One regional and one national-level hatchery association have been formed who will facilitate member hatcheries for importing brood from international sources. To date, around 50 hatcheries have imported brood from Vietnam, Thailand and Philippines through these associations.

17. Provide commercial training on brood rearing and hatchery management

BFRF BFRF has launched a commercial training service for hatcheries especially for koi, tilapia and pangus brood rearing and hatchery management.

18. Facilitate supply of quality fingerlings through brood bank creation of small indigenous species by hatcheries

40 Hatcheries Forty hatcheries have started to supply quality fingerlings of small indigenous species by creating brood bank.

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19. Facilitate cultivation of small indigenous species

Forty hatcheries, one input company

The input company and hatcheries are providing training to farmers on cultivation of small indigenous species.

20. Develop feed formulation software for feed mill companies

Agro solutions (software company)

Agro solutions developed ‘Feed Formulation Software’ for feed companies and started to provide consultancy support on commercial basis. Feed mill companies are now using this software for feed formulation, nutrition and cost optimisation.

21. Provide consultancy support to automated feedmill companies

Elite Engineering Elite Engineering started to provide feed machineries maintenance services to automated feedmill companies.

22. Improving feed quality by automated feedmill companies and semi-automated feedmill entrepreneurs

Twenty automated feedmill companies;

Ten semi-automated feedmill companies

Fully automated and semi-automated feedmill companies improved the quality of fish feed for the fish farmers by improving machineries and utilising consultancy services.

23. Provide support for feed raw material, nutrient analysis and laboratory setup

DoF and Kemin (input company)

DoF is providing support to feedmills for testing raw material and nutrient quality as per regulations set in the Feed Act and on demand basis. Kemin, an International raw material company is providing raw material analysis technology and laboratory setup support on demand to feedmills

24. Form fish farmer clusters to provide technical knowledge

DoF and BFRF DoF and BFRF have collaborated in registering 20 prawn and whitefish farmers to form farmer clusters that will be regulated and supported in future.

25. Promote safe fish production and contract farming

DoF and BFRF DoF and BFRF have developed a training module on safe fish production and are working to spread awareness on the techniques and importance of safe fish production among fish clusters registered with DoF. They will also provide guideline and other supports to practice contract farming.

26. Introduce multimedia messaging services (MMS) to provide solutions

Petrochem Bangladesh Ltd

Petrochem Bangladesh Ltd, a renowned pesticide company, has introduced an MMS-based service providing pesticide recommendations to farmers.

27. Facilitate vegetable contract farming

BPC and

Bangladesh Fruits, Vegetables & Allied Products Exporters Association (BFVAPEA)

BPC and BFVAPEA are facilitating 20 contract farming groups to export vegetable. This is facilitated with various companies and in various regions of the country.

28. Facilitate vegetable export

BPC; BFVAPEA; DAE BPC, BFVAPEA and DAE are now providing technical assistance to farmers to meet compliance issues to facilitate export of vegetables.

29. Improve packaging to provide information to farmers

Metal Agro Ltd Metal Agro has improved 2 million packets to include information leaflets inside the packets. The leaflets contain information for farmers on cultivation technology.

30. Ensure quality of the Lal Teer Seeds Ltd, Win Lal Teer, WinMiaki and GP have initiated a unique

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seed Miaki, Grameen Phone (GP)

number tagging (UNT)-based service to assure the farmers regarding the authenticity – that is the quality – of their purchased seed pack.

31. Develop service provision of union digital centres (UDC) to provide agricultural information

Access to Information (A2I)

A2I has developed and started to provide relevant, updated and timely agricultural information to farmers through the UDCs.

32. Provide innovative customer care solution to disseminate agro information

Metal Agro Ltd The input company (Metal) has set up its own call centre where farmers are now placing ‘missed calls’. Dedicated call centre agents then call them back and give agro information. This service allowed the input company to develop a customer (i.e. farmers) database.

33. Provide innovative mobile based solution to farmers

Bangladesh Institute of ICT in Development (BIID) and Bangladesh Seed Association (BSA)

BIID, with the support of BSA, has developed a mechanism whereby dedicated call centre agent of the BIID receives ‘missed calls’ from farmers and call them back to deliver desired agro information.

34. Develop a video based agriculture solutions

WIIN Inc., Syngenta Bangladesh Limited (input company)

WIIN Inc. prepared videos on selected crops, which Syngenta uses to train farmers on technical information related to crop cultivation, production and post-production.

35. Work to ensure improved agro programmes on TV

Channel i, ATN Bangla, Gazi TV, 71TV

Four television channels have improved programmes on agriculture after senior reporters of four television channels trained young news staff members to improve their programmes. Special focus was given through training to providing coverage of small and marginal farmers, and female farmers.

36. Involve agricultural officials in the agro programmes of community radio stations

Thirteen community radio stations, DAE, DoF, Department of Livestock Services (DLS), AIS

DAE, DoF and DLS extension officers are now offering important extension services utilising community radio stations. AIS has trained extension officers to disseminate relevant agro information through community radio.

37. Support community radio to disseminate information

Petrochem Bangladesh Ltd (an input company), Radio Jhenuk, Radio Mukti

Petrochem Bangladesh Ltd is supporting two community radio stations to improve their programmes to incorporate dissemination of important agricultural information to support farmers.

38. Develop target rating points (TRPs) with rural viewership information

MRB Bangladesh (a market research firm)

MRB Bangladesh has developed and launched a new information service which includes TRPs to give information about Bangladesh’s rural television viewership. This will help advertisers and potential television programme sponsors to better understand rural perception or choice.

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ANNEX 5 Transversal themes Mainstreaming gender

Through its gender mainstreaming framework, Katalyst aims to achieve enhanced economic empowerment for women who are involved in the agri sectors as farmers, paid and unpaid labourers and entrepreneurs. Katalyst’s WEE sector designs and implements targeted interventions to address the underlying constraints hindering women’s participation in the market and improve their economic and empowerment. In addition, a number of gender initiatives are integrated into on-going interventions by core and cross sectors in order to increase benefit to poor women from activities in the sectors.

The project has benefited 11,260 women in 2015, generating a total additional income of BDT 51,553,400. The table above presents a sector-wise breakdown of additional income and women benefited. The vegetable sector impacted relatively more women, through initiatives such as making quality input (seeds) accessible to homestead women vegetable growers in remote areas via a customised distribution channel (with BRAC Seeds) and through engaging hundreds of women in compost production at the homestead level through the project’s Innovation fund. LAN created improved access to timely extension services for more than 78,000 female farmers through the trader associations, of which only 2,198 could be validated through impact assessment in 2015. The Farmed Fish sector strives also to increase the engagement of women, since traditionally they are not present as commercial farmers. The sector has also worked with a number of hatcheries in introducing modern culture practices of profitable fish species in Jessore and Mymensingh.

Mainstreaming climate change adaptation (CCA) and disaster risk reduction (DRR)

Katalyst has developed a CCA and DRR framework to assess the risks and opportunities associated with natural disaster and climate change at the sector and intervention levels. During the reporting period, a dedicated task force worked with a climate change expert and reviewed the existing framework and improved it to capture and communicate the findings within and beyond the project’s scope. The review made concrete recommendations to be implemented within the project timeline, specifically to a) build staff capacity, b) conduct a climate change assessment of interventions, capturing best practice, and c) conduct a value chain risk assessment.

The sectors acknowledge the relevance of CCA/DRR and adhere to the ‘do no harm’ principle adopted by Katalyst. On top of that, a number of the project’s interventions actively take climatic

January – December 2015

Sectors Income (BDT) Benefit

Fish 6,220,523 285

Vegetable 23,596,704 4,748

IC 1,096,618 634

LAN 7,663,781 2,198

WEE 12,975,744 3,392

TOTAL 51,553,400 11,260

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factors into account. A good example of best practice is the way the vegetable sector proactively designed strategies aimed at maximising resilience to climate change and disaster risk. In disaster-prone areas such as the chars, Katalyst has partnered with private seed companies to promote the most suitable seed varieties to increase farmers’ adaptation to a climatic shock. The project also works with seed companies to promote varieties which demonstrate a greater resilience to seasonal storms. In addition, through the promotion of trichoderma technology to produce better quality homestead compost, the sector is addressing the issue of soil nutrient depletion and water retention capacity. In addition, the ICT sector has designed an intervention specifically with the DRR issue in mind, intended to inform farmers in advance about weather changes and the necessary protective measures to take against loss of crops.

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ANNEX 6: Katalyst Innovation Fund (KIF)

Katalyst’s overarching aim is to develop market systems for the greater inclusion of poor, which means introducing new, innovative, business models to existing market players in Bangladesh. Stimulating innovation is thus an intrinsic part of all Katalyst activities. In Katalyst’s traditional delivery channels (self-implementation and co-facilitation), Katalyst staff carry out a constraints analysis and come up with ideas to overcome these constraints, which are then put forward to potential private sector partners. In the KIF model, the constraints analysis is still done by Katalyst staff but the ideas to overcome these constraints come directly from the potential private sector partners. The basic idea of KIF is thus to boost innovation further and find new, stimulating partners through its two funding models (partnership grants and sub-facilitation grants).

Developing an effective operational strategy for the KIF meant that Katalyst had to experiment with various approaches and learn from these experiences. Initially, the fund used bidding rounds and calls for proposals stipulating narrowly defined constraints to be addressed. Later, in 2015, an ‘open window’ was introduced, to enable KIF to receive proposals on an ongoing basis and with no pre-defined specific constraints (other than the sector limits themselves).

At the beginning of 2015, Katalyst thoroughly reviewed its KIF experience. The project captured the achievements and lessons learnt, and identified ways forward to improve the tool. The recommended adjustments were discussed with donors and incorporated by Katalyst.

By mid-2015, following the internal review, the KIF boosted its communication strategy with a new branding of the fund and more investment in marketing. Renewed communication efforts resulted in greater uptake by the industry. By end of December 2015, as illustrated in the table below, a total of 16 partnership grants were contracted with 12 in the pipeline. Ten sub-facilitation grants had been contracted and one was in the pipeline. By end of December 2015, a total of 26 grants had already been awarded and 13 contracts were in the pipeline.

However, despite its communication efforts and the increased number of new grant proposals, Katalyst forecasts that KIF grants will not be able to reach the budgeted amount fully in Phase 3. By end of December 2015, the total value of grants contracted under KIF was CHF2.88

Contracted(end Dec. 15)

In pipeline TotalContracted

(end Dec. 15)In pipeline Total

Vegetables 1 1 2 1 0 1Farmed fish 1 1 2 2 0 2Maize 0 1 1 1 0 1Seed 4 0 4 1 0 1Fertilizer 3 0 3 1 0 1Forward market 2 4 6 0 0 0IC 2 2 4 1 1LAN 0 1 1 0 0 0WEE 1 1 3 0 3Capitalisation 2 2 4 1 0 1TOTAL 16 12 28 10 1 11

Subfacilitation grantsPartnership grantsKIF Grant Status

Sectors

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million and the potential total amount to be spent was estimated at CHF1.02 million, leading to an underspending of approximately CHF1.23 million out of the total of CHF5.14 million budgeted, as illustrated in the table below. Senior management has taken this situation into consideration and has planned to spend the unspent amount of KIF funds through Katalyst’s traditional delivery channel.

5,144,500 2,884,640 1,025,788 3,910,428 1,234,072

76%24%

Phase balanceBurn rateUnderspent

KIF expense status as of 31.12.2015 (in CHF)KIF phase budgetContracted (Mar. 14 - Dec. 15)Planned contracts (Jan. 16 - Mar. 17)Expected phase spending (Mar. 14 - Mar. 17)

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ANNEX 8: Programme highlights, impact stories and testimonials

Vegetable

Crop: Various seasonal vegetables

Land area: Four decimals

Location: Char Muladi, Barisal

Parul Begum, a homestead vegetable farmer from char Muladi, Barisal, has four decimals of land but grew vegetables at all before she was selected in August 2015 by Lal Teer Seeds to be a demonstration farmer. She was provided with mini packets (each containing five g of seed) of quality vegetable seed, and the right information about how to cultivate it.

The investment cost on the demonstration plot was BDT1,200 – this covered things like preparation of the land, pesticide and irrigation. Parul started to grow a range of vegetables – wax gourd, ridge gourd, bitter gourd, Indian spinach and red amaranth – and was very happy with the high yields she got as a result. Her

husband Safiqul Islam sold some of the produce at the local market and got BDT5,000 – a net profit of BDT3,800. Whatever vegetables they didn’t sell, Parul’s family ate, which saved more money by not having to pay for vegetables at the market, as well as contributing to their nutrition intake. Parul Begum has been inspired by her success, and is now planning to buy hybrid seed to grow vegetables on her land next season.

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Farmed Fish

Crop: Tilapia-koi

Pond area: 0.72 acres

Location: Jhinaidaha, Bangladesh

Abdul Mannan Munshi, 48, is a fish farmer from the village of Jagannathpur, Jhinaidaha district. He finished his education up to primary level, and lives with his wife and two children. He has around three-quarters of an acre of pond area, and here he cultivates tilapia and koi. He has been farming fish for the last eight years and used to use traditional bamboo baskets or a sack to take the fish to the wholesalers. In December 2014, Abdul went to a linkage building workshop organised by a local packaging trader and facilitated by Enroute

International consultancy, a Katalyst co-facilitator. In the workshop, the farmers heard about types of different plastic-based packaging materials, which might be suitable for them to use to take their produce to market.

Abdul realised that his profits would be bigger if he started to use the improved, plastic-based packaging. The good practices he he’s now adopting means his fish arrive at the market fresher and in a better state than those of his competitors – this means a better return for his hard work. Since using the improved packaging, Abdul’s loss has gone down by four or five kg per maund. As well as plastic crates, he uses plastic drums to carry live fish and reports extra revenue of BDT10-20 for every kg. In 2015, Abdul harvested about 12,000 kg fresh fish and made an extra profit of BDT60,000, which he attributed to lower post-harvest loss, quality retention, and extra value addition. He now owns eight plastic crates and five plastic drums, and is convinced that counting to use them is the right way forward.

By December 2015, local packaging traders had conducted around 60 linkage building workshops and reached around 47,000 farmers. To scale up this intervention further, Katalyst is now working with another plastic crate manufacturer (RFL Plastics) to introduce customised and low cost fish crates, helping to provide more value to the fish farmers.

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Fertiliser

Crop: Vegetables

Land area: 1 acre

Location: Rangunia, Chittagong

Muhammad Jabet, 36, is from the village of Ghatchak Esapur, Rangunia, Chittagong. A vegetable farmer, he supports a family of nine, growing brinjal, cauliflower, cabbage, cucumber and bottle gourd on a piece of leased land.

Although he has been farming for the last ten years (since the demise of his father), he had never heard about the concept of plant nutrition management or the balanced usage of fertiliser. He only knew something was wrong when he saw his deformed brinjal plants, their growth stunted, or his cauliflowers becoming discoloured and the stems weak – but he had no idea what the solution could be.

In 2013, Mumahhad was growing brinjal on an acre of his land, and suffered significant crop loss – soil had become deprived of boron and zinc, two of the most essential micronutrient ingredients for growing brinjal. His resulting frustration led him to consider changing his occupation and leaving agriculture altogether.

However, his fate changed in the winter of 2014 when he attended a farmer training programme organised in his area. This was conducted by an agricultural input company with facilitation from Innovision and Katalyst, and focused on micronutrient deficiency symptoms and how to get rid of them by applying a balanced dosage of the right fertiliser. Hugely motivated by the training, Muhammad once again put his efforts into brinjal cultivation. This time he was well-prepared to fight the nutrition deficiency, and the results were beyond his wildest dreams. His brinjal crop increased to 2.5 MT from 1.4 MT on the one acre of land. He also received a better price for his produce because of its better quality – its superior size, shape and colour. As a result his net profit from vegetables alone in this season was BDT18,000.

Everyone in his village now knows Mohammad Jabet for the enterprising farmer he is. In 2015, with the extra income he earned from his endeavours, he was able to build a house of bricks and mortar. He is now convinced that a balanced approach towards fertiliser

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application does not only change the way of farming, but also changes lives – and he takes every opportunity he can to advise others to follow this method and prosper in vegetable cultivation.

Information Channels (IC)

Khaleda Nasrin, 36, is a farmer, and turned to the agriculture helpline in Jessore, Banglalink’s Krishi Jigyasha 7676, to get advice about her disease-infested tomato plants. Even after applying various solutions that by her peers gave her, the leaves of her plants continued to shrink and showed no signs of recovery. The helpline prescribed a locally available pesticide which she applied to her six decimals of land. This meant she was able to safeguard 70% of her harvest. Nasrin remarked, “I was extremely worried when I saw my tomato plants being destroyed by pests. If I hadn’t called 7676 on time, I’d have lost all my crop and all my efforts would have gone in vain.” Nasrin has complete faith in the helpline, which saved her BDT7,000 worth of tomatoes.

Local Agri-Business Network (LAN)

“I now have my own vermi compost business – this season I’ve earned a profit of BDT5,600 from selling it and the vegetables I’ve grown with,” said Baly Begum, 32, a farmer from Bhangura upazila, Pabna. She and her husband have been producing vegetables in the traditional way, where the application of inputs and methods are shaped by personal experience. Although they earned something from growing vegetables it was never enough. She reasoned, “We grew vegetables with whatever knowledge we had.” In April 2015, Baly and her fellow samity members were introduced to the trader association and soon after that, through the PPI committee attended training on modern vegetable cultivation techniques, and the process of making vermi compost fertiliser. She now produces compost fertiliser on a commercial

scale with the help of the trader association, and sells it at the market price. “We’re earn enough now to send our children to school and to make sure they have better food,” says Baly.

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Women’s Economic Empowerment (WEE)

“Katalyst and Aarong have provided me with the tools I need to improve my business operations. I have a team of 10 female artisans who work for me directly on a monthly basis and more than 400 female artisans who work on a piece rate basis in four different fields in my village, monitored by a field supervisor or group leader. They’re skilled experts in embroidery tasks. But I lack the technical expertise to understand the [importance of] design and functionality, and ensuring the quality expected. I’ve also suffered because of lack of knowledge of how to keep accounts, budgeting and determining the costing properly. In 2015, I took part in a Skill Development, Business Management and Accounting training session. Thanks to this, I’ve got a much better understanding of how best to run my business. Now I try and calculate all the transactions myself, and I maintain

an accounts book where I keep track of all expenses. My improved skills mean I can now deliver all my goods on time and have reduced the rejection rate – and as a result I’ve increased my reputation with Aarong. This means more orders, my income goes up –so the income of my employees increases too.”

Nila Islam, 44, independent producer, Mirpur, Dhaka

Our early sign of impact assessment revealed that after training, the income of BDT3,300 per artisan has increased.

‘‘I have been harvesting bagda prawn in my homestead pond for 15 years now. My neighbours and I didn’t know that cultivating hatchery prawn fingering would give us a good yield without harming the environment too much. And we didn’t know about the good quality aqua chemicals and feed for prawn that you can find in the market. So the mortality rates of our fingering were high and yields poor.

When I was approached to become a lead farmer, I was sceptical. But thanks to the training I got on modern prawn cultivation techniques, along with the use of HPL, CP feed & First Care aqua chemicals and a training manual, I harvest my crop more systematically. I’m also getting a good yield – I’ve already recovered my investment. I’m confident that I will see good profits this year – I’m happy! When the women farmers nearby saw my yield from the demo pond, they also planned to use modern

prawn cultivation methods, starting next season.’’

Sonarban, a demo farmer from Modhom Kaikhali, Satkhira.

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