IFMC Annual Report 2015-2016

TABLE OF CONTENTS

1. Component Data ...... 1 2. Executive Summary ...... 2 3. Project Area ...... 3 4. Introduction ...... 6 5. Human Resources ...... 8 6. Administration and Management ...... 14 7. Main Activities Description...... 17 8. Progress towards objectives...... 29 9. Achievement of Outputs ...... 37 10. Strategic Issues ...... 55 11. Risk Analysis and Mitigation ...... 59 12. Budget and Expenditure ...... 61

Table Table-1: Status of the Manpower in IFMC ...... 8 Table-2: Database records ...... 15 Table-3: Knowledge level of participating farmers in IFM FFS ...... 30 Table-4: Practice of knowledge gain from IFM FFS ...... 30 Table-5: Changes of production rate after IFMC intervention ...... 31 Table-6: Control over income by the female members of the HH ...... 31 Table 7. Capacity building activities for IFM-FFS implementation under IFMC ...... 38 Table 8. Number of FFS and farmers coverage by IFMC region ...... 42 Table-9: DAE Officials trained ...... 46 Table-10: FOs established ...... 48 Table-11: FO Leaders and Focal Persons trained ...... 49 Table-12: Financial target and achievement as of June 30, 2016 as per ADP allocation (Figure in Lac Taka) ...... 61 Table- 13: Financial target and achievement as of June 30, 2016 as per DPP (Lac Taka) ...... 62 Table-14: Cumulative Expenditure in Danish Kroner, including Embassy Payments ...... 62

Annexes Annex 1: Success Stories...... 63 Annex 2: Annual work plan 2015-2016 ...... 72 Annex 3: Details budget and expenditure for 2015-2016 ...... 74

ii IFMC Annual Report 2015-2016

iii IFMC Annual Report 2015-2016

ABBREVIATIONS

AAO - Assistant Agriculture Officer ABDC - Agri-business Development Component (ABDC) ACDO - Assistant Community Development Officer ADP - Annual Development Plan AEO - Agriculture Extension Officer AESA - Agro-Ecological System Analysis AFSP - Agriculture and Food Security Project AGEP - Agricultural Growth and Employment Programme AM&EO - Assistant Monitoring & Evaluation Officer APD - Assistant Project Director ASPS II - Agricultural Sector Support Programme, Phase II AWP&B - Annual Work Plan and Budget BADC - Bangladesh Agriculture Development Corporation BBT - Ballot Box Test BDT - Bangladeshi Taka BEFTN - Bangladesh Electronic Fund Transfer Network BFP - Business Focal Person CDO - Community Development Officer CMU - Component Management Unit CSC - Component Steering Committee DAE - Department of Agricultural Extension Danida - Danish International Development Agency DG - Director General DKK - Danish Kroner DLS - Department of Livestock Services DoF - Department of Fisheries DPA - Development Project Aid DPD - Deputy Project Director DPP - Development Project Proforma DT - Departmental Trainer EC - Executive Committee ECNEC - Executive Committee of the National Economic Council EoD - Embassy of Denmark FBF - Farmer Business Facilitator FBS - Farmer Business School FF - Farmer Facilitator FFS - Farmer Field Schools FGD - Focus Group Discussion FMA - Farm Management Analysis FO - Farmer Organisation GoB - Government of Bangladesh HC - Horticulture Center

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HVC - High Value Crop IA - Internal Auditor ICM - Integrated Crop Management ICT - Information Communication Technology IDA - Institutional Development Adviser IDO - Institutional Development Officer IFM - Integrated Farm Management IFMC - Integrated Farm Management Component IMED - Internal Monitoring and Evaluation Department IPM - Integrated Pest Management M&E - Monitoring and Evaluation M&EO - Monitoring & Evaluation Officer MF - Master Facilitator MFI - Micro Finance Institution MIS - Management Information System MLT - Market Linkage Training MoA - Ministry of Agriculture MoU - Memorandum of Understanding MT - Master Trainer NA - National Adviser NATA - National Agriculture Training Academy NGO - Non Government Organization PD - Project Director PIC - Project Implementation Committee PM&E - Participatory Monitoring and Evaluation QA - Quality Assurance R&P - Review & Planning RDPP - Revised Development Project Profoma RFLDC - Regional Fishery and Livestock Development Component, ASPS-II RIC - Regional IFMC Coordinator RTC - Regional Technical Coordinator SAAO - Sub-Assistant Agriculture Officer SAPPO - Sub-Assistant Plant Protection Officer SLL - Season Long Learning SL-TOT - Season Long Training of Trainers SMS - Subject Matter Specialist T&E - Training & Extension TA - Technical Assistant TNA - Training Need Assessment ToT - Training of Trainers UAO - Upazila Agriculture Office UFO - Upazila Fishery Officer ULO - Upazila Livestock Officer

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1. Component Data

Country : Bangladesh Name of Program : Agricultural Growth and Employment Program. (AGEP) Name of Component : Integrated Farm Management Component (IFMC) Executing Agency : Department of Agricultural Extension (DAE) Sponsoring Ministry : Ministry of Agriculture (MoA) Component Period : July 2013 to June 2018 Date of Approval of ECNEC : 19 January 2014 Administrative Approval from MoA: 12 February 2014 Estimated cost of the Project : i) Total : 43,200.00 million BDT (300 million DKK) ii) GOB : 10,800.00 million BDT (75 million DKK) iii) DPA : 32,400.00 million BDT (225 million DKK)

Project Area: 61 Districts and 373 Upazila (Excludes 3 Hill Districts).

Project Director : Danida Senior Adviser : Md. Iqbal Rilla Norslund Telephone No. 9121847 (Ext. 102) Telephone No. 9121847 (Ext. 101) Email : [email protected] Email : [email protected]

IFMC Annual Report 2015-2016

2. Executive Summary

This is the third annual Progress Report of the Integrated Farm Management Component (IFMC) covering the period July 2015 to June 2016. The report covers the third full year of component implementation and the middle period of the project which is planned to run until mid-2018.

Staff, Regional and district offices. Monitoring and data collection systems.

During the year Steering committee met xx as well as xx meetings of the Project Implementation Committee chaired by the DG DAE. Review. Joint and Special monitoring teams of GOB also visited activities and made recommendations for improvement.

During the reporting period xx IFM FFS were implemented in 371 Upazilas of 61 districts. The FFS were facilitated by xx project trained Farmer Facilitators (FFs) who all received regular refresher courses and participated in review and planning workshops at the start of each FFS seasons. xx DAE officers received xx training in IFM FFS and from all IFMC Upazilas DAE officers received crash course, refresher courses, orientation courses and participated in review and planning workshops to build capacity and ensure quality monitoring of FFS activities. A total of xx farmers participated in IFM FFS during the reporting period, of which x% were female.

FO implementation, by DAE market linkage activities. Scale up.

This report contains a detailed description of major activities in Chapter 6 for those not familiar with IFMC, as well as a number of case studies and success stories in the annexes which give a more in-depth picture of the impact of IFMC activities from the point of view of beneficiaries.

IFMC Annual Report 2015-2016

3. Project Area

Region District Upazila Region District Upazila (Nos.) (Nos.) Barisal Barguna 5 Noakhali 9 Barisal 10 Brahmanbaria 7 Bhola 7 Chandpur 8 Jhalokathi 4 Comilla 11 Patuakhali 7 Khulna Bagerhat 8 Pirojpur 7 Chuadanga 4 Faridpur 7 Jessore 7 Gopalganj 5 Jhenaidha 6 Madaripur 4 Khulna 7 Rajbari 5 Kushtia 5 Shariatpur 5 Magura 3 Dhaka Dhaka 2 Meherpur 2 Gazipur 2 Narail 3 Manikganj 6 Sathkhira 6 Munshiganj 4 Rajshahi Bogra 12 Narayanganj 1 ChapaiNawabganj 5 Narshingdi 5 Joypurhat 5 Tangail 8 Naogaon 11 Jamalpur 7 Natore 6 Kishoreganj 8 Pabna 9 Mymensingh 7 Rajshahi 9 Netrokona 10 Sirajganj 9 Sherpur 5 Rangpur Dinajpur 12 Sylhet Habiganj 4 Gaibandha 7 Moulavibazar 4 Kurigram 9 Sunamganj 4 Lalmonirhat 5 Sylhet 4 Nilphamari 6 Chittagong Chittagong 3 Panchagarh 5 Cox's bazar 3 Rangpur 8 Feni 6 Thakurgaon 5 Laxmipur 5 Total 61 Districts, 373 Upazilas

IFMC Annual Report 2015-2016

Project area map

IFMC Annual Report 2015-2016

Map of Project Regions

IFMC Annual Report 2015-2016

4. Introduction

IFMC is one of three components of the Agricultural Growth and employment Programme, (AGEP) financed jointly by the Governments of Bangladesh and Denmark. IFMC is implemented through the Department of Agricultural Extension (DAE) of the Ministry of Agriculture (MOA) and will run for five years, from July 2013 to June 2018.

This report covers the activities of the Integrated Farm Management Component (IFMC) for the period July 2015 to June 2016, the third year of project implementation. IFMC operates in 373 upazilas of 61 districts of Bangladesh. The three Hills districts are not covered by IFMC but are covered in a separate UNDP implemented program, Agriculture and Food Security Project (AFSP), also supported by AGEP funding.

The target group of IFMC is landless, marginal and small farm households cultivating up to 2.5 acres of land. Activities focus on total farm activities, and diversification and adoption of Integrated Farm Management (IFM) Farmer Field School (FFS) promoted technologies and management practices. Focus modules included rice, homestead production, small pond fisheries and livestock. The component emphasizes empowerment of female and male farmers through formation of, and support to, Farmer Organizations (FO) including linking farmer groups and organizations to markets and service providers and increasing farm profitability.

The Development objective of IFMC is ‘Pro-poor, inclusive and sustainable growth and employment creation’ and the immediate objective is ‘Increased agricultural production among female and male members of landless, marginal and small farming households.’

The specific objectives of the project are:  Female and male farmers have been empowered and increased number of total farm activities and diversification adopting Integrated Farm Management (IFM) Farmer Field Schools (FFS) promoted technologies and management practices  Female and male farmers have been empowered in Farmer Organization (FO) formation and linked to service providers, market actors and micro-finance organizations/services to increase farm profitability  National dialogue on farmer-centered extension approaches has been strengthened

The three objectives are reflected in the three outputs of IFMC each of which focus on the achievement of one of the specific objectives.

Output 3 on National Dialogue includes a subset of activities relating to collaboration with AFSP as well as collaboration with the third component of AGEP, Agri-business Development Component (ABDC) on the National Platform for extension actors.

IFMC Annual Report 2015-2016

Due to delays in start-up the first year of the project period (2013-2014) was mainly concerned with approval of project documents and recruitment of staff, therefore 2015- 2016 has effectively been the second year of full activity implementation. For Output 1, which is concerned with the implementation of FFS activities, implementation has been smooth and efficient with focus on quality control of activities which are familiar to IFMC and DAE officers and which build on the FFS concept. This concept has been developed in Bangladesh, with Danida engagement, over the past 20 years. Implementation of Output 2 and Output 3 have been more demanding as these activities have required piloting and developing new systems and procedures as well as strategies. During the year the strategies have been finalized and roll out of activities is well underway, with some adjustments taking place as part of the process.

Due to the delays in start of full implementation a no-cost extension is expected to be approved by the Government of Bangladesh at the time of Development Project Pro-forma (DPP) revision.

HE Hanne Fugl, Ambassador of Denmark visits Chandpur Garo Bazar IFM Club

IFMC Annual Report 2015-2016

5. Human Resources

Staffing and recruitment 2014-2015 was IFMC’s first year with a full complement of staff. While almost all GOB positions (27 of 29) including PD, DPD, and two APD’s were deputed by the end of last fiscal year (2013-2014) the recruitment of TA staff was only completed during 2013-2014.

Recruitment or replacement of TA staff in IFMC is done through a five member Selection Committee chaired by Additional Secretary (Extension), Ministry of Agriculture. By January 2015 all the recruitment had been completed and all 150 TA staff, including outsourced staff, joined the project between November 2014 and February 2015. During the reporting period there have been minimal few changes in staffing, due to resignations or replacement of staff.

Table-1: Status of the Manpower in IFMC

Personnel Category Deputation Direct Out- Total % (female in brackets) recruitment sourcing female a) GOB Personnel: GOB Officers Head office 4 0 0 4 Regional office 12 0 0 12 District office 0 0 0 0 Total officers 16 0 0 16 GOB Service Staff Head office 2 2 (1) 3(1) 7 (2) 29% Regional office 0 0 6(1) 6(1) 17% District office 0 0 0 0 Total Staff 2 2 9 (1) 13(3) 23% Total GOB personnel 18 2(1) 9(1) 29(3) 7% b) Danida Personnel: Danida Officers Head office 0 14 (3) 0 14 (3) 21% Regional office 0 42 (5) 0 42 (5) 12 % District office 0 40 (13) 0 40(13) 32% Total officers 0 96 (21) 0 96 (21) 22% Danida Service Staff Head office 0 7 (1) 1 8 (1) 13% Regional office 0 12 18 30 0% District office 0 0 20(1) 20(1) 5% Total staff 0 19 (1) 39(1) 58(2) 3% Total Danida staff 0 115 (21) 39 (1) 154 (22) 14% Total IFMC manpower 18 117 48 183 (25) 14%

IFMC Annual Report 2015-2016

The table above shows the breakdown of total staff including percentage of female officers and service staff. Actual numbers of female staff are mentioned in brackets. For Danida staff and outsourcing a great effort was made to recruit females, however with limited success. To recruit females it was sometimes necessary to accept candidates with lower skill levels than their male counterparts, and for this reason it is also necessary to keep focus on building the capacity of female staff members.

Amongst GOB officers, Deputy Project Director was replaced at the end of 2015 and replaced by the RIC Barisal. Position of RIC in Barisal was consequently filled by deputation from within DAE by the middle of January. SMS Jessore was promoted and replaced in August 2015.

Changes in Danida staff including the replacement of RTC, Rajshahi Regional Office, following non-confirmation of the original recruitment. One driver in Barisal was replaced and another in Comilla fired for misconduct.

There were a number of changes in Output 2 staff. Most importantly, a National Advisor was recruited. He began duties half into the year and the team has greatly benefitted from his contributions since his arrival.

At CDO level one was not confirmed, one was fired and two resigned (all four men). The Output 2 team saw promotion as an opportunity to reward hardworking, capable ACDOs and as a signal to others that it pays to do a good job. Therefore, two ACDOs were promoted after thorough testing of their technical level (one male with indigenous background and one female). By year end there were two vacant CDO positions, and short listing of candidates had taken place for a new round of interviews.

Concerning ACDOs, one was not confirmed (female) and one resigned (male). There were two potential male ACDOs on waiting list since the initial recruitment in 2014. These two candidates were still available and agreed to fill the positions. Both have proved capable and have caught up with their responsibilities and duties. By year end there were two vacant ACDO positions as two ACDOs had been promoted to CDOs. Short listing of candidates had taken place for a new round of interviews.

IFMC Annual Report 2015-2016

Capacity building of Staff

Output 1- FFS – Capacity Building of Staff Capacity of the FFS core team has been built through a number of different activities during the reporting period.

In the July 2015 the FFS Headquarters team organized a 2 days training workshop for regional FFS team at IFMC conference room. The objectives of the workshop was to understand the FFS as a group extension approach; to realize the role and responsibility for maintaining quality assurance and to review the FFS curriculum, guide book, register according to feedback from R&P workshops of the previous season. The strengthening of IFMC regional offices was also discussed.

During the third week of October a Regional FFS Team Workshop was held at Mushroom Development Institute, Savar for the regional IFMC FFS team. The major topics were IFM FFS formation and implementation procedure, IFM FFS categories and how best to verify the session plan of IFM FFS, the use of IFM FFS lesson plans and lesson guides for guiding FFS Sessions and the use of session and trial materials in FFS. In this workshop the team also shared experience and lessons learnt on Trial setup and AESA, FMA and IFM exercise procedure in different regional training venue. There was a session on addressing gender issues in IFMC activities and one on the role of MF and RTC in different training and workshop for FF development. As always issues of ensuring quality implementation of IFM FFS were discussed.

On 21 March 2016 Headquarters team organized another FFS team workshop to prepare for a number of trainings and workshops to be implemented regionally by the teams. The workshop introducing session plans for ‘Special Training’ for FFs on Fruit tree propagation and poultry vaccination. The workshop also prepared and agreed the program of FF Refreshers course, review and planning workshop for FF and the day’s program of DT Review and Planning Workshops. Sessions included how to deliver the topics, FFS Categories in the coming season, the guideline for FFS allotment (Extra FFS allotment for well-performing FFs) the FFS Budget for the up-coming season as well as materials, trial budget and distribution procedure. Finally the teams discussed ways to improve the monitoring and backstopping skill of the regional FFS teams.

Besides workshops and trainings there is monitoring and feedback on regular monthly work plans and quarterly reports from RTCs and MFs. During field visit regional team get feedback from FFS core team. Mentoring by Headquarters FFS team to Regional IFMC FFS team during FFS backstopping was found useful for the improvement of backstopping skill of team as questions and concerns could be given practically, individually and on the spot.

All staff faced annual assessments during which time they had the opportunity of an individual interview with senior managers and were given feedback on their performance and areas for improvement.

IFMC Annual Report 2015-2016

Output 2 – FO – Capacity Building of Staff Within the past year the FO team has started a roll out of the FO strategy and their workload has increased significantly. At the same time their experience and knowledge has grown.

The following measures were taken to build the FO team members’ technical capacity and to ensure their coordination:

 Before starting implementing of the new strategy a 3-day orientation for CDOs and ACDOs was conducted in two batches where CDOs and ACDOs were introduced to the strategy as well as to the ‘FO collective marketing handbook’ and to FO-level sessions and linkage activities. Their role in preparation and backstopping of workshops, sessions and trader meetings was discussed.

 To further ensure the technical level and development of facilitator skills among CDOs and ACDOs, all 40 went through the 10-day BFP training once as ‘Apprentice Facilitators’. In this way, they did not only gain confidence on facilitation and technical matters, they also experienced the challenges and conflicts raised by BFPs and built relations with BFPs and FOs from their jurisdiction. After this training CDOs and ACDOs have been given tasks according to their individual progress and skills. IDOs are responsible for mentoring of CDOs and ACDOsas are representatives from HQ, such as IDA, DPD, APD T&E, APD M&E and NAID who have attended session in the horticulture centers to support and enhance quality of facilitators and training courses.

 All RTCs and SMSes have attended the 10-day BFP training course to broaden the knowledge of the output 2 activities and increase the facilitator pool.

 IDO Bi-monthly Meetings have been conducted throughout the year, five in total. Most meetings have been of two days with one day to present and discuss progress in regions and another day to analyze, discuss and improve tools and data. It should be mentioned that whereas IDO meetings appear successful, it is observed that not all information trickles down to the level of CDOs and ACDOs. A different type of coordination meetings have therefore been proposed for the upcoming year.

 The new National Advisor has effectively mentored IDOs, CDOs and ACDOs in the field participating in their activities, given on the job training, mentoring, and corrections. He has checked their work in-depth, thereby filling a critical gap.

In February and March all field staff had an annual assessment, except newly joined. It was conducted through the personal form filled by the concerned staff member and commented on by regional supervisors (IDO, RIC, RTC). This was accompanied by an assessment by HQ (IDA, APD, NAID), which included a technical interview and an assessment of their field results. From regional and HQ comments they finally got an annual score for their efforts. Most individuals, though nervous, expressed appreciation for the HQ interviews where they got a chance to discuss their duties and work conditions.

IFMC Annual Report 2015-2016

A number of field staff showed poor performance and/or motivation which hampers field implementation in the concerned areas, especially where both CDO and ACDO are weak. The scattered location of district offices makes it difficult to effectively supervise team members, who do not have enough personal drive or lack work sincerity.

Finally, it should be noted that it has been a constant struggle to get female field staff to ride the motorbikes. One female ACDO has even handed back her motorbike to the project declaring that she will never ride it in spite of this being a pre-condition for filling the position. The situation impacts on field work and session backstopping in many areas. The situation with current staff has not yet been settled, but new candidates are taken through a practical test before they are allowed to proceed in the recruitment process.

FO team capacity building plans for 2016-17 To address the above described challenges the following will get attention in the upcoming year:  Shortcomings in trickle down from IDO to CDO/ACDO level: instead of bi- monthly IDO meetings it has been suggested to conduct quarterly North-South meetings for the FO team. In these meetings RIC/RTC, IDOs, CDOs and ACDOs would participate. The meetings would be led by DPD, NAID and IDA.  Low-performance team members: closer supervision by regional team (IDO, RIC, RTC) and by NAID with specific tasks and a month or 3-month period to improve.

M&E Team – Capacity Building of Staff To improve the performance of M&E staff, IFMC has arranged 3 bi-monthly meeting cum workshops during the reporting period. These meetings are held over two days, where the first day is for discussion on plans and progress and second day is for capacity development activities. Under the capacity development activities the following areas have been addressed: - Database and computer skill development - Preparation and presentation of field progress, result and outcome of IFMC - Technical orientation on FFS implementation in line with monitoring backstopping of FFS activities - Documentation of success stories - Technical orientation on FO implementation activities - Orientation on different FO and FFS monitoring tools and data collection techniques

The M&E team members also participated in different technical training and workshop like SLL, MLT for BFP and FO leaders, Review and Planning Workshops and refresher course for Farmers Facilitators. All M&E staff faced annual interviews with a team from HQ visiting the regions to take interviews and assessments.

IFMC Annual Report 2015-2016

Accounts team – Capacity Building of Staff The IFMC project has a finance and accounts team consisting of 10 members, led by the chief accountant. It consists of one chief accountant, one accounts officer, two internal auditors based in the IFMC HQ, Dhaka, and six accountants based in the IFMC regional offices. The Admin officer guides and supports Regional Accountants on administrative issues related to the regions including the management of support staff, inventories and stocks and supplies.

Accounting software has been installed in regions and in HQ for maintaining IFMC books of accounts. The software of regional offices is linked with that of HQ to facilitate the update reporting of financial information. IFMC is transferring its funds to 373 upazilas, and is making payments to its different stakeholders through Bangladesh Electronic Fund Transfer Network (BEFTN).

The two member internal audit team regularly visits regional offices to support and check on all financial activities as well as checking inventories, logbooks and administrative systems.

IFMC Annual Report 2015-2016

6. Administration and Management

Regional offices IFMC has six Regional Offices in Mymensingh, Rajshahi, Rangpur, Jessore, Barisal and Comilla. IFMC decentralizes activity implementation and monitoring to regional offices as much as is practical and possible with the aim of empowering regional teams to take ownership of activities in the regions.

RIC and RTC are responsible for management of the regional office with support from the whole regional team. Regions have monthly meetings for Regional staff. In most cases the IFMC district staff under supervision of that regional office is invited to meetings on a monthly basis. These meetings are for delegation of activities and discussion on challenges, progress and upcoming activities.

Major activity of Regional Offices in the implementation of trainings and workshops at the regional level, ensuring training facilities at the Horticulture Center used by that region are maintained and monitoring of the implementation of regular activities including FFS and market-linkage activities. Regional offices regularly co-ordinate with IFMC district offices through visits, meetings, mobile and online communication and assist them in making activity plans and solving any problems as they arises.

The Regional office is responsible to maintain regular communication with DAE officials at District and Upazila levels to get updates on IFMC activity implementation, progress and any problems. The relationship with DAE is considered vital not only for the implementation of activities but also for the sustainably of all activities after the end of project implementation. For FFS activities coordination meetings at the Upazila and District are organized twice per season. To the extent possible IFMC team members attend these meetings.

During the reporting period regions gathered information on all FFs for issuance of ID cards. These cards have been printed and distributed, and at the same time a tripartite agreement signed between the FF, the Upazila and IFMC spelling out the roles and responsibilities of each.

District Offices IFMC has 20 district offices, each staffed by a CDO and ACDO. This team is responsible for the implementation of Output 2 activities in a number of adjacent districts. They are provided with motorcycles to allow them to move around to the various FOs under their supervision.

IFMC Annual Report 2015-2016

Database The IFMC web-based database, developed by M&E unit, is running smoothly and providing all required information for IFMC officials and staff for reporting and decisions making. During the reporting period records of 4258 FFS were recorded as well as entering records for 406 newly trained FFs. The database helps the FFS team to get all sorts of information on farmers and training modules instantly, nationally and for various regions.

Information on capacity development of FFs, BFPs and farmer organization leaders as well as on GoB officers who receive all kinds of training and orientation are available in the database.

Besides the main IFMC database is a smaller FO related database with baseline information on FOs. So far 265 FOs are included which will increase.

Table-2: Database records Training 2015-2016 Cumulative BFP on MLT 742 1002 GoB Officers (AEO,SAPPO,UAO,SAAO) 394 924 on MLT FF on IFM 406 2217 FFS on IFM 4258(Rabi-2108 and Kharif- 9105 2150) GoB Officers (AEO,SAPPO,UAO,SAAO) 199 972 on IFM

Farmers on FFS Rabi (15-16) 105400 - 48443 (M) 56957 (F) Cumulative Kharif- (15-16) 107500 - 49386 (M) 58114 (F) Total (15-16) 212900 – 97829 (M) 115071 (F) 455250 – 242506 (M) / 212744 (F)

Procurement Procurement of assets for IFMC was, for the most part, completed in the first two years of the programme. During the reporting period the only major procurement was a Prado jeep. There were also minor procurements of computers, printers and photocopy machines, as required by the various newly established offices and according to the DPP provisions. Other procurements were those directly relating to implementation of activities such as training materials and FFS materials including trial materials, materials for FFs and Upazilas for FFS implementation.

Sl. No. Items Target 2015-2016 Procured Progress% 01 Vehicle (Nos.) 1 1 100 Computer (Nos.) 13 12 92 UPS (Nos.) 13 17 131 Printers (Nos.) 13 18 138 Photocopy Machines (Nos.) 6 6 100 Cameras (Nos.) 4 4 100 Component Steering Committee (CSC)/ Project Implementation Committee (PIC)

IFMC Annual Report 2015-2016

In IFMC DPP there is provision for two committees to guide IFMC implementation: Component Steering committee (CSC) and Project Implementation Committee (PIC). The CSC is an inter-ministerial committee composed of 14 members and headed by the Secretary, Ministry of Agriculture. PIC is composed of 10 members and headed by the Director General, DAE; the implementing agency of IFMC. The CSC is responsible for reviewing progress, approval of annual work-plans and budgets, as well as progress reports. PIC reviews IFMC progress and achievements.

During the reporting period the second CSC meeting was held on August 17, 2015. The CSC encouraged IFMC to move forward with a review of the DPP for any changes to budget lines and approved the annual work-plan and budget for 2015-2016. PIC meetings were held on August 11, 2015 and May 09, 2016. Progress was reported against work plans and budgets and the 2016-2017 work-plan was approved and the Output 2 strategy for Market Linkage activities was discussed.

CMU Meetings The IFMC CMU holds regular meetings to approve activities and expenditures. During CMU meetings there are discuss on-going activities, delegation of duties including organizing trainings and monitoring visits to the headquarters team. The CMU consists of Project Director and Senior Adviser, but all members of headquarters team act as resource persons to the CMU and attend and contribute to CMU meetings when possible and necessary. Minutes of CMU meetings are sent to Regional Offices to guide activity implementation there.

CMU and Regional Meetings Every alternate month RICs and RTCs attend meetings in headquarters where they present progress from the regions and discuss challenges and achievements with the headquarters team. Each region presents an update on progress against the work-plan as well as reports on administrative and financial issues, on monitoring and back-stopping. These meetings are an essential management tool and a wide range of issues are raised and discussed. If any issues are raised and not immediately dealt with they are brought forward at the following CMU meeting to be addressed. Once decisions are made by CMU the minutes of the relevant CMU meeting are circulated to the regions for their action.

IFMC Annual Report 2015-2016

7. Main Activities Description

The main activities of IFMC are (Output 1) implementation of Farmer Field Schools on Integrated Farm Management (IFM) with a module based curriculum allowing farmer groups to select amongst crop, livestock and aquaculture modules and (Output 2) support to farmer clubs and associations as a way to improve farmers links to input and output markets and increase farm profitability.

Output 1 – FFS – Main Activities Description

IFMC uses the Farmer Field School (FFS) extension methodology to provide demand driven extension services to its target group. The approach of FFS is a non-formal education model. In this approach, adult learning principles such as valuing farmers’ field experiences, listening to their explanations, collaborative activities and encouraging group interactions but mutually supportive and challenging are incorporated in order to promote the learning process for conceptual change to take place. The Farmer Field School is not like a normal school. It does not have four walls, tables, chairs and black boards, rather the participants of this school sit near their crop field in an open place under the shade of a tree and the site of school is not permanent. Crop field and homestead are the learning places for the participants of FFS. An FFS lasts for one cropping season and next season the facilitators move on to another village to work with a new group of farmers in the Upazila. The IFM FFS will be established twice a year. First cycle will start from Rabi season (October/ November) and second cycle from Kharif II season (May).

IFM FFS curriculum and modules FFS is field oriented and based on learning by doing. IFMC implements FFS on Integrated Farm Management (IFM) through 9 modules which deal with rice, livestock, fisheries, homestead vegetable production and family nutrition. The curriculum of IFM FFS includes Integrated Crop Management which includes soil health management, importance of improved variety/seed, water management and Integrated Pest Management (IPM) in the rice and homestead vegetable gardening modules. In addition, homestead livestock management (poultry, small and large ruminants) and pond fisheries management are included. Nutrition through homestead gardening, hygiene, fruit tree management and improved food preparation, and introduction to Farmers Organizations are also included. In IFM FFS integration is practiced in two way, firstly integration of improve management practices in each component of a farm and second integration is one component resource verses other component that is byproduct of one component used as input of other component. Modules on High Value Crops will be added as they are developed.

FFS is a holistic approach to increasing production and improving livelihood of small, poor and marginal farmers who represents about 85% of farmers in Bangladesh. FFS follows an Experiential Learning Cycle using Agro-Ecological System Analysis (AESA) and Farm

IFMC Annual Report 2015-2016

Management Analysis (FMA) as decision making tools. Included in the curriculum are several small studies or trials that are carried out by the participants to build up their confidence.

In general an FFS has 50 participants from 25 households (in most case one female and one male from each household, though female headed-households are welcomed to join with 2 female members). At the end of an FFS cycle the participants a field day is held near the field to create awareness on IFM activities among the wider community.

Field Day At the end of the IFM FFS, with guidance from FF and Upazila team, the participants organize a field day to share their new knowledge with the neighboring farmers. Six ‘learning booths’ are prepared and FFS graduates present the FFS topics to the visitors giving an opportunity to share technologies and ideas as well as to reinforce the topics learnt. The learning booths include an Integrated Farm Management booth, an integrated rice cultivation booth, a poultry rearing booth, goat and cattle rearing booth, Homestead garden and Nutrition booth and a Farmer organization and aquaculture booth. At least 160 farmers are expected to attend in the field day including the FFS farmer. For an FFS which includes rice module there are 6 booths and 5 for FFS without rice module. At the end of touring the booths and listening to presentations from the FFS farmers, the invited farmers join a discussion meeting where visitors can share their questions and opinions on the displayed IFM technology. FFS participants receive their certificate for FFS graduation and best scorer 3 participant get prizes at the same occasion.

Facilitators Each FFS is facilitated by a pair of trained facilitators, in most cases by Farmer Facilitators (FFs) though in some cases field level officers of DAE i.e. Departmental Trainers (DTs) may support FFS facilitation. DTs get training through Season-Long Training of Trainers (SL-TOT) course prior to acting as a facilitators. FFs, who are FFS graduates, receive a 26- day intensive TOT course.

Each pair of FFs runs two FFS per season in their local area and during the first season of FFS implementation they also get training (Season Long Learning) twice. This training focuses on effective implementation of FFS and the duration of the training is normally 3

IFMC Annual Report 2015-2016 days. The FFs also get backstopping support from the trained Upazila team (Agriculture Extension Officer, Sub-Assistant Plant Protection Officer and Sub-Assistant Agriculture officer (SAAO)) and also from IFMC regional officers and headquarters of the component.

IFM FFS organization An IFM- FFS is implemented mainly through a crop life cycle, starting with seed sowing and ending with the harvesting of the crop. Normally there are two sessions per week, lasting two to three hours depending on topics to be covered. The Upazila Agriculture Officer (UAO) is responsible for the implementation of FFS in his/her upazila. The UAO, Livestock officer and Fisheries Officer and also the concerned DAE officers of the district are responsible for monitoring the FFS for its quality. Each FFS maintains a register of activities in the FFS which also as a record and as a monitoring tool. For each FFS a Sub- assistant agriculture officer (SAAO) is attached and has responsibility for backstopping.

IFMC organizes half yearly review and planning workshops. These workshops are held at the end of each FFS cycle, and over a period of two days, FFS progress is reviewed and planning of FFS for the next season is carried out. The DTs/FFs who have implemented FFS are called for the workshop and are given the opportunity to discuss any problems encountered during implementation of FFS. Short training sessions are also included to address new issues and review some important topics to improve the training quality of FFS. To improve the skill of FFs as facilitators of FFS, IFMC organizes occasional refreshers courses for 6 days.

Development of Farmer Facilitators Farmer Facilitators (FFs) are the main implementers of FFS in IFMC. They are selected among the farmers of previously participated FFS following certain criteria for selection. The main criteria are those have shown interest and potential during their participation in the FFS and who have organising capability in the community. However, age, educational level and knowledge of FFS promoted technologies are also considered during final selection of farmers. IFMC encourages selecting more female farmers to train as Farmer Facilitators. Selection is done by component staff in close collaboration with Upazila staff and includes individual interviews.

Training of Trainers The finally selected farmers receive 26-days’ residential Training of Trainers (TOT) course where facilitators from IFMC act as course facilitators. The TOT curriculum follows the FFS curriculum combining practical and few theoretical sessions with emphasis on the development of facilitation skills. After successful completion of FF-TOT course the FFs

IFMC Annual Report 2015-2016 begin implementation of IFM FFS in their localities under the supervision of the Upazila Agriculture Officer and backstopping support from IFMC. Under backstopping support the concerned officers visit the FFS at least three times during the FFS cycle to provide hands- on training after assessment of their performance in implementation of FFS. New FFS attend a number of short SLL courses during the first year to reinforce learning from the TOT.

Season long learning (SLL) After attending the TOT course FFs start to implement IFM FFS. During the first season of implementation these FFs attend two, 3- day trainings, known as season long learning (SLL). During SLL, FFs have the opportunity to present their feedback and questions on completed sessions, and receive feedback on any weak areas. They also receive an overview of how to conduct the remaining sessions of that season.

Mentoring and follow up The FFs do not have the depth of knowledge as of the departmental trainers but they have the advantage that they are always easily available to the farmers in their community. To build the capacity of the FFs, IFMC arranges backstopping support as well as periodic refresher courses to improve their knowledge and facilitation skills. FFs also attend review and planning workshops twice a year and during these workshops they have the opportunity to interact and learn from their fellow FFs, ask questions and seek advice from Master Facilitators on FFS topics.

Through the whole process of development, the FFs become valuable resource persons in their communities on agricultural related aspects. Most are involved in advising their community farmers on farm management technologies. In many cases the FFs develop strong linkages with the Upazila level officers of the department of Agriculture, Livestock and Fisheries and also other service providers, thus linking their community to a variety of services.

Capacity building in Department of Agricultural Extension (DAE) An important activity of IFMC is the development of facilitators from DAE for mentoring of FFs and for the implementation, monitoring and backstopping of IFM FFS. To address this need IFMC has designed a season long (seed to seed) Training of Trainers (SL-TOT) course for Upazila level DAE officers (AEO, SAPPO and SAAO) following the principle of an FFS.

Season-long Training of Trainers The curriculum of SL- TOT has been designed to develop all the qualities of a good FFS facilitator. The 84 day course is divided into 7 spells with a break of 2 weeks between spells allowing participants to see all stages of growth of a rice crop and other activities of other modules. 20

IFMC Annual Report 2015-2016

The 50 participants of a typical SL-TOT are divided into two groups for effective training purposes. It is a residential training where minimum of six highly qualified Master Facilitators are assigned as the facilitator of the course. The curriculum of SL-TOT has been developed in such a way that the participants can spend 60% time in the field and 40% in the class room. The class room training is developed to be participatory and engage the participants fully, avoiding lecturing and encouraging experience sharing. Participants visit and observe FFS in the vicinity of the training center and practice acting as facilitators. In the curriculum of the course there is provision for evaluation of the participants at various stages and the evaluation system includes not only technical matters but also practical and facilitation skills. Only the successful participants are given certificates of completion of course and can act as facilitator of an FFS.

In the SL-TOT, the participants get thorough field oriented, participatory and discovery based training on the entire process of running an FFS effectively which include facilitation skills, field observation techniques, discussion process, analyzing data and how to make decisions for themselves based on observation/data. Besides, the participants get training on backstopping and monitoring the FFS.

The curriculum also includes a study trip (2-3 days) for the participants to see the ongoing FFS of IFMC in the field, and visit farmers’ organisations. This gives participants an opportunity to understand IFMC’s programme more fully and to encourage them for future engagement in these activities. Therefore, the SL-TOT course is not only for the development of facilitators for FFS but also it is considered as a part of human recourses development and capacity building of DAE’s field level officers more widely.

Concrete Support to Farmers through IFM FFS In the past there have been comments on the lack of financial incentive for farmers to participate in IFMC activities, particularly FFS. It is the policy of IFMC not to pay farmer to participate but rather to encourage participation through the quality of the interventions and the usefulness and reputation of our work. For FFS participants, however, there are certain concrete benefits to supplement the advantages of training. Farmers who participate in FFS receive exposure to new technologies that can help them increase their production and income. They are encouraged and advised on how to maximize income for the resources they have in terms of land and labor, including proper utilization of space in the homestead area and increasing income by integrating their various farm activities as well as resources.

IFMC Annual Report 2015-2016

Each FFS has a number of trials depending on the modules selected. The FFS budget includes 18,000 Tk for purchase of materials for trials, studies and demonstrations. These can include vegetable seed, sapling of fruit trees for those involved in space utilization trials, 50% of the cost of feed for beef fattening trials, fertilizer and rice seed for rice trials, feed and renovation of housing cost for poultry trials, etc.

The FFS budget further includes an allocation for snacks for the field day held at the end of the FFS. The field day budget is 5500Tk in total, for preparation, snacks and prizes.

For the implementation of one motivational tour per upzilla per FFS-season budget is 30,000 BDT.

Each participating family receive 1,500 Tk at the end of the FFS which may be used to procure relevant inputs such as seeds, seedlings, ducklings or fish fingerlings based on interest generated from the learning during the FFS.

Farmer Facilitators, who are themselves farmers, receive an honorarium of 400 BDT including travel costs to the FFS site for each FFS session. There are also back-stopping allowances for the Upazila IFM team.

Total FFS budget including all modules is 108,000 BDT, however in most cases it will be somewhat less depending on the modules selected.

There is a provision in the DPP to increase the budget by 5% per year based on inflation.

Output 2 – FO - Main Activities Description

IFMC Annual Report 2015-2016

IFMC supports Farmers organizations (FOs) to increase farmers’ income through improved access to markets and services, and a deeper understanding of agricultural markets. IFMC works to improve efficiency of the FOs so they can serve as collection points and collective marketing units through which farmers can bulk and sell their produce in larger volumes and at better prices. To facilitate this development IFMC has developed an activity package, which provides FO members and focal persons with marketing skills, business planning skills, ability to organize producers and collection points, doing proper book keeping and ensuring good FO governance and gender balance.

Target FOs and selection process IFMC selects one in each target upazilla through an assessment of existing farmers’ organizations and two FOs from among newly completed IFM FFS groups.

The organizational landscape of rural Bangladesh is such that most existing farmer organizations are small village groups formed as channels for service provision for government projects or NGOs. While a number of FOs collect monthly fees from members and accumulate savings, most groups focus on social activities and rarely venture into business. Among groups made up of the poorer social segment of the rural population IFMC’s target group can be found, and among these existing groups IFMC selects one FO per Upazila.

IFMC selects primarily among IPM or ICM club, which are groups formed in earlier phases of the project. IPM and ICM groups are made up of the smallest land holding households in the villages, marginal and small scale farmers, but landless households are not represented. The IPM project focused on rice and the ICM project on integrated crop production. The existing FOs are selected according to interest, bylaws, females in executive committees, regular meetings, book keeping, savings, business experience, surplus production and potential commodities.

The two newly completed IFM FFS groups are selected among the nearby FFS groups in the Upazila. Same selection criteria are applied. However, the criterion on having savings accumulated is removed as it is not relevant to the new groups. DAE Upazila Officials help the FFS group to constitute, make bylaws, elect an executive committee and open a bank account. Groups of landless households can be found among the IFM FFS groups, and mixed groups of landless, marginal and small.

Selecting Business Focal Persons (BFPs)

IFMC Annual Report 2015-2016

In the MLT model the main FO personnel to work with are the Business Focal Persons (BFPs). The BFPs’ role is twofold. They are supposed to facilitate FO-level training in the village and organize and to manage collective marketing.

Eight potential BFPs (4M/4F) are selected by the FO leaders and ordinary FO members in collaboration with DAE and IFMC. The main criteria for becoming a BFP are: available time, interest, business experience, facilitation skills, education, commitment to project activities, dedication to facilitate FO- level sessions and to engage in FO business and collective marketing, possibly as commission agents.

The eight shortlisted candidates are invited for a test and interview at the DAE Upazila Office and finally two male BFPs and two female BFPs are selected. It turns out that around 25% of the BFPs also hold leadership positions in the FO as members of the Executive Committee. 75% are not involved in FO leadership. In general, BFPs have an average lower age than if FO-leaders, who are many times male elders.

The gender quota has been imposed because ordinary selection generates very few female candidates. Field staff reports that there is a lack of qualified and interested females, but after introducing gender quota each FO is able to select the required number of females. An implication of the gender quota was that the number of BFPs per FO was raised from two to four. Having two females from each FO makes female candidates more confident because they can travel, sleep and study together. It also gives room for lowering the selection criteria without compromising project results and for accepting if some BFPs decline.

Training of BFPs Before starting activities at FO-level BFPs receive a 10-day residential training on farming-as-a-business, agriculture marketing, business planning, value addition, food safety, gender, good FO governance, civic rights and facilitation skills. BFPs are tasked, upon their return to the village, to conduct one dissemination meeting with the FO. In this meeting some BFPs suggest reforming the Executive Committee to make it more gender balanced. BFPs do also start registering producer groups

IFMC Annual Report 2015-2016 so they have a tentative idea of the potential commodities and volumes when the FO-level activities start. See training information sheet in annex 2.

Developing the capacity of DAE Officials Immediately after training BFPs DAE Officials from same Upazila and districts are trained. The DAE officials are divided into three groups and three different trainings:

Sub-Assistant Agriculture Officers (SAAOs) and Sub-Assistant Plant Protection Officers (SAPPOs) are the frontline extension workers with direct contact to FOs and supervisory responsibilities. SAAOs and SAPPOs are a relatively homogenous group of diploma graduates and it is possible to tailor the training content to match their requirements. They receive five-days residential training on the IFMC FO approach and process, agriculture marketing, collective marketing, business planning, gender and good FO governance;

Upazila Agriculture Officers (UAOs) and Agriculture Extension Officers (AEOs) are involved in IFMC FO implementation at more strategic level. They do not participate in all FO visits and sessions but supervise at Upazila level. The training content is tailored to their educational level, expected role in FO activities and general work load. They receive a three day residential training on the IFMC FO approach and process, agriculture marketing, collective marketing, business planning, gender and good FO governance;

DAE District Officers, mainly the District Directors (DDs) and District Training Officer (DTOs) are trained and receive a one-day orientation on the IFMC FO approach so they can support implementation and ensure commitment of Upazila level officials.

Inaugural workshop Before starting the FO-level training sessions the UAO calls an inaugural workshop at DAE Upazila Office. The objectives of this workshop are to: 1) orient and get acquainted to each other, 2) make the first market linkages, and 3) sign a MoU between DAE and the FO. The participants in the workshop are the BFPs, FO-leaders, extra female FO-members, input traders, arodthers (output traders), bank representatives and officials from DAE, Livestock, Fisheries, Women Affairs, Social Welfare and District Marketing.

IFMC Annual Report 2015-2016

Market Linkage Activity package at FO-level The FO-level Market Linkage Training has eight sessions, each of approximately 3 hours. They are conducted once or twice a week depending on timing with the upcoming harvest. The training content is the same as in the BFP training but at a less technical level. The sessions are meant to get FO-members’ buy-in to collective marketing, and to orient them on farming-as-a-business, agriculture marketing, cyclical trends, risks, different business models, value addition, food safety and gender. The training also provides tools for FO-members to exercise their civic rights in the FO and to hold their leaders accountable. The training is participatory and has many role plays, discussions, brainstorming, trials and group exercises. The first session includes a linkage meeting with output traders and the FO’s business model and business plan are made in session 7. Upon completing the eight sessions there is a market linkage visit to a nearby market or to a producer, an Arodther or another FO. There is also a follow-up linkage workshop convened by the DAE Upazila Office.

Collective marketing starts at FO level After having completed the FO-level training sessions the FO is encouraged to start collective marketing and to search for traders that can offer better prices when buying bulk. FOs are encouraged to have a commodity calendar so they can shift between different commodity businesses in the different seasons and off-seasons. Other producers in the village, i.e. non-FO-members, are encouraged to sign up to the producer groups and use the collective marketing system. In this way the FO can generate large volumes.

Mentoring and follow-up visits There will be mentoring and follow-up visits by IFMC staff, DAE, Livestock and Fishery departments. There will be at least five visits per FO and they will be planned and conducted according to individual needs of the FO. The visits are meant to support the FO in its business planning, business management, market linkages, good governance, gender balance etc. At these visits IFMC staff and DAE also assess the training needs. Identified training needs should be related to the FO’s capacity to perform its business.

Need-based trainings Need-based trainings will be organized based on the information gathered through the mentoring and follow-up visit. Subjects can be: bookkeeping, good governance, value addition of selected crop/commodity, processing, packaging, food safety, cleanliness, storage, preservation techniques, production matters and any other subject related to the selected businesses of the FO. Need-based training can be conducted by DEA, Livestock

IFMC Annual Report 2015-2016 and Fishery Officers at FO, Upazila or district level. It can also be organized centrally as residential trainings. It depends on identified needs and number of interested FOs.

MLT Model Process illustration

1. Selection of Farmer Organizations (FOs) According to criteria and procedure

2. Developing Business Focal Persons (BFPs) According to criteria and procedure

3. Market Linkage Training (MLT) for BFPs Farming as a business, business planning, collective marketing, gender and marketing, transparency and good governance & adult learning

4. Market Linkage Training (MLT) for DAE Officials DAE officials are trained immediately after BFPs and on same subjects.

5. Inaugural Workshop at DAE Upazila Offices Orientation, acquaintance, cross-departmental, input and output traders present for linkages, MoU between DAE and FO.

6. Market Linkage Activity Package at FO-Level Eight sessions in the village, meeting with output traders, follow-up linkage workshop at DAE office and market linkage tour..

7. Mentoring and Follow-up Visits At least five visits per FO to support ongoing business, new business analysis, market analysis, market linkage and training needs.

8. Need-based Marketing Trainings Related to the specific FO businesses, possible subjects: value addition, post-harvest management, preservation, storage, book keeping etc.

IFMC Annual Report 2015-2016

Output 3 – National Dialogue - Main Activities Description

According to the component document IFMC has as one of its specific objectives to develop a National dialogue on farmer centered extension approaches. In the DPP this is modified to a National meeting/seminar to discuss farmer-centered extension approaches. The target of this third objective is that 80% of projects following farmer centered extension approaches. The concept is to support the development of a platform where various progressive extension actors can meet and exchange ideas. The aim is to systematically strengthen linkage in the field of agricultural extension through close and frequent collaboration between all actors be the public sector, NGOs and private sector. It is planned that by the end of project IFMC will develop a “Best practice guidelines” for group extension methodologies in Bangladesh in a useful format for the use of all partners and future participants in agricultural extension in Bangladesh. The National platform is an exit strategy for Danida assistance to ensure wide application of successful extension approaches developed through many years of project support. Further, it is a platform for wider exchange of information, ideas, best practises and joint cooperation between different players, including existing and future projects. The other components of AGEP use this platform for sharing lessons learned from their interventions and disseminating information on technologies and best practices. Specific FFS and FO learning and quality issues are also discussed amongst the components.

Identification of scope of National platform creation Building on the recommendation of the FFS evaluation and on past experience this output contributes to the ongoing process of strengthening extension services, making them more farmer-centered, participatory and based on experiential learning where possible. The initial ideas on the scope of the platform have been modified as part of the process according to the interest and suggestion of the many collaborators under the guidance of the Director General of DAE.

Establishment of National platform of different extension actors Bringing together all the actors in agricultural extension, be they public sector, NGOs or private sector in a systematic effort to strengthen linkages through close and frequent collaboration is being ensured through the formation of Bangladesh Agricultural Extension Networks (BAEN) under the leadership of DAE. The formation of this forum with the participation and support of IFMC is enhancing opportunities for coordination and sharing of experiences and lessons learnt as well as developing best practices. Depending on demand and the interests and ideas of the collaborating institutions there are meetings, seminars and field visits for the exchange of information and ideas.

Use of National platform in CHT perspective This output specifically ensures collaboration between the two components of AGEP engaged in extension activities: IFMC and AFSP, to maximize lesson learning and sharing and FFS quality enhancement and development. The third component, ABDC, in the form of Katalyst, is also participating where relevant, particularly where there are field visits and seminars that focus on marketing and business activities of farmers.

IFMC Annual Report 2015-2016

8. Progress towards objectives

Introduction IFMC carries out monitoring of component output and outcome indicators according to the monitoring plan described in the IFMC M&E manual. To compliment in-house impact monitoring an external Mid-term Evaluation is to be carried out.

Impact assessment: Impact of IFMC activities are measured against baseline situation and against non- intervention households. At the time of reporting a contract has been signed with Kranti Associates and as per agreement they have submitted inception report of the mid-term study at the end of June 2016. Field work will be started during July-August 2016 and the final report is due in mid-September 2016.

Outcome monitoring: With reference to the M&E Manual IFMC has developed result monitoring systems to assess outcomes of the project interventions against targets in the Logical Framework. Result monitoring aims at establishing the success of IFMC in diffusing knowledge and technologies to the target group as well as to ascertain if this increase in knowledge and empowerment contributes to improved livelihoods of participating farmers.

Output 1 – FFS - Progress towards Objectives

Objective of outcome monitoring by IFMC M&E Unit: - To assess the knowledge and understanding as well as the adoption level of IFM FFS technology by the participating farmers, - To assess the increase in number of total farm activities by farmers after participating in IFM FFS - To make initial assessment of progress of IFMC activities against Log Frame outcome indicators such as ‘control over income from homestead vegetables, fruits, poultry and fish production by the female members of the HH.’

Sample Selection: Random sampling has been used in selecting FFS and FFS members in this assessment. A total of 106 FFS (7%) were selected for focal group discussions (FGD) and 530 farmers (20% of each selected FFS) were selected for individual interview from 1,598 FFS established during Robi 2014.

Tools and methods: For data collection both PRA and face to face interview were used. A format was developed and used to record data. The format was pretested before being used for data collection in the field. For data entry and analysis MS Access Software has been used. Xx date/period of collection of data

IFMC Annual Report 2015-2016

Findings:

Knowledge and adoption of IFM FFS curriculum: The table below shows that based on an assessment of group members knowledge during FGD, on average 43% of farmers have good knowledge on the 9 different modules of IFM FFS curriculum, while 47% have moderate knowledge and 10% have poor knowledge.

Table-3: Knowledge level of participating farmers in IFM FFS FFS Module Knowledge Level (% of Farmers) Robi, 2014 Poor Moderate Good IFM 9 45 47 Rice Cultivation 12 37 51 Homestead Gardening –Veg. 10 51 40 Homestead Gardening -Fruit 8 45 49 Poultry Rearing 12 49 39 Goat Rearing 5 58 37 Milking Cow Rearing 12 51 37 Beef Fattening 13 51 36 Pond Fish Culture 10 46 44 Average 10 47 43 Practice or adoption of knowledge by the FFS trained farmers in their own farms are shown in the table below. Data shows that in most of the areas practice rate is more than 80% with the exception of fish culture and large ruminant where adoption rate is somewhat lower than the other farm activities. Field observation indicates that low cost or no-cost interventions are more easily adopted.

Table-4: Practice of knowledge gain from IFM FFS Name of Module HH received FFS farmers Practice in Baseline training their own farm (%) HH HH % Rice Cultivation 224 224 100 100 Homestead Gardening (Veg.) 526 475 90 33 Homestead Gardening (Fruit) 522 463 89 65 Poultry Rearing 520 487 94 79 Cow/Buffalos Rearing 426 316 74 65 Goat Rearing 103 66 64 28 Fish Culture 367 184 50 28

Increase number of farm activities: Regarding the total number of farm activities it is the target to have 80% of FFS trained households increase their number of total farm activities. At baseline 3.8% farms households had more than 5 farm activities. For the assessment carried out during the reporting period IFM FFS participating farmers has increased to 48% with 5 farm activities indicating a considerable interest in diversifying farm activities by FFS participants. It is expected that new activities will further increase with time and the project target of 80% of

IFMC Annual Report 2015-2016 households increasing farm activities will be easily achieved, especially with follow up from DAE.

Adoption of IFM FFS technologies: There are 45 technologies, including integration among farm enterprises of 9 different farm activities that have been promoted through IFM FFS to increase sustainable agricultural production. Baseline data shows that only 15.8% HH were using at least 5 of these technologies. Present data shows that 99% of IFM FFS farmers adopted at least 5 technologies out of which 96% HH adopted more than 10 technologies.

The least adopted technologies are vaccination, de-worming and balanced feed for goat and cattle, maintaining proper density and species of fish fingerling stocking. These are mainly due to unavailability of input and technical persons within the community.

Farm Production The majority of the FFS member’s household has adopted different IFM technology as a result farm production has increased in a certain level. Table 4 shows the percentage of increment of production compare to the IFMC baseline survey. As the control group data are not available so that these increased productions are not only due to IFMC intervention. The remarkable increment of production has taken place in poultry rearing.

Table-5: Changes of production rate after IFMC intervention Item Baseline Present Increase Project (%) Target (%) Point higher than control group Rice (kg/ha) 4273 5434 27 8% Homestead Vegetable Non Leafy 243 308 (kg/HH) 27 15% Annual Chick Production Nos. per 22 34 HH 55 15% Egg (No/HH/year) 110 210 91 50% Milk kg/HH/year 176 235 34 10%

Control over income by the female members of the HH: One of the most important indicators of women empowerment is control over income. Data shows that the situation of the IFM FFS members in case of control over income has changed remarkably. The main area of change is in the income from poultry rearing and homestead gardening.

Table-6: Control over income by the female members of the HH Members % of control over by income Sources Poultry Homestead Field Crops Fish Culture Rearing Gardening By female members (baseline) 38 3 No baseline data No baseline data By female members (Present) 82 49 11 11

IFMC Annual Report 2015-2016

Output 2 – FO - Progress towards Objectives

M&E team has conducted a short evaluation during the reporting period on 24 selected FOs, where FO level MLT training has been completed during the last quarter of 2015. Primary findings on evaluation arereported below;

Assessment of selected Farmers Organizations following Market Linkage Training

Introduction: Following the FO strategy the project has begun the training of Business Focal Person (BFP). BFPs from 24 organizations were trained during the third quarter of 2015. This training prepared BFPs to support their FO on agri-business development and market linkage activities through a Market Linkage Training for the FO members. During the fourth quarter of 2015 these trainingswere carried out. Most of the FOs also received a grant of Tk 35,000 as startup capital by the end of January 2016.

These 24 FOs have now been assessed on the outcome of the FO level MLT training and use of startup capital provided by IFMC. At the same time institutional strength and year round business activities of the FOs was also assessed. This report covers both outcome of FO level MLT facilitated by BFP, use of startup capital, changes in institutional strength and business activities carried out over the past one year.

Methodology: Two different tools have been used to assess the MLT and FO. For MLT session and use of startup capital a focal group discussion has conducted with the FO members using a pre designed checklist. For FO assessment an Evaluation Data Collection Format for FO has been developed jointly by M&E and FO unit of IFMC has been used to collect data.

Part A: Findings from FGD on FO level MLT

All 24 FOs have completed the 8 session MLT for FO members. On average 35 members from each FO have received the training with more than 50% of those attending being female. Four trained BFPs facilitate the sessions.

According to the participants opinion the MLT training was very useful for them. From the training they came to know the commercial importance of their farm products, value addition of their product to get better price and proper storage of their product amongst other things. They also know about developing a production plan, about crop selection to maximize the price and importance and benefit of collective marketing. After training each

IFMC Annual Report 2015-2016

FO has started collective marketing for the members through the organization with the help of BFP.

It was observed that for conducting the 8 week MLT training the number of BFPs were excessive. However the value in terms of ensuring gender inclusiveness may justify the high number of BFPs. It is known to be challenging to engage women in an active role in marketing outside of the home.

A positive observation was that after completing the MLT training all FOs initiated some type of business activities. However to be successful and sustainable in the longer term, ensuring that there are real benefits to farmers and BFPs the volume of business needs to be scaled up and expanded to a range of produce.

During the data collection period it was found that 14 of the 24 FO’s studied had received the startup capital (BDT 35,000) from IFMC through Upazila DAE office. Lack of clarity on the fund distribution was claimed as the reason why in some cases Upazila DAE office had not disbursed the money as planned. The FO’s did not express or show strong motivation to receive the startup capital as all the FO has their own capital for running the small business initiatives planned or started.

Part B: Annual Activities Evaluation of FO

General information of FO: A total of 24 FOs have been assessed during February 2016 to March 2016. Only one FO was formed from IFM FFS and other 23 are IPM or ICM clubs. All 24 FOs commenced working with IFMC from first quarter of 2015. Of the 24 FO’s studied 8 FO are registered, the majority either with the social welfare or Cooperative department of GoB. On average there are 47 members of which 50% are female. Executive committees average 8 members of which 5 are male and 3 are female. Only one FO has no female in three executive positions (President, Secretary and Treasurer).Of the FO 16 have a constitution, 13 hold regular Annual General Meeting (AGM) and 22 have regular EC meetings.

Record Keeping: During assessment 10 different registers and books in each FO were checked, whether available and whether updated regularly. These 10 registers/books are listed below; - FO Member register - Meeting register - Savings register - Stock/Asset Register - Saving Passbook for individual members - Buy and sale register/Collection Point Register - Business Register - Cash Book/Accounts - Bank Cheque Register - Loan Register (recipients, disbursements, interests, collection)

IFMC Annual Report 2015-2016

It was observed that only 8 FO has all 10 registers and 11 FO regularly update all available registers, 9 FO update partially and 4 FO do not update those registers/books which they have.

Financial strength: Average capital per FO is BDT 264,608 where highest BDT 21, 27,225 in Nehalpur Farmer Organization of Chudanga and lowest BDT 35,000 in Mohammadpur IPM Club of Magura. All 24 FOs has bank account. During the assessment period 14 FO received startup capital (35,000 BDT) from IFMC. Twenty one FO have running business activities, out of which 11 use own fund along with startup capital from IFMC, while 7 FOs are using only own capital and only 3 FO start business using exclusively the capital provided by IFMC.

Business Activities: Before joining with IFMC only 5 FO did small-scale business on a limited scale with average investment of BDT 25,000 from which they gained an average profit of BDT 7,880 per year. The businesses included Indian jujube, eggplant, jute, and paddy seeds.

Twenty one FO has detailed business plan but very few of them running business according to the plan. These 21 FO have been running business with 20 different types of agricultural product and agricultural inputs. The most common businesses are egg bulking, vegetable bulking and agricultural inputs (seeds, fertilizer and pesticide). Average investment for each FO is BDT 64,200 and average annual turnover is BDT 138,671 and average profit for each FO is BDT 12,334. The exceptional is Uttar Dharar Char ICM Club, Bakshigonj, Jamalpur, their investment was BDT 338,000 yearly turnover was BDT 1,003,438 and profit was BDT 101,307. Most of this profit comes from potato bulking. Excluding this FO average profit of other 23 FO is only BDT 8,813 (highest 28,399 and lowest 280).

Producers and Employment Creation: In the year-round business activities of 21 FOs a total of 1392 (male-621 & female-771) producers have benefited through selling their products to the FO. It is observed from the record that all these 21 FOs employed 96 female and 56 male part-time hired labors for collecting, weighing, cleaning, sorting, packaging and carrying purposes. Each labor worked average 7 hours a week and average duration of business was 9 weeks, in this respect a total of 1197 (756 man days for female) man days employment created.

Linkage with Market and Service Providers: Linkage development with market and other organization is an important aspect of running a business for an FO. It was observed that out of 24 assessed FO 16 FO has good relation with upazila level GoB official, 12 FO with input traders, 11 FO with upazila/district level arotder/buyer and 8 FO with private sectors service providers.

Part C: Conclusion and Recommendations The FO level MLT training has been completed successfully in all 24 FOs. As a producer participants gained knowledge on value-addition, proper storing, importance of collective marketing and importance of linkage with different market actors. All FO started business on a limited scale making use of own funds and/or startup capital provided from IFMC. After completions of the training most of the BFP have no activities, few of them are involved with FO business on profit sharing arrangement. The volume of business and level of profit is unlikely to provide them with incentive to continue working with the FO business.

IFMC Annual Report 2015-2016

Intensive follow up support from IFMC is necessary to increase the volume and diversify of business carried out by the FO, including involving the BFP’s to ensure their continuing involvement. In future special attention should be given during selection of BFP to select those who are committed and thus reduce the rate of dropout.

All FOs fulfill most of the IFMC selection criteria especially for female members, EC committee, women in EC position and initial capital. Available books and registers, and regular update of books and registers are found to be poor. To make the organization more transparent all the records should be update properly and regularly. Proper mentoring and follow-up is needed from district and upazila team of IFMC.

It is observed that capital is not a problem at all to initiated business by the FO. Most of the FOs operate micro-credit among their members as income generating activities of FO. These savings can, and in many cases are being utilized to initiate small businesses. The FOs generally do not have capacity to engage in larger businesses initially.

Out of 24 FOs volume of business and annual profit of maximum FO are very poor and unlikely to make sustainable business and give substantial benefited to members. Attention should therefore be given to increase the volume of business and to further diversify the business. For continuing year-round business all FO should do the input business along with the bulking of agri-product.

It is observed from the data provided by the FO that employment is created within the community due to the agri-business of FO. At present average 49 man days of work opportunity has been created in each FO which will be increased in future with increasing volume of business by the FO.

IFMC Annual Report 2015-2016

Output 3 – National Dialogue - Progress towards objectives

The concept of introducing a National platform for extension advisers in Bangladesh was achieved through the establishment of Bangladesh Agricultural Extension Network (BAEN) under the leadership of DAE. With DAE taking the lead other GO, NGO, National and International extension providing organization have been meeting for discussions and exchange of experience under the BAEN banner.

With support from IFMC amongst others, BAEN developed and approved its Constitution and agreed on objectives for the network. According to constitution of BAEN, DG DAE acts as president of the BAEN executive committee and Director Field Service, DAE is Chairman of Advisory Committee of BAEN.

As DAE has taken ownership and responsibility for BAEN, in respect of sustainability, the network is highly likely to continue its activities in the long-run. The objectives and activities of Output 3 are closely aligned with those of BAEN and are adjusted to maximize the catalytic effect of IFMC’s input in developing a useful forum for extension actors. In this way the objectives of Output 3 are well on way to being achieved and the impact is far ahead of expectations in terms of DAE taking leadership and ensuring the sustainability of this activity.

IFMC Annual Report 2015-2016

9. Achievement of Outputs

Output 1 – FFS - Achievement of Outputs

Output 1.1 - Update of curriculum and training materials The curriculum for IFM FFS as well as training curricula for Training of Trainers and monitoring officers - farmer facilitators and DAE officers has been updated during the reporting period. Various training materials to support the IFM FFS are regularly updated and improved based on experience as part of normal project implementation.

 Curriculum for Farmer Facilitators Training-of-Trainers There have been only minor changes in TOT curriculum during the reporting period.

 Curriculum for IFM FFS The IFM FFS curriculum lies at the core of IFMC activities and the development and piloting of this curriculum was started during ASPS II. Annual reviews and adjustments are on-going to make any necessary adjustments. During September 2015 a workshop was held to review and update the curriculum based on lessons learning.

 Curriculum for Farmer Facilitators Season Long Learning (SLL) Refresher courses: In the development process of new farmer facilitators, IFMC has followed several steps; a 26 day FF ToT for the selected facilitators after which the newly trained facilitators start to implement a single FFS. During implementation of this first FFS the new FFs are called for further six days training, called season long learning (SLL). During SLL the new FFs have an opportunity to present and discuss their feedback on completed sessions and receive further training and information on weak areas. They also receive an overview of how to go about conducting the remaining sessions of the FFS for that season. For this purpose a curriculum was develop in the first year of project implementation which was further improved and updates during the current year based on feedback from the field and FFS team.

 Curriculum for Farmer Facilitators Refresher courses: FFs attend refresher courses during which they are introduced to new issues included any update in curriculum and implementation modalities of FFS. For this purpose a curriculum was develop in the first year of project implementation and during the reporting period this was updated based on feedback from FFS implementers.

 Curriculum of Special Training for Farmer Facilitators: According to DPP there is a provision of special training for capacity building of farmer facilitators. In the reported year one day’s special training curriculum on vegetative propagation and poultry vaccination was developed based on needs of FFs.

IFMC Annual Report 2015-2016

Output 1.2 - Capacity building of Farmer Facilitators and Field Level officers of Department of Agriculture (DAE) to implement IFM-FFS

Output 1.2 focuses on the capacity building of Farmer Facilitators (FFs) and DAE officers involved in the implementation and monitoring of IFM FFS activities and is an important part of establishing and maintaining quality FFS implementation. The output included initial training of facilitators as well as on-going refresher trainings throughout the period of the project.

Table 7. Capacity building activities for IFM-FFS implementation under IFMC

Sl Name of Duration Participants (‘15-‘16) Since inception to June Training/Workshop and 2016 batches

Male Female Total Male Female Total 01 ToT for Farmers 26 days 8 268 138 406 776 319 1095 Facilitators on IFM FFS batches (34%) (29%) 02 Season Long Learning 6 days in 298 177 475 702 292 994 (SLL) for FFs 2 spell, 11 (37%) (29%) batches 03 a. Refresher Training for 2 days 665 378 1043 1,910 654 2564 FFs Robi 2015-2016 (22%) (26%) b. Refresher Training for 2 days 938 131 1068 2503 610 3113 FFs Kharif 2015-2016 (26%) (20%) c. Special Training for 1 days 938 131 1068 938 131 1068 FFs (26%) (26%) 04 Departmental Trainers 5 days, 4 195 4 199 902 70 972 Crash Course on IFM batches (2%) (7%) FFS 05 Orientation workshop of 1day, 9 383 15 398 1796 74 1868 upazila, district and batches (4%) (4%) regional level officers of DAE and other related organization

 Capacity building of Farmer Facilitators

FF TOT During IFMC there is provision for the development of 1,000 new farmer facilitators to implement IFM-FFS. These FFs join 1,250 trained farmers who were responsible for implementation of FFS under ASPS II, and who all attended an 18 days crash course (in two spells) on integrated farm management. The crash course

IFMC Annual Report 2015-2016

focused on aspects of IFM which vary from the earlier ICM FFS and introduce the module approach.

For the development of 1,000 new farmer facilitators selection of FFs has aimed to increase the number of FFS in areas where there a relatively few FFs (less than 6 per upzilla), and an important criteria in selection has been that the future FFs should have participated in an IFM FFS, whether ICM or IPM. Great effort has been made to identify and attract suitable female candidates as FFs. During the reporting period the component conducted 8 batches of FF-TOT courses for new FFs where 406 (male 268 and female 138) farmers have successfully completed the course and graduated as Farmer Facilitators. Regional Offices areresponsibile for FF TOTs under guidance from Headquarters.

Season long Learning (SLL): As per work-plan 8 batches of SLL course were held giving FF opportunity to give feedback on completed session and prepare for remaining sessions. A total of 382 FFs (134 female) receive SLL. Rsponsibility for organizing and implementing SLL was with regional offices.

Refresher course for FF During the reporting period the component also organized four day (two day during Robi 2015-2016 and 2 day Kharif 2015-2016) refresher course for all FFs, focusing on new issues included the update version of curriculum and implementation modalities of FFS and area of identified weakness. A total of 2111 FFs participated in the refresher course of which 509 (24%) was female. Regional offices were responsible for organizing and implementing refresher courses in their respective regions with support from headquarters.

Special Training for Farmer Facilitators During the reporting period the component organized day long special training for FFs, focusing on vegetative propagation and poultry vaccination. A total of 1068 FFs participated in this course of which 131 (12%) was female. Regional offices were responsible for organizing and implementing refresher courses in their respective regions with support from headquarters. DD horticulture and Master Facilitators (Livestock) act as key facilitators in special training.

 Capacity building of DAE officers

Crash course for DAE officer Upazila level officers of DAE have the role of providing backstopping support to the IFMC FFs. To be able to carry out this task effectively field level officers require training of IFM FFS which includes a number of new modules. A total of 199 field level officers (SAPPO, SAAO) of DAE were given 5 days intensive course on

IFMC Annual Report 2015-2016

monitoring and backstopping of IFM-FFS so that they can provide backstopping support to the FFs implementing FFS in their Upazila and also monitor the FFSs. Crash courses for DTS were organized by IFMC headquarters with support from regions.

Orientation workshop of Upazila, district and regional level officers of DAE and other related organization To ensure the quality of FFS, the Upazila Agriculture Officers (UAO), Livestock Officers (ULO), Fisheries Officers (UFO) and district level DAE Officers will monitor the FFS periodically. For this purpose 398 officers from 334 Upazilas, 60 districts and 4 region were given a one day orientation in batches on IFMC and IFM-FFS. These workshops are organized by regional offices for the DAE officers within their regions.

 Study tours of Farmer, IFMC staff and relevant GOB officers A total of 12 participants took part in international study tours under IFMC during the reporting period. Of this group four were FFs (two male and two female), and 8 were GoB officers including four IFMC. The participants were divided into two groups one group visited Malaysia and other group in India. The main activities during the tours were visits to Farmer Field Schools and related activities, small scale farmer cooperatives, collective marketing, vegetable processing, value addition and marketing chain/channels.

The participants, especially Farmer Facilitators learnt about small scale processing, value addition, market chain/channels (producer to farmer cooperatives/collection point to super shop, supermarket, hotels, local markets etc.) After returning from the study tour FFs are very much encouraged to practice their learning at their own locality or farmer organization according to their capacity.

 Support for Physical Renovation of the Training Centers The vast majority of training courses under Output 1 have been implemented at the DAE Horticulture Training Centers, as planned. The six centers are Kallyanpur, Chapai Nawabganj; Burirhat, Rangpur; Jamalpur; Daulatpur, Khulna; Rahmatpur, Barisal and Panchgasiya, Feni, each one falling under one of the six IFMC regional offices. The component has a provision to upgrade the necessary training facilities for the training of 50 male and female farmers and facilitators, including their accommodation. The primary renovations to ensure all regions have capacity to training at least 50 trainees at one time, including two training rooms, dining facilities and suitable facilities for female and male trainees have been successfully carried out. The number of female trainees is expected to grow gradually throughout the life of the project and any arising issues in terms of facilities will be met.

IFMC Annual Report 2015-2016

Horticulture Centre Major renovation work carried out Rangpur Constructing a new bathroom in the 1st floor for female participants and Supply of a Generator. ChapaiNawabganj Water tank 2000L,Water tank fitting including pipe and Repairing of damp wall in dormitory -2. Jamalpur 9 sets of Reading Table chair(Wooden), Supply of 30 sets of quilt with cover Barisal Renovation of kitchen and facilitator room Feni Building repairing and maintenance, supply of Khat, bedding, table for training room, Supply of Water pump(1 HP) and other accessories and Supply of a Generator and other accessories, Supply of 24 sets of quilt with cover Khulna Roof top screeding, Renovation of facilitator bath room(civil ,sanitary and electrical work),Plastering-taking off and making new plaster, Painting and weather coating

Output 1.3 - Implementation of FFS

 Workshops to review and plan for IFM FFS Seasonal review and planning workshops for DTs have been conducted at regional, twice during the reporting period, as planned. These workshops ensure coordination and link bottom up plans with targets set in the DPP for the achievement of IFMC targets within the planned time. Review and planning workshops also provide an opportunity to review the performance of IFM FFS across the regions and upazillas including the performance of individual FF’s. These are an opportunity to address issues arising, to clarify issues and for two way communication between field level implementers and component managers. Discussion includes challenges faced and constraints, including issues concerning the IFM FFS curriculum and problem encountered for running the FFS. FFS plans along with issues raised for resolution are then channeled back to the IFMC management. Feedback from these workshops is then reviewed by the core team who make any necessary adjustments. A total of 373 SAPPO/SAAO participated in the R&P workshop twice in the reported year.

 IFM FFS implementation IFMC established 4,400 FFS in two seasons (Robi and Kharif-2) during the reporting period. FFS were implemented in 373 upazilas of 61 districts under 6 IFMC regions where 220,000 farmers (54% female) participate in IFM FFS.

Each pair of farmer facilitators were allocated 2 FFS per season of which one included rice module and other one was without rice and targeted former ICM or IPM groups (who have previously been trained on rice production through FFS) or land-less farmers (who do not have access to land for rice production). For many of the facilitators this was the first experience of working with land-less farmers.

At the conclusion of each FFS a field day is organized and neighboring communities are invited to attend. FFS participants prepare a number of demonstration booths and explain what they have learned during the FFS. This is an opportunity to

IFMC Annual Report 2015-2016

reinforce and share learning. A total of 3,968 field days were held during the reporting period. In these farmers field days approximately 634,880 participated where around 436,480 non-project farmers receive an overview of IFM technologies in the reporting year. The estimate is based on an assumption of 160 attending each field day, however the number is often higher.

Table 8. Number of FFS and farmers coverage by IFMC region Region Nos. of Nos. of Nos. of Members District Upazila FFS Male Female Total Female % Barisal 11 66 850 20,014 22,486 42,500 53 Comilla 12 68 712 15,340 20,260 35,600 57 Jessor 10 51 532 11,963 14,637 26,600 55 Mymensingh 12 65 785 17,778 21,472 39,250 55 Rahsahi 8 66 824 19,324 21,876 41,200 53 Rangpur 8 57 697 16,896 17,954 34,850 52 All 61 373 4400 101,315 118,685 220,000 54

 Coordination meetings at district and upazilas levels Successful implementation of FFS as well as FOs needs strong coordination between the IFMC staff and district and upazila level officers of DAE and other related organizations. To facilitate this coordination IFMC has been provide support to organize 2 coordination meetings per FFS season at the upazila and at the district levels to discuss relevant issues on FFS and FO development. To the extent possible regional and district level staff of IFMC has participated in these meetings along with participants from DAE and other related organizations. FFS facilitators also participate in upaliza level coordination meeting. In the reporting year total of 1734 including upzilla and district coordination meetings were conducted. The initial plan was for monthly meetings to be held, however this has found to be impractical and unnecessary, with 2 meetings per season being sufficient to ensure good coordination.

 Monitoring and Backstopping of IFM FFS This activity involves independent monitoring by local Upazila level GOB officers to ensure the technical integrity of the IFM FFS. There is a provision of 11 monitoring and backstopping visits by upzilla IFM team including UAO, ULO, UFO, AEO, SAPPO per FFS and 2 monitoring by DAE district office per upzilla in a season. Besides this IFMC regional office FFS team also monitor the IFM FFS in their respective region. During the monitoring of FFSs, the monitor provides on the spot mentoring and advise to the FFs as well as communicating their monitoring data and observations to the regional office. The regional team of IFMC review all the data provided by the Monitoring Officers and take initiative to discuss at the district and Upazila level coordination meetings for the issues to be resolved locally and forward issues to IFMC management which require involvement of the core team. In the reporting year an estimate of 15,872 monitoring and backstopping visits were conducted.

IFMC Annual Report 2015-2016

 Motivational tours IFMC has provision for one motivational tour per Upazila per FFS season. The tours are organized to learning areas within the district. Thirty farmer participants are selected from amongst the implemented IFM FFS for each season. From the motivational tour FFS farmer are exposed to new ideas as well as confirming their learning during the FFS. During this reporting period 746 motivational tours were implemented in all ongoing project Upazilas.

 Information services to FFS facilitators and participants through mass media & ICT The component has a provision to support information provision to Farmer Facilitators and the participants in FFS through ICT and mass media initiatives. Information provision should be in support of FFS learning, general training and capacity development. For these purpose 89,520 copies of Krishikotha was distributed to IFM FFS facilitators and farmers, as well as member of the IFM team in UAO office during the reporting period. In the reported year FFS team of IFMC also develop and printed IFM component banner and six type of festoon on different farm component technologies. This banner will be used in different FFS sessions and field days. Total 534 no of IFM component banner and 4518 no of festoon (753 for each of 6 farm component) are printed.

 Foreign Study Tour In addition to orientation and training at the local level, there will also have provision in IFMC on capacity development initiatives for IFMC staff and the relevant GOB officers directly related to implementation of IFMC activities through study tours and short courses within Bangladesh and in relevant countries of the region (Vietnam, Cambodia, LAO PDR, Sri Lanka, Thailand, Malaysia, Indonesia, Philippines, Nepal, India). This support also extended for the farmers, farmer facilitators and higher level officers of the related organizations directly related to IFMC. The objective of these study tours is to contribute to new learning as well as new initiatives and improvements in IFM FFS curricula and implementation and should have a specific learning objective.

During the reporting period foreign study tour has been conducted for 12 participants (in two teams, 6 in each team) during May 22-26, 2016. One team visited Indonesia and other one visited India. Among the participants 2 from MoA

IFMC Annual Report 2015-2016

(1 Joint Secretary, 1 Deputy Secretary), 1 from ERD, 1 from Planning Commission, 4 from DAE and 4 Farmers Facilitators.

After completion of study tour teams submitted report to IFMC Management mentioning the learning’s from these tour which are stated below;

 Agriculture in Indonesia and India and the Challenges.  Emerging the Dynamic Markets and How to Create the Value.  Integrated Pest Management and Efforts.  Traditional markets.  Agricultural product distribution system (Marketing and value addition).  Agricultural product value chain.  How the Farmer Organization works in the farmer community.  Co-Operative system.  Farming System.  Small scale seedling production.  Vegetable cultivation and production as high value crops.  How governmental land cultivated by the farmer.  How the small scale farmers marketing their production through Packing House for supplying fresh produce to hotels and supermarkets.  How they uses their natural resources (water) through Farmer Organization.

IFMC Annual Report 2015-2016

Output 2 – FO - Achievement of Outputs

Output 2.1 - Curricula Development The target of developing three curricula was reached last year, actually four were developed. However, as output 2 is experimental by nature and the team constantly assesses the field situation, it was decided to introduce a new type of training by the end of this project year. This training is of FO leaders and supplements the training of the BFPs. A curriculum for this training was developed, and the full list of curricula now counts: 1. Curriculum for a 10-day residential BFP Market Linkage Training (MLT), which is also used to train IFMC staff (IDOs, CDOs and ACDOs) alongside BFPs. A detailed training schedule has been developed in both English and Bangla. The curriculum was still in draft form last year but is now complete. A full facilitator’s guidebook remains to be developed.

2. Curriculum for a 3-day residential FO leaders Training on ‘Vision Development and Good Governance’ has been developed. This includes detailed training schedules in both English and Bangla and a draft facilitator’s guidebook.

3. A draft FO-level handbook for BFPs in English and Bangla has been developed to facilitate eight FO MLT sessions. The handbook comes together with a workshop guideline for DAE officials, a MoU for FO and DAE to sign and other technical papers.

4. A draft MLT curriculum for DAE officials, which contains similar topics to the BFPs curriculum, but is adapted to the level of education and skills of officials and the role they are envisioned to play in implementation. Two different schedules are used for two and three days of residential training respectively. It remains to develop a full facilitator’s manual.

5. An ‘IFMC Field Worker Tool Box’ with all the guidelines and forms used in the field.

Practical, hands-on, experimental and participatory teaching methodology has been mainstreamed in all trainings courses and this greatly contributes to empowering the beneficiaries. The teaching methodology is described in depth in the Annual report for 2014-2015. The subjects of gender, good governance and transparency have also been mainstreamed into the curricula.

Output 2.2 - Building Capacity of DAE officials  Training of staff from DAE and other related organizations In this project year training of DAE officials has been rolled out alongside FO activities. A big number of Upazila level officers such as UAOs, AEOs and

IFMC Annual Report 2015-2016

SAPPOs have been trained as well as union level Tag-SAAOs. The project conducted one training course for DDs and one for DAE HQ. The HQ level training course helped secure buy-in of the FO strategy from DAE Directors

It has been difficulties to ensure full batches of 50 participants during the training of DAE officers. This is caused by transfers, promotions and foundation training of officers. On average training course for DAE officers had 39 participants. Twenty- three batches have been conducted with a total attendance of 901 officers.

 ?????? There is a discrepancy of physical target in the log frame and the budget. The logframe has a target of 3,500 DAE officers to be trained, while as the budget has 1,500 officers, i.e. 30 batches of each 50 officers. The logframe target will therefore be revised in the revision of the DPP.

Table-9: DAE Officials trained Title 2015-16 2013-16 Cumulative SAAO 348 423 SAPPO 247 263 UAO 184 203 AEO 46 49 DTO/ADD 61 73 HQ 15 15 Total 901* 1026* * Female attendance is 5%

At the beginning of the year IFMC experimented with training of Metro-SAAO to facilitate urban market linkages. Results in terms of linkages were not visible and therefore Metro-SAAOs’ participation was omitted. A role for them might be considered in future.

This year a 10-day ToT for AEOs was conducted aiming to expand the pool of facilitators for training BFPs and FO Leaders. It proved difficult to gather a suitable batch of AEOs. During the first half of 2016 DAE was characterized by promotions, transfers and foundation training (conducted by DAE for AEOs). Therefore, many AEO positions were vacant and from the filled positions only few AEOs could make themselves available. Despite the challenges, a ToT for 35 officials (5-6 from each region) was conducted in February at the Horticulture Center in Natore, Rajshahi. Afterwards, unfortunately, it has proven difficult to get the AEOs released for the training courses and the regions have only in 5 cases used trained AEOs as facilitators. Three of these cases were in Rajshahi where the regional IFMC team has made great efforts. Mymensingh has used one AEO, who is now promoted to

IFMC Annual Report 2015-2016

UAO and therefore inaccessible as future facilitator. Comilla region has used one during half a training course. Concerning AEOs’ suitability to act as facilitators it should be mentioned while they are generally academically sound, they are for the most part young and inexperienced. In their academic life they have little experience of practical and participatory learning methods and have not had time to understand how to build relationships with farmers. This can have serious implications for the quality of learning outcomes.

The IFMC team has many times brainstormed if other types of DAE officers could be trained and used as facilitators in the residential training courses on marketing, but SAPPOs who are the most experienced are bound to their Upazila and cannot be called to other venues for trainings. SAAOs are also bound to their union/Upazila, and many are young and little experienced. Other officers at Upazila level are overloaded with work and unavailable. Therefore, no other officers can really be considered.

Output 2.3 - Building capacity of FOs The first four months of the year IFMC ran a pilot with 23 FOs from 23 different Upazilas. In this pilot the new training modules for residential MLT and FO level sessions were tested and adjusted along with the field tools. Up to November all residential training courses for BFPs and DAE officials were convened and conducted by IFMC HQ staff, but from November the training was decentralized and the regions started conducting the courses. From this time activities were scaled up six-fold.

 FOs established with Executive Committees

The number of FOs established rose dramatically during the year and by year end the project was working with 278 FOs in 256 Upazilas. Most FOs were selected among existing IPM and ICM groups and from these BFPS were selected and trained

The IFMC project has a long assessment procedure for selection of FOs. Existing FOs should be FFS groups from earlier DAE projects. They must have executive committee, bank account and savings/capital of around 50,000 Tk. They must be willing and interested in collective marketing, have surplus production or several potential cash crops. They should preferable not be supported by other projects, especially not by other marketing projects. Assessments are conducted by the IFMC field staff, CDOs and ACDOs, with support and participation of DAE officers such as UAO, SAPPO and/or SAAO.

In spite of these guidelines there have been serious problems in identifying suitable groups. Selected groups are often well-known to DAE and in many cases have received support from other projects, particularly IT equipment from AIS of DAE. Capacity of most groups is low with serious book keeping gaps, lack of

IFMC Annual Report 2015-2016

transparency or having been through a leadership crisis. Some are led by a village strong man, or dominated by few individuals.

It is hard to know if these are really the best groups or if their prior relationship leads to selection. The project will continue to analyzing this situation and working to identify more suitable groups in close cooperation with DAE. In general DAE officials have a strong say in the selection process, so ensuring that they understand the importance of the selection criteria is essential.

Table-10: FOs established Year # of # of FOs Remarks Upz 2013-14 11 11 11 x Farmer Business School Pilot (FBS) FOs 2014-15 11 33 22 x FBS-FOs from same 11 pilot Upz + 11 MLT- FOs from new Upazilas 2015-16 234 234 234 MLT-FOs from new Upazilas. 162 of them completed FO-level sessions. The remaining 72 had BFPs trained only and were still waiting to start FO- level activities Total 256 278

Most FOs are selected from former FFS and were formed to receive services from DAE. This is naturally reflected in the leadership, vision and activities of the groups. Few go beyond collecting monthly fees, running a loan scheme and maybe conducting some kind of social activities. They are not set up for the purpose of marketing and marketing may not be a key priority. In addition, the FO members produce a variety of crops, so it requires considerable effort to increase the bulking volumes for individual commodities.

By the end of this project phase it is important to evaluate the FFS groups’ effectiveness in terms of establishing and sustaining collective marketing activities. Other organizations/projects, e.g. iDE, have experience with marketing activities with groups that their field staff has mobilized around specific potential crop (PROCHAR/USAID), but also with existing IPM groups (PROFS/Dutch DC). It would be useful to continue sharing experience with them. If a later phase of the project decides to mobilize new producer groups instead of working with FFS groups it should also be thought through which DAE Officers would do so and how to ensure quality and avoid the above described biases.

 FO Leaders and Focal Persons trained

Initial indications are that the 10-day residential training of BFPs has been successful in making most FOs start some form of collective marketing activities. The BFPs are prepared for their exact tasks and the different steps in collective marketing during the training, i.e. how to conduct dissemination meeting, how to mobilize producers and establish producer groups, how to establish collection

IFMC Annual Report 2015-2016

points, how to run the collection points, how to keep the accounts, how to make a business plan, etc. They agree on deadlines on each step and this seems to be successful. It is not uncommon to see that the groups have started collective marketing even before the FO-level sessions have started, purely based on enthusiasm generated by the newly trained BFPs.

The gender mainstreaming and gender equity also seem to be successful. Participants are selected in quota, i.e. two men and two women from each FO. During the 10-day training the women change from being shy and quiet at the beginning to become actively participating in everything from plenum discussions, presentations and group work by end of the training. How women are encouraged and supported during the training courses is described under ‘Activity Description’.

It has taken a time to get BFP selection right, a BFP should neither be too young nor too old, should be an energetic, literate person, with experience and authority enough to make FO members listen. Students should be avoided due to time constraints, however in some female student have been allowed to ensure sufficient female participation. It was decided to train two male and two female BFPs from each FO to ensure quality and female participation, and guard in case of drop-out. In fact relatively few BFPs have dropped out.

During the year a short training of the FO leaders, i.e. chairman, secretary and cashier was introduced. A 3-day training curriculum on FO vision development, book keeping and good governance was created. This training is conducted some months after collective marketing has started at a time when many FOs struggle to get the expanded bookkeeping right. FOs have identified their knowledge gap and the training becomes practical instead of theoretical. IFMCs regional accountants will act as facilitators for some sessions and give mentoring on bookkeeping. Of participants 67 % are men and 33% are women. The training targets these three afore mentioned leadership positions and FOs are told to send at least one woman.

Bookkeeping and financial management is evidently a serious challenge, a risk to the concept of collective marketing and a barrier to scaling up. Therefore, book keeping skills will be further emphasized in the coming year.

Table-11: FO Leaders and Focal Persons trained Year # of # of # of # of # of Remarks FOs BFPs BFP leaders leader trained batches trained batches 2013-14 11 22 1 In the FBS the trained persons were called Farmer Business Facilitators (FBS) 2014-15 33 44 1 22 FBS-FOs did not have any FBFs trained because of general strike (hartal) 2015-16 234 936 20 315 6 162 completed FO-level sessions & 72 had BFPs trained

IFMC Annual Report 2015-2016

Year # of # of # of # of # of Remarks FOs BFPs BFP leaders leader trained batches trained batches Total 278 1002 22 315 6 Female (%) 50 33 As per quota Participants/ 47 53 Target is 50 per batch batch (avg)

 FO Members trained

An estimated 6122 farmers have participated in the eight sessions at FO level. Half of these were women as per quota.

Item # FBS FO # of MLT FO Remarks # of FOs in 2013-14 11 # of FOs in 2014-15 22 11 # of FOs in 2015-16 234 # of FOs not yet conducted sessions -72 FO Total 33 173 Av # of members trained per FO 23 31 # of trained members in total 759 5363 Av # x # of FOs Grand total 6122 50% women

 FOs with agri-business plans All 33 FOs that have completed FBS or FO-level MLT have a business plans, i.e. 100% against a target of 90%. At this point 206 FOs have completed their FO-level session and their business plan. The size of the investment in the plans is not often reflected when collective marketing actually starts, and the team is now working to make better guidelines for commitments, business planning and actual investment. To mobilize initial investment, the field team encourages saving of snack money from the session budget. This budget is 125 Tk per participant per session and totals 35,000 Tk for an FO. This amount is transferred to the FO account and earmarked for collective marketing according to their business plan. The FO is also required to mobilizes 35,000 Tk in joint investment fund. Thus the initial fund available is 70,000 Tk and the FOs has a sense of ownership over the fund. The joint investment strategy will be initiated from July 2016.

 FOs maintaining relationships with MFIs Based on experience IFMC works encourage own savings rather than linkage to MFIs. There has been some success but savings efforts need to be scaled-up. Many FOs start collective marketing with as little as 5,000 to 20,000 Tk and do not show capacity or interest in scaling up. There are however cases where investment is far higher and where there are significant funds in FO savings

IFMC Annual Report 2015-2016

 FOs successfully linked to market opportunities According to the field reports almost all FOs establish new links to market actors and in many cases they manage to obtain slightly higher prices either through linkage to a trader at a higher level of the value chain, by introducing price per kg instead of price per mond, or simply by bulking, sorting and grading the produce. The target for this indicator is 80% of FOs linked to marketing opportunities and this seems to be fulfilled. The next challenge is to sustain it and scale it up to a level where it becomes sustainable and significant.

Typically, the FOs start bulking two to three crops/commodities. Some FOs bulk only one type of produce, and the more progressive bulk four or five types. In many FOs the women bulk eggs which highly increase women participation, number of active female BFPs and the so called ‘gendered spaces’. Investment in egg bulking is typically very low, and so are profits, but for the involved women this might be their only opportunity for generating income and get involved in marketing. Therefore, IFMC emphasizes egg bulking in spite of its lack of scale.

The estimated average number of producers bulking a commodity in an FO is 15- 20. If the FO bulks several commodities there are typically some overlap of producers, which makes it difficult to track exact numbers. However, it is evident that the number of producers has to be scaled up to reach profitable volumes for the involved BFPs and for the FO. As mentioned poor book keeping skills and organizational capacity in general is a barrier for scaling up.

Despite challenges, benefits for the producers, are clear from the beginning. See below two examples of beneficiary accounts from an FO that just had completed FO level sessions, had established a garlic collection point, and had bulked garlic 7-8 times.

IFMC Annual Report 2015-2016

Output 3 – National Dialogue – Achievement of Objectives

3.1 - Meetings to identify potential stakeholders to establish national dialogue forum A working committee meeting of National Platform for Extension Actors was held during mid of July 16 and decided to work with Bangladesh Extension Networks (BE-net). A subcommittee was formed and tasked with developing terms of reference for the combined organizations (NPEA and BE-net). The subcommittee developed a draftToR which was discussed and finalized at a joint meeting in September. The meeting consisted of the NPEA and BE-net working committee representatives, who decided to develop a new name for a join organization. A 7 member sub-committee was tasked with making e a draft bylaw for the newly proposed organization. The Draft bylaw preparation subcommittee proposed not only a bylaw but also the name ‘Bangladesh Agricultural Extension Network’ (BAEN). The first joint meeting of NPEA-BEnet was held during the last week of November and the draft bylaw of BAEN was presented and discussed. Feedback from different partners was incorporated into the bylaws.

3.2 Create national platform for extension actors for coordination and exchange of lessons The second Joint meeting of NPEA-BEnet was held during mid-December/15 and approved the BAEN bylaws. They also formed the first executive committee of BAEN and discuss a work-plan for 2016.On 28.12.15 the first executive committee meeting of BAEN was held. The meeting made a number of important decisions including the formation of a subcommittee for the collection, presentation and field visit of extension approaches. BAEN organize a second executive committee meeting duringJanuary/16 and decide to prepare website, logo and letterhead. It was also agreed toseek registration through the joint stock company and to open a bank account.

 Joint activities including visits to field implementation and presentations on extension approaches

On September 2015 IFMC supported DG DAE in organizing an extension organizations sector leader’s workshop. This workshop recommended the establishment of a national platform for extension service provider in Bangladesh.

An important role of BAEN is to identify good extension approaches in the country. To address this need, BAEN invited 32 department/ NGOS/ private /research organization to submit what they considered to be their good extension approaches to BAEN. Eight organisations (IFMC, SCDP, BRAC, WVB, iDE, KATALIST, BIID, and Practical Action Bangladesh) submitted papers to BAEN. In May 2016 BAEN organized a daylong presentation workshop on “Agriculture Extension Approaches and Experience Sharing” at the IFMC conference room, with IFMC financial support.Representatives of those who had submitted papers were present to present their good practices in extension. After the presentation a field visit was organize to activities in Khulna and Rangpur regions, covering eight organizations’ field activity during 16-18 June and 23-25 June respectively, again with the financial assistance of IFMC.

IFMC Annual Report 2015-2016

3.3 Joint field visit and Organize national seminar with AFSP of CHTDF, UNDP According to IFMC work plans 2015-16 joint field visits should be organized twice per year. During January 2016, IFMC team visited AFSP II project activities in Khagrachari and Rangamati. To continue this sharing of experiences, AFSP visited IFMC project activities in Comilla region during 31May 2016. At the same time IFMC and AFSP visited Katalyst activities at Feni on 1st June 2016.

During last January 2016, IFMC organized a National Seminar at Rangamati with AFSP II. After the field visit of IFMC and Katalyst activities by AFSP team IFMC organized a National seminar with AFSPII of UNDP and Katalyst of ABDC on 02.06.16 at BARD, Comilla. This Seminar provided an opportunity for lesson learning, sharing, FFS quality enhancement and market linkage activities to each other components.

IFMC Annual Report 2015-2016

10. Strategic Issues

The following section contains information and discussion on issues which have emerged as important or strategic during the reporting period and where new initiatives have been taken.

Good Governance and Rights

IFMC works with farmer organizations to build their sustainability and link them to market opportunities. A crucial element of this work centers on the governance of these organizations and the ordinary members’ right to demand transparency and accountability within their organizations.

The need for good governance and transparency emerges at a very practical level; to succeed in collective marketing the farmers need to trust each other in money matters. To build trust, decision-making and book keeping need to be transparent, and the executive committee and Business Focal Persons must act according to their mandate, and not monopolize power, collude or abuse the trust of the members.

To keep a satisfactory level of good governance and transparency in the organizations the ordinary members are empowered to understand their rights, i.e. their right to hold their leaders accountable.

Photo: Role play at residential training. A female member raises the question of why the last loans from the organization’s savings were not distributed to women as previously agreed. Male leaders are laid-back and try to avoid answering. The executive committee (sitting) consists of males exclusively. Attentive training participants watch, laugh and record on their mobile phones.

Selection of farmer organizations When IFMC selects farmer organizations to work with, before starting any collaboration, the organizations are assessed on several governance parameters such as updated accounts and loan registers, regular meetings with minutes and women in the executive committees. IFMC officers selecting the organizations also look at more subtle indicators of potential governance problems such as: members coming from different social segments, selection

IFMC Annual Report 2015-2016 of politically powerful leaders, or groups having received grants from donors in the past. Based on past experience these characteristics, if not addressed, can lead to leadership and trust issues, leading to problems within the group and impeding the achievement of progress.

Empowering Business Focal Persons The Business Focal Persons attend a 10-day residential training on collective marketing, business planning and market analysis. One of these 10 days is allocated solely to the topic of governance and rights where participants, learn in a participatory way, about good governance in a farmer organization, including roles and responsibilities of leaders, women in leadership positions, election instead of selection of executive committees, transparency as a key element of good governance, and keeping leaders accountable if they abuse their mandate. Participants also learn that ordinary members have not only the right but also the duty to demand transparency and to challenge bad leadership.

The key points are presented through a series of well-elaborated role plays, which always cause a high level of attention, laughter and surprising interpretations by the selected actors. The role plays lead to discussions on what is to be expected of the leaders, who gave them their mandate in first place, and ways in which members can confront mismanagement in non-conflicting ways that lead to solutions rather than ‘negotiation break-downs’. The role plays give examples of how members can involve extension workers to keep a neutral and respectful tone in discussions and make the meeting and decisions more formal.

On the topic of record keeping BFPs learn about registers and accounts at FO-level and at collection point. They learn what kind of books and registers an FO requires for its basic operations, such as registers for members, savings, resolutions, loans, stock and bank account. They also learn to enter records in collection point registers, where producer, volume, and price are registered. During the training session they practice filling these books and they learn to fill them properly and regularly. Not least, they learn that the records are not confidential and access confined to cashier and chairman, or chairman only, but rather that all members have the right to access information in the books.

Photo: Farmer Organization in Bhaluka, Mymensingh. Register and account books are put on the table and information shared on the wall.

IFMC Annual Report 2015-2016

Dissemination at level of the Farmer Organization When the newly trained Business Focal Persons return to their organizations they conduct a dissemination meeting with the leaders and the members. Sometimes these meetings lead to spontaneous changes in the composition of the executive committee as some organizations at this stage decide to introduce women in leadership positions. The newly trained members also prepare flip charts with information about the training and hang it in their meeting place or club house. When sessions start at village level, again one session out of eight, is allocated to good governance and rights. The role plays are repeated with new actors in the ‘staring roles’ and with new surprises and animation.

Good governance and rights in a wider perspective The farmer organization is the grassroots of rights and good governance. The skills participants learn to use in their organizations are transferable to society’s other organizations. When farmers learn to think differently about their rights they can use the skills in other contexts. Thus, by creating a transparent organization and by demanding their rights they have taken the first little step to challenge embedded power balances in society.

Special training for Capacity Development of Farmer Facilitators

FFs are trained farmers who facilitate IFMC FFS. They also have a role as resource persons and role-models in their communities. This role continues after FFS sessions are complete and even after the end of IFMC. Many FFs become service providers of various sorts, offering advice and simple technical services to their communities while building on the training and experience gained working with IFMC.

To encourage FFs in the role as resource persons and service providers in their communities IFMC offer them occasional ‘special training’, to build not only their capacity, but also their opportunities to find profitable ways to offer much needed services to the farmers of their community.

During the reporting a Special training was held for the half of the FFs and the remainder of the group will be trained in the coming year. The training was on nursery management and propagation techniques as well as on vaccination and deworming of livestock and poultry. The day long training

IFMC Annual Report 2015-2016 was organize with eight sessions including practice and planning sessions with support of experienced horticulturists at the Horticulture Training Centers and Livestock facilitators.

The intension of the training is to develop confidence among the FFs to become a local service provider of these two useful areas, both of which can be easily practiced in their own homestead. During training it was observe that FFs were highly motivated to absorb and make use of the technologies covered in this training. They were given guidance and group facilitators who ensured that every participant practiced every activity. At the end of the training all FFs were asked to make future action plans for making use of the new knowledge. This was seen as a way to encourage participants to think about how to make use of and generate income from the technologies learned.

In the nursery management session facilitators gave a brief introduction on propagation techniques of different plant giving emphasis on propagation by seed. After this participants engaged in practice on seedling raising techniques and methods. In vegetative propagation techniques, after introduction practice sessions were carried out on cutting of citrus, layering in guava, grafting-veneer and cleft grafting in mango, budding-ring and patch budding in jujube.

In afternoon sessions an introduction on vaccination and de-worming was given for poultry, small ruminant and large ruminants informing participants about schedule, dose and precaution to be taken during vaccination and de worming. This was followed by a practice session of vaccinating poultry using distilled water in injection and dropper. The highly participatory sessions were much enjoyed by participants. Regional teams will monitor the extent to which FFS make use of their new knowledge and skills in their FFS and local community.

IFMC Annual Report 2015-2016

11. Risk Analysis and Mitigation

New Risks and their Mitigation During the reporting period two unexpected risks developed which have had some impact on IFMC implementation. The first is the relative weakness of the Danish kroner against the Bangladeshi Taka and the second is a perceived deterioration in the security situation in Bangladesh. Both issues are discussed below.

 Exchange rate fluctuation IFMC component document and DPP were developed at a time when the exchange rate was 14 BDT to 1 DKK. This rate soon dropped and has been under 10:1 for a short period, but around 11:1 for most of the life of the project. This has serious implications for the overall budget of the program. As project implementation is carried out following DPP budgets and working in BDT the reduction in the overall BDT amount means substantial readjustment and reduction in the activity level for the project. Overall targets will be reduced.

This challenge will be addressed during the DPP revision, which is on-going at the end of the current reporting period.

 Security Situation The security situation in Bangladesh has to some extent deteriorated during the reporting period due to attacks on bloggers, journalists and foreigners. The day after the end of the reporting period a serious attack took place which put new focus on security. Within IFMC the security situation is not seen as a serious risk to implementation. However there are new restrictions and requirements for travel by expatriate staff and visitors. Long-term impact will depend on how the current situation is dealt with by the relevant authorities and by the Government of Bangladesh.

Working with GOB and with good support from local authorities IFMC is able to continue work relatively undisturbed in the new security environment.

Risk Assessment and Mitigation according to Component description and DPP

Based on the risk analysis in the IFMC component document and DPP an update of the major predicted risks are discussed below:

 Slow and inflexible implementation The initial delay in start-up of IFMC activities was not unexpected and for most major activities and budget lines there has been some catch-up, and few serious delays. With a six-months to one year extension IFMC is likely to achieve component targets as planned, in terms of outputs. Indications on outcomes are preliminary but positive. There have been delays in finalizing and agreeing on

IFMC Annual Report 2015-2016

details of the implementation strategy of Output 2 which are still not fully addressed and which continue to cause delays in full roll-out of this Output. The risk which has emerged under FFS implementation (Output 1) has related more to ensuring quality of interventions in so large a program. A quality control strategy was developed in the previous year and is being implemented. The mid-term evaluation will give a thorough assessment of the success of this strategy. For Output 2 there have been some delays as a result of developing and agreeing on a new strategy. These delays give cause for thought in terms of the appropriateness of developing and implementing strategies on marketing within a large public sector institution. It is too early to say if the challenges can be overcome as there are both positive and negative indications.

 Lack of clear sector policy for integration of extension services will inhibit objectives This risk appears to be declining and the expectation that successful integration of various farm activities (including field crops, household production, livestock and fisheries) by IFMC would lead to a positive trend in terms of integration more widely seems already to be on the way to being met. At Upazila level departments are working well together, UAOs are taking the lead in a positive way and IFMC is not meeting any resistance due to inflexibility in terms of traditional roles and mandates. The level of interdepartmental cooperation at Upazila level is somewhat variable, but is improving and is the focus of efforts by IFMC.

 Gender social conditions will not allow for full participation of female members in FFS, training and FO activities In general there is good progress and IFMC is able to benefit from enormous shifts in gender perceptions that are taking place throughout Bangladeshi society during these years, however the threat to progress remains. Gender perceptions are a societal battlefield in Bangladesh in these years and there are enormously positive shifts as well as terrifyingly negative ones. IFMC plays an important role in supporting the positive side of the argument, demonstrating women’s invaluable contribution to nutrition, agricultural growth, economic development, and employment creation.

 Market opportunities will not exist for farmers producing high value crops and other high value agricultural commodities. It is too early to assess these risks; however there are indications that access to markets may be a concern in some areas and for some commodities due to the control systems operating in many market places. These will be addressed on a case to case basis and cannot be addressed in a general way. A greater challenge may be the capacity of supported FOs to scale-up production to a level where collective marketing becomes really profitable; these efforts are on-going.

IFMC Annual Report 2015-2016

There is no change in the assessment of risks in terms of coordination mechanisms and fiduciary risk and sufficient mitigation measures are in place.

12. Budget and Expenditure

When drawing up annual work-plans IFMC follows the budget of the DPP of the GOB which is developed based on the component description but which has some differences. Allocations from GOB and the budget monitoring process is based on the Annual Development Program (ADP) and the Project Director is held accountable to the latest ADP budget.

According to the Component document the third year (2015-2016) budget was 51 million DKK from DPA (including contingency allocation of about 2.7 million) and 16 million DKK from GOB, total 67 million DKK.

Based on DDP allocation initially 985.5 million BDT (78.84 million DKK) were budget for 2015-2016. Due to readjustment of some activities the ADP budget amount was revised to 755.5 million BDT (60.44 million DKK). At June 30, 2016 actual expenditure was 735.8 million BDT (58.87 million DKK) of which DPA is 87.15 million DKK and GoB 19.41 million DKK which are 97% of the revised ADB budget for 2015-2016.

Output wise financial target and achievement of 2015-2016 period is shown below (Details in Annex 3);

Table-12: Financial target and achievement as of June 30, 2016 as per ADP allocation (Figure in Lac Taka) 2015-2016 Total Project Cumulative Description DPP Target Achievement % as of June % Target 30, 2016 Output-1 5,257.50 5,298.37 100.78 26,474.30 9,432.24 35.63 Output-2 367.13 334.67 91.16 2,094.52 388.63 18.55 Output-3 14.00 8.50 60.71 60.00 9.43 15.72 Manpower 1,347.00 1,230.27 91.33 7,866.95 2,132.86 27.11 Operational 524.49 449.57 85.72 3,109.95 921.29 29.62 Capital 44.88 37.29 83.09 768.14 441.59 57.49 7,555.00 7,358.67 97.40 40,373.86 13,326.04 33.01 Contingencies 2,826.14 Total BDT (in 7,555.00 7,358.67 97.40 43,200.00 13,326.04 30.85 lac) Total DKK 60.44 58.87 300.00 106.6 - (in million) 1 DKK= BDT 12.50 Estimate

IFMC Annual Report 2015-2016

Table- 13: Financial target and achievement as of June 30, 2016 as per DPP (Lac Taka) 2015-2016 Total Project Cumulative Description Target as Achieveme DPP % as of June % per DPP nt Target 30, 2016 Output-1 6,359.71 5,298.37 83.31 26,474.30 9,432.24 35.63 Output-2 485.13 334.67 68.99 2,094.52 388.63 18.55 Output-3 11.50 8.50 73.91 60.00 9.43 15.72 Manpower 1,660.12 1,230.27 74.11 7,866.95 2,132.86 27.11 Operational 656.19 449.57 68.51 3,109.95 921.29 29.62 Capital 38.15 37.29 97.75 768.14 441.59 57.49 9,210.80 7,358.67 79.89 40,373.86 13,326.04 33.01 Contingencies 644.76 - - 2,826.14 - Total BDT (in lac) 9,855.56 7,358.67 79.89 43,200.00 13,326.04 30.85 Total DKK 78.84 58.87 - 300.00 106.6 - (in million) 1 DKK= BDT 12.50 Estimate

To the above cumulative expenditure must be added the expenses carried out by Embassy of Denmark on behalf of IFMC. These including International Adviser costs, recruitment costs and the Exchange rate losses charged to the component. At the time of DPP development, when budgets were estimated, the exchange rate was 1 DKK: 14.4 BDT, but for long periods of the project life the actual rate has been closer to 1 DKK: 11 BDT. This has led to substantial losses in the budget as all expenses are carried out in BDT.

An additional 9.9 M DKK (5.2 for adviser costs, 4.3 for exchange rate losses and 0.4 for other direct costs) must be added to the total expenditure 106.6 M DKK.

This gives a cumulative expenditure of 116.5 M DKK. Of this 97.06 DKK (87.2 M DKK direct + 9.9 M DKK via EOD and exchange rate losses) is Danida (DPA) funds and 19.4 M DKK is GOB funds.

Table-14: Cumulative Expenditure in Danish Kroner, including Embassy Payments Component data Cumulative Expenditure in Percentage DKK achievement Total 43,200 M BDT 300 M DKK 116.50 39% GOB 10,800M BDT 75 M DKK 19.44 26% DPA 32,400 M BDT 225 M DKK 97.06 43%

Expenditure amounts are not reflected in BDT as the expenses carried out by the Embassy of Denmark are not yet reflected in the component accounts and figures given here would therefore appear confusing. The level of exchange rate fluctuations means that all figures are best estimates.

IFMC Annual Report 2015-2016

Annex 1: Success Stories

Success Story 1

Hajol1 brings income and daily eggs for Rupali’s family

“Now my two children consume eggs daily and I am getting additional income from hajol preparation and sale and poultry rearing”

Today Rupali Dewa (40) is a self-confident local entrepreneur, well respected in her community. However, only one and a half years ago Rupali and her family were struggling to secure three meals a day. They lived close to destitution with no savings in case of any family emergency. Her family consists of her husband, one son and one daughter living at Boalmara village, Gazirvita Union in Haluaghat Upazilla of Mymensingh district. Rupali’s husband formerly did wage labor on a poultry farm but his earnings were too poor to sustain their family’s basic needs.

The situation started to improve after the couple joined an IFM FFS in 2013. Through the FFS they were trained in various modules learned about improved technologies of rice cultivation, homestead gardening, poultry rearing, cattle rearing and fish culture. Through FFS they got enough confidence on introducing integrated farming.

Among the IFM technologies the ‘Hajol’ drew the attention of Rupali. Hajol is a simple but effective technology poultry rearing. It’s a no cost technique, requires only locally available inputs and the main requirement is skill and experience. At first Rupali used hajol method in her own poultry rearing and found better result than the traditional method. She found that by following the hajol method the frequency of hatching eggs became double in a year, and increases hatching percentage. Later Rupali got the idea to make hajol for sale to others. FFS members come to her to buy hajol and encourage her to make hajol commercially for FFS members and neighbours. In some cases customers even pay in advance. Rupali makes two hazzol every day and earn 2000 Tk per month.

1 Hazzol is improve technology of indigenous poultry rearing and use as hatching pan. 63

IFMC Annual Report 2015-2016

Rupali also improves her own poultry rearing, and now has 7 broody hens and 30 pullets. She is continuously increasing her egg and chick production. ‘Now my two children consume eggs daily and I am getting additional income from hajol preparation, poultry rearing and have leisure time to spend without hampering my household activities’. After family consumption she earned 1500 Tk per month from poultry rearing. This money is spent by for purchasing reading materials and educating her children. She told that now she is empowered in the family, her family members consider her decisions and thinking. Rupali hopes to be able to renovate her house in future and to be able to ensure good schooling for her children.

As a direct result of the DAE-DANIDA programme, Rupali believes that she has learnt a lot about integrated farming and is now able to plan their investments in a more productive manner. She has ability to handle her income independently and is involved with decision making process of family affairs. This has allowed her family to have a better livelihood. She believes that this project has enabled a strong understanding between her and her husband and has resulted in a better livelihood.

Written by: Md. Rafiqul Islam M&E Officer, IFMC Mymensingh

IFMC Annual Report 2015-2016

Success Story 2

Awakening of Hosne Ara: Her Journey towards the Sky

People can easily tell others about their dream but there are only a few who can show it to others rather than just telling about it. Hosne Ara (55) is among the very few people who have been able to show their dream to others by taking challenges and working hard. She is the inhabitant of Dholahash Modhdhopara village under Debidwar upazila of Comilla district. She has three daughters and one son. Her daughters are happily married and she lives with her husband Shofiqul Islam and son. Life has always been a roller coaster ride for her. She got married at a very early age back in the mid- 70s. Her in-law’s family had 22 members in total. Her husband had worked as a construction worker in abroad. Finally he moved to Bangladesh and bought a land for his family with all his savings.

Hosne Ara had always been very supportive to the family and used to do poultry rearing utilizing the free space of her household to earn money. However, destiny had chosen something else for her. She spent all her savings to educate her daughters and get them married. A time came when she had to divide the household land and she got a small piece of land as her own. Life became more difficult and life was a daily struggle. After receiving training on poultry farming, she started to work as a vaccine worker for poultry. She also started to rear a cow on shared basis. However, it became difficult for her to manage her family with the little income she made.

Around this time FFs from IFMC Project went to her household as they were enlisting members from her village for the FFS of Rabi 2014. They had talk to her and they found her knowledgeable and interested in learning new farming technologies. Therefore, they enlisted her as a member of Dholahash Modhdhopara IFM FFS and she started to attend the sessions.

She learnt about the improved method of homestead gardening, poultry rearing, beef fattening and goat rearing from there. She had never utilized her homestead to grow vegetables before being one of the members of IFM FFS. Right after finishing the FFS sessions she started to prepare the seed bed utilizing the little space of her homestead and she got a good production from there. She grows vegetables like spinach, red spinach, bean, bottle gourd, coriander and many more and after fulfilling the family needs she sells those

IFMC Annual Report 2015-2016 to the nearby market. Recently, she grew coriander in her homestead and got a good production. She sold it to the nearby market and got Tk. 1,500. She gets around Tk. 1,000 per month by selling the homestead vegetables. She had an experience of doing poultry farming but she never knew about the hajol method before attending IFM FFS. Now by using the hajol method she is getting more eggs and chicks than before.

She earned Tk. 750.00 in the last three months by selling the chicks. She also earned Tk. 2500.00 in last three months by selling 10 hens. She bought a doe (female goat) at Tk. 1200 from a villager, who sold it because it had poor health and he didn’t want to invest any further amount on it. However, Hosne Ara knew how to take care of it and made an improved housing for the doe and started to give it balanced feed and proper vaccination. Within few months it completely recovered and became healthy. The doe has now two kids. The market value of the doe is now Tk. 12,000.00 and the value of the kids is Tk.6, 000 each. The doe is going to deliver more kids in the next month. Hosne Ara’s plan is to milk the doe after delivery and sell half liter of milk daily at a rate of Tk. 30.00. She also bought cattle on shared basis and invested Tk. 15,000. She used improved housing method and gives it vaccination on time. She also uses balanced feed and de worms it in due time. She hopes she will make a profit of Tk. 30,000.00 after selling the cow and paying the percentage of the share. She recalled she could hardly give quality time to her family and daughters after joining IFM FFS as she was so engrossed in learning new farming technologies and applying the new methods practically. Initially her daughters kept complaining about it but she hold patience as she knew hard work always pays off. Finally when they saw her dream vegetable garden and her healthy doe, kids and cow they couldn’t help but praise her. The hard days have finally gone. She said from vegetable, poultry, goat and cattle rearing she would earn Tk. 1, 50,000-2, 00,000.00 per year. Her house is a model of integrated management in her village and villagers often come to her to take advice and ideas of integrated management. This makes her happy and motivates her to go forward as she believes the sky is her limit.

Collected by: Rinita Rezwana Designation: M&E Officer, IFMC, Comilla

IFMC Annual Report 2015-2016

Success Story 3

World of Hiramon Begum – fruit and vegetable helps pay medical expenses

“After getting IFM training now I have at least ten types of vegetables in my house.”

Mst. Hiramon Begum (27), wife of Md. Khodabox (35) lives in NarayonpurPurbapara Village of Gurudaspur Upazila of Natore District. She has been married for 9 years and has a son (7 years) and a daughter (2 years). Her first child was a son but she couldn’t come out from the hardship. His elder son is 7 years old but he can’t walk, talk or move. They came to know about these abnormalities after 6-7 months of his birth. Since then they had gone to many ayurvedic practitioners and physicians but those were not fruitful and they became impoverished. They only have 6 decimal of inherited land and other than this they don’t have any other asset. Md. Khodabox has a small computer compose shop in Upazila sadar from where he runs the family expenses and his son’s treatment. It became near to impossible for him to run the family expenses after bearing his son’s treatment cost. On the other side, Hiramon couldn’t leave her child alone at home and go for work. Their family was suffering a lot due to poverty. In the last of 2014, Gurudashpur Agriculture Office started IFM FFS in Narayonpur Purbapara village and Khodabox and Hiramon became members of the FFS. During attending the IFM sessions they tried their best to adopt the learning and prepare themselves. Hiramon Begum selected two modules as suitable for her which are Vegetable and Fruit Cultivation using improved technology and Poultry rearing using improved technology. She applied her knowledge and cultivated fruits and vegetables in a planned way in the 6 decimal of household land and started to rear poultry by using ‘Hajol’ methodology. When asked to talk about herself she said ‘My elder son is not well. All the time he needs to be on bed. He even can’t go and use the washroom, I can’t keep him alone and go outside to work. Considering our poverty I was thinking to support my family by poultry rearing and vegetable cultivation. However, as I didn’t know the planned and developed way I was not getting good production. After getting IFM training now I have at least ten types of vegetables in my house. By rearing poultry using hajol methodology I sold 5 hens and I still have 6 hens. I am able to remain by the side of my son and take care of my daughter and I can start to save for their future.’ After entering Nayanpur Purbapara one can get a different view of Hiramon Begum’s house. The homestead is full of brinjal, chili, papaya and bean plants. Side by side spinach, red amaranth, drumstick and taro are planted in rows. In the homestead guava, Indian jujube, star fruit and lemon are also being produced by practically implying the knowledge learned from FFS.

Collected by: Md. Mamunar Rashid M&E Officer, IFMC Rajshahi

IFMC Annual Report 2015-2016

Success Story 4

Happiness of Molina, Facilitating herself and others

“It is my pleasure to work together with many people and giving valuable input in community to change farmer’s production and income through IFM FFS.” -Molina

Molina Rani Biswas (24) lives in Raipur village at Modhapur union under Kalukhali Upazila. Her father is Anukul Chandra Biswas (52). He has little land (33 decimal) for cultivation. But he has a large family consisting of five members and they depend on agriculture. Anukul Chandra had been struggling to support his family and has seen the earth with darkness in his eyes. During this time Molina and her father jointed Raipur IFM FFS as members. Here learned about integrated farming, using unused homestead area and improving tree management to increase production of fruits and many more.

They also learned about modern technology of poultry and cow rearing. Besides learning, she is applying her knowledge practically. Anukul has begun vegetable gardening in his own land. He cultivated vegetables using all the unused household space and vegetables like Red Amaranth, Indian spinach, Wax gourd, Okra, Green Papaya, and Cucumber etc. were also cultivated in 47 decimal of land by taking lease.

Molina always helps her father in cultivation and encourages him to follow IFM methods. Anukul has cultivated different types of vegetables through bedding system, insect controlling and improved management. They have become successful producers of vegetables. As a result vegetable production increased allowing increased consumption as well as sale. After covering the family need they sell vegetables round the year at taka 50,000/-approximately.

Molina is also rearing 30/35 poultry birds and sell eggs in the local market. She has hatched chicks 12-13 times by hajol where she hatched 12 to 14 eggs each time. After hatching she sells chicks by rearing for some days. By following IFM technology, hatchability rate has been increased and mortality rate has been decreased. In front of her House, she has fruit trees like Pomegranate, Wood Apple, Nut, Shaddock, Guava, Jujube, Mangoesteen, Coconut, Mango, Berry, Jackfruits etc. She has nurtured those by terminating unexpected stem, timely irrigation and improved management. So Fruit production is increasing day by day. She gets taka 10.000 -12000 tk per year from sale of fruits. She is also rearing eight cows and seven goats by improved management. She utilizes cow dung for FYM production. She sold one goat and gave a cow on lease last year.

IFMC Annual Report 2015-2016

She has a 10/12 decimal pond near her house and cultured fish there by following IFMC technology. By taking lease, Anukul Chandra has cultivated rice in 150 acres of land by using improved fertilizer and doing insect management. He has also used guti urea in his field. He said that day by day production is increasing because they follow IFM method. He gets a profit of taka 40000/- per year from these cultivations.

Now Molina is a farmer field school facilitator and she received crash course training from IFMC. She is facilitator of Chandon Mrigi IFM FFS at Rajbari Upazila under Rajbari District. She is getting the opportunity to replicate her knowledge to her community and contributing to change farmers’ income and production. ‘All credit goes to Kalukhali Agriculture office for providing necessary orientation, training, instructions, supports, encouragement and overall cooperation through IFMC project, so that my family could come at this stage.” They show gratitude to IFMC for giving the opportunity to learn modern technologies and encouraging them for using their knowledge. So day by day their income is increasing and the family is full of happiness.

Collected & Written by-Pratul Kumar Roy,M&EO IFMC, Barisal Region

For more success stories visit IFMC website www.ifmcbd.org

IFMC Annual Report 2015-2016

Success Story 5

Success Story of Jathian Farmers’ Organization

Introduction: Natore, Rajshahi, is known for having a climate and soil favorable for growing garlic. It is a profitable cash crop and many farmers in the area grow it for its business potentiality. The farmers store their surplus garlic under their roof where it keeps dry and safe. This is a convenient way to keep their values and it is easy to sell some of it if the household needs cash. Members of Jathian FO were immediately interested in garlic bulking business. The FO dates back to 2008. It is located in Jathian village in Natore Sadar Upazila. It was originally an ICM FFS. Today, it has 54 members (26 male and 28 female). The executive committee has 13 members (9M & 4F). Both secretary and cashier are females. Jathian FO has collected weekly savings since 2008 and keeps them in Rajshahi Krishi Unnayan Bank. They run a loan scheme for members. In 2015, Jathian FO was selected by the IFMC project to participate in the marketing and FO capacity building activities. Four BFPs (2M & 2F), all members of the executive committee, attended a 10-day residential training course organized by IFMCon business planning, market linkage, collective marketing and good FO governance. Afterwards, the BFPs conducted 8 sessions in their FOand obtained buy-in frommembers for the idea of collective marketingand made their business plan accordingly. Collective marketing and market linkage For the purpose of organizing the collective garlic business they formed a sub-committee with five members (3 male and 2 female). They established a collection point and registered a producer group. They bulk garlic from surrounding producers and sellit to a local businessman, Md. Habibul Rahaman, who has premises in a village 5 km away. One of the sub-committee memberssearched the areaand identified this buyer. Md. Habibul has a number of collectors working for him in the surrounding villages.He sendstwo lorries of garlic every week, one for Dhaka and one for the haor area in Kishoreganj. He is willing to buy garlic from Jathian FO based on kg rather than mond (local measure), which is more profitable for the farmers. He also pays better than local agents in Jathian village, because the FO supplies him directly after sorting and grading. Through this arrangement, farmers from Jathian FO skip one link in the value chain and get a bigger share of the final price.

Investment: Jathian FO invested 90,000 tk. in its garlic business. They raised this amount from their account and by saving snack money from the sessions and using it as primary business capital instead of ‘eating’ it. They purchased a weighing scale and some packaging material. The remaining money is used to pay farmers cash at the collection point on bulking days, and is returned when the buyer collects the garlic.

IFMC Annual Report 2015-2016

Distributing the profit: 50% of the profit goes tobusiness sub-committee and 50% to the FO. From April to June 2016 a total number of 3765 kg garlic was traded at the collection point for a purchase value of 263,550 tk. (including the cost of cleaning, sorting, packing and transporting). The average price per kg was Tk. 70. The total selling price was Tk. 286,140. (averageTk. 76 per kg). Thus, the total profit was Tk. 22,590 of which the sub-committee got Tk. 11,295 and the FO got Tk. 11,295. The FO distributed its profit among the total number of members (wrote it into their passbooks). Therefore, members have become confident that they benefit from collective marketing, even those who do not sell garlic through the collection point. Many new farmers have applied for membership in the FO, and so far four new members have been accepted (1 male and 3 females).

Scale up Could Jathian FO scale up their collective marketing and replicate Md. Habibul’s business? In that case they would need to bulk, sort and pack two times 8 MT per week to send off in 8-ton lorries. If they did this throughout the peak season from April to June they would need to bulk around 200 MT instead of the 4 MT, which they bulked this rabi season. Therefore, they would need a producer group of around 1000 producers instead of 20. This would generate a profit of Tk. 1.1 mil to be shared between the sub-committee and the FO, and this would be enough to make the activities and incentives sustainable. The main challenge is the organizational and human capacity, especially book keeping skills. The investment itself is revolving.

Written by: Md. Abdul Alim Sarker, CDO, Rajshahi & Katrine Plesner, IDA.

Translated by: Rinita Rezwana

IFMC Annual Report 2015-2016

Annex 2: Annual work plan 2015-2016

IFMC Annual Report 2015-2016

Annex 3: Details budget and expenditure for 2015-2016

Manpower HQ, Region & District (DPA 179 623.40 5,559.00 6,182.40 75.28 607.37 682.65 131.00 900.00 1,031.00 121.89 809.33 931.22 197.17 1,416.70 1,613.87 staff 146 + GoB 33) International Consultant 10mm 120.00 120.00 - - -

Local Consultant 35mm 70.00 70.00 3.05 3.05 - 3.05 3.05

Allowances 179 293.60 1,200.95 1,494.55 66.63 150.26 216.89 66.00 250.00 316.00 62.05 237.00 299.05 128.68 387.26 515.94

Sub-Total of Manpower 917.00 6,949.95 7,866.95 141.91 760.68 902.59 197.00 1,150.00 1,347.00 183.94 1,046.33 1,230.27 325.85 1,807.01 2,132.86

Output - 1 TNA, workshops, consultation meetings, etc. to identify HVC, 1.1.1 livestock and 45 fish 4 2.00 2.00 - 0.90 0.90 0.90 0.90 - - - - 0.90 0.90 enterprises for curriculum development Workshops, etc. to develop and 1.1.2 update curricula for IFM FFS 4 2.00 2.00 - 1.10 1.10 - - - 0.88 0.88 - 1.98 1.98 menu modules Field testing of curricula, 1.1.3 4 4.00 4.00 ------modules, lesion plans Support to adaptive research

1.1.4 trials targeting IFM curriculum 100 200.00 200.00 - - - 25.00 25.00 - 5.77 5.77 - 5.77 5.77 development Orientation & training for MFs, 1.2.1 SMSs, other officers of IFMC 2 4.00 4.00 - 4.00 4.00 ------4.00 4.00 1.2.2 a) FF-TOT 20 batch 300.00 300.00 - 184.12 184.12 115.00 115.00 - 111.92 111.92 - 296.04 296.04 b) FF-SLL 20 batch 72.00 72.00 - 49.89 49.89 21.44 21.44 - 21.61 21.61 - 71.50 71.50 c) Refresher course for FFs 50 180.00 180.00 - 85.35 85.35 71.50 71.50 - 68.45 68.45 - 153.80 153.80

d) Special training for FFs 10 36.00 36.00 - - - 17.87 17.87 - 9.89 9.89 - 9.89 9.89 1.2.3 a) DT-TOT 6 batch 384.00 - 384.00 108.22 - 108.22 - - - - - 108.22 - 108.22

IFMC Annual Report 2015-2016

Cumulative Expenses up to June Cumulative Expenses Up to Line DPP Provision Target 2015-16 Achieved 2015-16 Activities/Items 2015 June 2016 Code Phy. GoB DPA Total GoB DPA Total GoB DPA Total GoB DPA Total GoB DPA Total b) Crash course for DT 30 batch - 100.50 46.41 - 46.41 - 13.00 12.04 12.04 58.45 - 58.45 100.50 13.00 c) Orientation of Upazila, district & regional level staff of 30 batch 54.00 35.30 - 35.30 - 14.00 9.46 9.46 44.76 - 44.76 DAE & other related 54.00 14.00 organizations Study tours/short course/ 1.2.4 international travel for project 60 180.00 180.00 - 71.41 71.41 36.00 36.00 - 33.52 33.52 - 104.93 104.93 staff & GOB officers Coordination meetings at 1.2.5 11580 115.80 115.80 17.95 - 17.95 17.35 - 17.35 17.34 17.34 35.29 - 35.29 district and Upazilas levels Support for physical renovation 1.2.6 6 HC. 60.00 60.00 - 26.25 26.25 30.00 30.00 - 23.73 23.73 49.98 49.98 of training centres - Implementation of IFM FFS 1.3.1 (including cost of motivational 20000 5,435.00 16,305.00 21,740.00 105.43 3,158.94 3,264.37 544.40 4,002.79 4,547.19 545.39 4,095.10 4,640.49 650.82 7,254.04 7,904.86 tours and mass media activities) Review & Planning Workshops 200 1.3.2 260.00 260.00 - 100.48 100.48 11.85 11.85 - 8.56 8.56 - 109.04 109.04 batch Monitoring/backstopping IFM 1.3.3 LS 132.42 1.27 133.69 314.25 - 314.25 312.47 - 312.47 444.89 1.27 446.16 FFS 1,088.00 1,632.00 2,720.00 Information services to FFS 1.3.4 facilitators and participants LS 60.00 60.00 - 4.43 4.43 - 22.15 22.15 - 22.24 22.24 - 26.67 26.67 through mass media & ICT Sub-Total of Output - 1 7,177.30 19,297.00 26,474.30 445.73 3,688.14 4,133.87 903.00 4,354.50 5,257.50 896.70 4,401.67 5,298.37 1,342.43 8,089.81 9,432.24

Output - 2 Workshop to develop & update

2.1.1 curricula for DAE staff, FO 5 - 1.62 - - - - 0.90 0.90 2.50 2.50 0.90 0.90 1.62 leaders and FO focal persons Training of DAE staff to 2.2.1 30 - 42.20 - 35.43 facilitate development of FOs 90.00 90.00 0.73 0.73 42.20 35.43 - 36.16 36.16 Refresher trainings for DAE

2.2.2 officers in support of FO 60 - 4.05 - 3.51 120.00 120.00 1.59 1.59 4.05 3.51 - 5.10 5.10 development Assess producer groups/

2.3.1 farmers clubs with potential to 5000 - 6.00 - 2.97 50.00 50.00 3.27 3.27 6.00 2.97 - 6.24 6.24 graduate into higher level FOs Training of FOs leaders and 2.3.2 360 - 14.58 126.80 126.80 116.73 116.73 - 131.31 131.31 focal persons 720.00 720.00 14.58

IFMC Annual Report 2015-2016

2.3.3 Mentoring and follow up visits 5000 50.00 50.00 - - - 4.56 4.56 - - - - - Support to FOs for linkage 2.3.4 building, cooperation, 1062 1,062.00 1,062.00 - 32.89 32.89 181.90 181.90 176.03 176.03 - 208.92 208.92 registration, etc. (FBS Piloting) Sub-Total of Output - 2 - 2,094.50 2,094.50 - 53.96 53.96 - 367.13 367.13 - 334.67 334.67 - 388.63 388.63 Output - 3

- - Meetings to identify potential 3.1.1 stakeholders to establish 20 10.00 10.00 - 0.41 0.41 2.50 2.50 0.37 0.37 - 0.78 0.78 national dialogue forum Create national platform for extension actors for 3.2.1 20 10.00 10.00 - - - 2.50 2.50 0.57 0.57 - 0.57 0.57 coordination and exchange of lessons Joint activities including visits to field implementation and 3.2.2 20 20.00 20.00 - - - 5.00 5.00 4.89 4.89 - 4.89 4.89 presentations on extension approaches 3.3.1 Organize national seminar 20 10.00 10.00 - - - 2.00 2.00 0.92 0.92 - 0.92 0.92

3.3.2 Joint field visit 10 10.00 10.00 - 0.52 0.52 2.00 2.00 1.75 1.75 - 2.27 2.27

Sub-Total of Output - 3 - 60.00 60.00 - 0.93 0.93 - 14.00 14.00 - 8.50 8.50 - 9.43 9.43

Project Operation Cost ------Vehicles Maintenance (16 119 330.00 357.00 9.51 88.51 98.02 72.50 75.50 3.00 74.02 77.02 12.51 162.53 175.04 jeep+52 motorcycles) 27.00 3.00 Stationary & supplies LS 305.00 445.00 20.92 34.72 55.64 56.25 69.30 13.05 27.52 40.57 33.97 62.24 96.21 140.00 13.05 Telephone, internets, postage LS 588.00 651.00 - 15.55 15.55 - 32.00 32.00 17.52 17.52 - 33.07 33.07 63.00 Repair & Renovations LS 180.00 100.00 280.00 7.50 8.46 15.96 22.50 27.50 5.00 4.39 9.39 12.50 12.85 25.35 5.00 Book, journals, CDs, etc. LS - 28.60 28.60 - 0.36 0.36 7.15 7.15 0.38 0.38 - 0.74 0.74

Audit fee LS 12.36 12.36 - - - 3.09 3.09 - - - - -

M&E (impact assessment) 3 - 120.00 120.00 - - - 10.00 10.00 2.98 2.98 - 2.98 2.98

IFMC Annual Report 2015-2016

M&E (progress monitoring) 15 15.00 - 15.00 ------

Office rent and others 26 - 300.00 300.00 - 50.52 50.52 14.00 59.00 73.00 13.60 54.61 68.21 13.60 105.13 118.73

Support to DAE Field Office ------

Upazila Agriculture Offices 373 708.00 708.00 177.97 - 177.97 186.50 186.50 186.50 - 186.50 364.47 - 364.47 Deputy Director Offices 61 183.00 30.50 - 30.50 31.75 30.50 - 30.50 61.00 - 61.00 183.00 31.75 Additional Director Offices 14 10.00 10.00 27.20 - 27.20 8.70 8.70 16.50 - 16.50 43.70 - 43.70 Sub-Total of Operational 1,783.96 3,109.96 273.60 198.12 471.72 262.49 524.49 268.15 181.42 449.57 541.75 379.54 921.29 Cost 1,326.00 262.00 A. Total Revenue 9,420.30 30,185.41 39,605.71 861.24 4,701.83 5,563.07 1,362.00 6,148.12 7,510.12 1,348.79 5,972.59 7,321.38 2,210.03 10,674.42 12,884.45 Capital ------Vehicle 2 100.00 100.00 - 56.74 56.74 ------56.74 56.74

Motorcycles 91 136.50 136.50 - 93.07 93.07 - - (2.45) (2.45) - 90.62 90.62

Photocopiers 23 69.00 69.00 - 15.40 15.40 12.75 12.75 8.25 8.25 - 23.65 23.65

Laptop 7 3.50 3.50 - 3.31 3.31 - - - - - 3.31 3.31 Computer sand UPS 50 25.00 25.00 - 19.03 19.03 5.97 5.97 5.97 5.97 - 25.00 25.00 Printers 52 6.24 6.24 - 3.76 3.76 2.37 2.37 2.03 2.03 - 5.79 5.79 LAN establishment 6 3.00 3.00 - 0.98 0.98 - - 0.41 0.41 - 1.39 1.39 Furniture, & equipment (HQ,

Region and District Offices), LS 25.50 95.85 38.00 11.01 49.01 - 0.79 0.79 - 0.17 0.17 38.00 11.18 49.18 70.35 IPS Multimedia with screen 3 1.80 1.80 ------

Cameras 20 2.00 2.00 - 1.58 1.58 - - - 0.39 0.39 - 1.97 1.97

Scanner 4 0.24 0.24 - 0.09 0.09 - - 0.09 0.09 - 0.18 0.18 CD/VAT LS 325.00 325.00 161.33 - 161.33 23.00 23.00 22.43 - 22.43 183.76 - 183.76 B. Total Capital 395.35 372.78 768.13 199.33 204.97 404.30 23.00 21.88 44.88 22.43 14.86 37.29 221.76 219.83 441.59

Physical Contingency 281.24 526.23 807.47 - - - - -

IFMC Annual Report 2015-2016

Price Contingency 703.11 1,315.58 2,018.69 - - - - -

Grand Total (A+B) 10,800.00 32,400.00 43,200.00 1,060.57 4,906.80 5,967.37 1,385.00 6,170.00 7,555.00 1,371.22 5,987.45 7,358.67 2,431.79 10,894.25 13,326.04