Promoting Sustainable Consumption & Production of Jute Diversified Products

PROMOTING SUSTAINABLE CONSUMPTION & PRODUCTION OF JUTE DIVERSIFIED PRODUCTS

Final Evaluation Report

Promoting Sustainable Consumption and Production of Jute Diversified Products A SWITCH-Asia Project funded by the European Union and managed by CARE Bangladesh

Prepared for

CARE Bangladesh, Dhaka

Prepared by

GMark Consulting Limited Dhaka, Bangladesh

November, 2016

Final Evaluation Report: PROMOTING SUSTAINABLE CONSUMPTION & PRODUCTION OF JUTE DIVERSIFIED PRODUCTS

This publication has been produced with the financial assistance of the European Union. The sole ownership of the content of this publication belongs to CARE Bangladesh.

Published on: November 01, 2016

Copyright and Ownership CARE BANGLADESH |SWITCH-Asia Jute Value Chain Project RAOWA Complex, Level: 7-8, VIP Road, Mohakhali, Dhaka-1212, Bangladesh

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 3 ACKNOWLEDGEMENT

GMark Consulting Limited like to thank CARE Bangladesh for awarding the final evaluation assignment of “Switch Asia- Jute Value Chain project”. During the course of the evaluation, the study team designated for the study has communicated with numbers of stakeholders within the Jute Diversified product value chain.

We like to thank Mr Sekhar Bhattacharjee, Team Leader of Switch Asia-Jute value chain project for his kind breifing and outlining the assignment profoundly. Mr Md. Shahid Ullah, Technical Manager- monitoring and evaluation of Switch Asia- Jute value chain project has extended his support in understanding the whole project‟s insight, the geographical coverages, beneficiaries distribution and make the study team very clear about the project objectives, outcome and activities carried on. The team has sat with him several times to have a clear understanding of Logframe, Indicators and sub-sequent linkages with activities. We are grateful to him. Mr Elias, Technical manager have also been very supportive for further clarification whenver requested.

Despite of the heavy engagement to the field, jute producers, JDP (Jute Diversified Product) workers and organic fertilzier manufacturers- primary beneficiaries out of this project has provided their time and enriched us with their feedback with questions, judgement and insights. Agircultural officers from Tala, Kalaroa, Monirampur, Kurigram, Ulipur, Rangpur Sadar, Kawnia and Mithapukur have been supportive in providing sector information and their perspective of the value chains. Many of them extended supports beyond official duration, we are heavily indebted for that.

We are also thankful to officials from BJRI (Bangladesh Jute Research Institute), Jute Diversified Product Promotion Centre (JDPC), SME consortium for timely contribution to the research. The team is also thankful to research assistants from different universities who work continuously and wholeheartedly to make the research successful, Mr Rafiul Amin have worked very hard to make the coordination of logistics and adiministrative activities.

With all the support from multiple arenas it has been possible to produce this final evaluation report.

Thank you all.

Md. Saifuddin Khaled, Team Lead & Lead Author Abu Darda, Value Chain Expert and Co-Author

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 4

TABLE OF CONTENTS

EXECUTIVE SUMMARY 9 LIST OF ACRONYMS AND ABBREVIATION 15 GLOSSARY 16 PROJECT WORKING AREA MAP 17 KEY RESULTS (AT A GLANCE) AGAINST LOGFRAME INDICATORS 18

EVALUATION BACKGROUND AND METHOD 24

SWITCH-ASIA 24

BENEFICIARY DISTRIBUTION 24

METHODOLOGY 25 LITERATURE REVIEW 25 DEEP- SEATED GATHERING WITH CARE BANGLADESH JVC TEAM 25 SAMPLING 25 INDIVIDUAL INTERVIEW 26 FOCUS GROUP DISCUSSIONS (FGDs) 26 CASE STUDIES 27 KEY INFORMANT INTERVIEW(KII) 27 CONSULTATION MEETING 27 DATA COMPILATION AND ANALYSIS 27

REVIEW OF PERFORMANCE 28

JUTE PRODUCERS DEMOGRAPHIC PROFILE 34 Land Ownership 34 HouseholdMonthly Income 34 Household Monthly Expenditure 34 Jute Cultivation Acreage 35 Yield of Jute 35 Price 36 Income from Jute Production 36 Seed Usage 37 Harvesting 37 Retting 37 Grading 38 Storage Facilities 38 Market Linkage and Sales 38 Use in Organic Fertilizer in Jute Field 39 Usage of cow dung and improved organic fertilizer 39 Training Received 40 Technology Used in Jute Production 40 Group Savings Scheme 40 Access to finance 41 Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 5 JUTE DIVERSIFIED PRODUCTS 44

A Brief overview of JDP 44

EXPORT OF JUTE AND JUTE DIVERSIFIED PRODUCT 45

JDP STAKEHOLDERS 45

PROJECT INTERVENTIONS WITH THE JDP WORKER 47

JDP ACTIVITY FRAMEWORK 49 SKILL DEVELOPMENT TRAINING PROGRAM FOR JDP WORKERS 49 Selection of Trainers 50 EFFECTIVENESS OF THE TRAINING 50 SMEs perspective about JDP workers 52 Less is more 53

CHANGES IN INCOME 54

ORDERS SERVED 54

OTHER DIRECT IMPACT 55

EFFICIENCY OF THE TRAINING PROGRAM 56 Mobilization 56 Market Assessment and selection of training contents 56 Equipment and Tools 56 Facilities and Infrastructure 56

TIMELINESS 56

FACILITATING MARKET DEVELOPMENT OF JDP 58

IMPACT ON ORGANIC FERTILIZER MANUFACTURER 60

Input for Organic Fertilizer Production 62

MARKET FACILITATORS; TRAINERS, DESIGNERS 67

ENTERPRISE DEVELOPMENT AND BUSINESS MANAGEMENT (EDBM) 67

MASTER TRAINERS DEVELOPMENT 67

NEW PRODUCT DESIGN 67

SOCIAL AND ENVIRONMENTAL COMPLIANCE STANDARDS 67

PROFILING, BROCHURE, DIGITAL PRESENCE 68

SME Consortium 68 Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 6 OPPORTUNITIES TAKEN AND MISSED 69

WOMEN ECONOMIC EMPOWERMENT 70

CASES 72

Case 01: Mr. Kalam Mahmud, Local Seed Producer 72

Implementing Partner: UTTARAN 72

Case 02:Atharokhada - An organic fertilizer village 72

CASE 03:Onek Asha Kutir Shilpa, ASIRON- Leading the way 73

CASE 04: KHESA JDP Group 73

CASE 05: Breaking the boundary 74

PROJECT MANAGEMENT ARRANGEMENT 75

ADVANTAGES 75

BOTTLENECKS 75 Changes in Top Level Management of the Project Team 75 Lack of Business Development Facilitator 75

LESSON LEARNT 76 Re-Adjustment Opportunities 76 Refresher Training 76 Demonstration Impact 76

ANNEXURE 78 Annexure 01: Terms of Reference- Final Evaluation JVC Project 79 Annexure 02: Log Frame of SA JVC Project 84 Annexure 03: Survey tools (Questionnaire, checklist) 91 Annexure 04: List of secondary documents used or reviewed 102 Annexure 05: List of persons with designation, organization interviewed 103 Annexure 06: List of SMEs Interviewed 104 Annexure 07: List of 20 SMEs 105

LIST OF TABLES Table 1: Beneficiary Distribution ...... 24 Table 2: Sample Distribution ...... 26 Table 3: Poverty Incidents in Bangladesh; MDG ...... 28 Table 4: Land Ownership ...... 34 Table 5: Household Monthly Income ...... 34 Table 6: Household Monthly Expenditure ...... 35 Table 7: Jute Cultivation Acreage ...... 35

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 7 Table 8: Yield Information ...... 35 Table 9: Price of Jute ...... 36 Table 10: Income from Jute Production ...... 36 Table 11: Problems with harvesting of Jute ...... 37 Table 12: Jute Retting ...... 38 Table 13: Grading of Jute Fiber ...... 38 Table 14:Jute Goods Export in 2013-14(Quantity in M. Ton & Value in Lac Taka) ...... 44 Table 15: Export performance of JDP ...... 45 Table 16: Training was helpful for the participants ...... 49 Table 17: TOP Product Ranking from JDP Workers Perspective ...... 50 Table 18: Skill level of JDP workers ...... 51 Table 19: Income source of JDP workers ...... 54 Table 20: Income of JDP worker ...... 54 Table 21: Orders served by JDP workers ...... 55 Table 22: Training Impact on JDP workers ...... 55 Table 23: Constraints faced by JDP workers ...... 57 Table 24: Summary of Project facilitated trade fair ...... 59

LIST OF FIGURES

Figure 1: JDP Value Chain ...... 48 Figure 2: JDP Activity framework ...... 49 Figure 3: National Trade Fair of JDP ...... 58 Figure 4: Drives to Start Organic Fertilizer Production ...... 61 Figure 5: Training Knowledge ...... 61 Figure6: Types of Organic Fertilizer Produced ...... 62 Figure7: Buyers of Organic Fertilizer ...... 63 Figure8: Main Buyers of Organic Fertilizer ...... 63 Figure9: Government Related Support for Organic Fertilizer Production ...... 64 Figure10: Shifting to Organic Fertilizer ...... 65 Figure11: Major Challenges of the Existing Business ...... 65 Figure12: Expected Resources from the Project ...... 66

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 8 EXECUTIVE SUMMARY

SWITCH-Asia Jute Value Chain Project is funded by the European Union with the objective to promote the adoption of Sustainable Consumption and Product (SCP) of Jute Diversified Products (JDP). The Project has undergone the principle phase over a 42-month period from March 2013 to August 2016, with more potential to facilitate to change in JDP sector; it has been extended up to December, 2016.

The Project has been implemented by CARE Bangladesh in lead, and partnering with four national NGOs including Uttaran, SMKK, ESDO and DCPUK in 9 Upazillas in four districts of Bangladesh.

Over the period, the Project has facilitated 16,000 Jute producers to improve their production skills, capacities and sustainable market linkages; another 2,000 JDP workers by bringing them into income stream through production skills development for the emerging JDP market segment, 60 organic fertilizer manufacturers, 20 SMEs and 3 Jute millers. Along the way, it had encountered, partnered and made association with number of key stakeholders along the JDP value chain, i.e., Jute Diversification Promotion Centre (JDPC), Bangladesh Jute Research Institute (BJRI), Bangladesh Agricultural Development Corporation (BADC), and to foremost, the Department of Agricultural Extension (DAE) under Ministry of Agriculture, Government of Bangladesh.

The Project has also worked with service market actors i.e., input sellers, designers (from home and abroad), raw materials suppliers of JDP, and output market actors (faria/go between agents, traders, bepari/small business holders). To facilitate enabling environment for better performance of the sector, the Project has worked with local and national level stakeholders with the Ministry, JDPC, EPB, district-level Administration (fair and workshop). It has negotiated, arranged dialogue and advocated in creating more favorable spaces for women along the value chain, wider usages of JDP and removing bottlenecks of existing constraints of export.

The Project goal was to help achieving Millennium Development Goals of Bangladesh targeting MDG 1 and MDG 7 through income generation and environmental sustainability as key factors.

Relevance of the Project

Economic growth: Bangladesh has already halved the national poverty level by 2012; and now endeavoring to lower the national poverty at surprisingly at 24.8% (2015, estimated). The Project has worked with Jute Producers, JDP workers, Organic Fertilizer Manufacturers and SMEs to increase their income by enhancing their technical and business management skills that has contributed to generate BDT 747 million from Jute production, and another BDT 1,540 million from JDP directly impacting to achieve MDG 1.

Environmental sustainability: Jute production and Jute Diversified Product are both environment-friendly products. Organic fertilizer promotion, introduction of improved retting method have more positive impact on environment. Total 7,2001 acres of land has been

1 Project has facilitated 16,000 Jute Producers having 45 decimals of land under Jute cultivation. Total jute cultivation acreage stands at 16,000 x 45 decimals= 720,000 decimals (7,200 Acres) Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 9 brought under Jute production under the Project initiative that has produced 3,206 MT of O2 and released 4,373 MT of CO2 into the atmosphere.

Pro-poor mandate: Average land size of Jute producers are 118 decimals, according to the farm-holding classification that falls under small-holder farming group. JDP producers are also from marginal income class, and thus the Project rightly targeted and fulfilled pro-poor mandate.

Women’s economic empowerment: 23% (3,680) persons from Jute producer, 100% (2,000) persons from JDP workers, and 100% (60) of OFM are women and are direct beneficiaries of this Project. 60% of women Jute producers and 90% of women JDP workers have reported increased social and economic positions.

Women JDP workers have observed shifting role changes within the families as their husbands are more supportive to their work schedules, and sharing household activities, whenever needed. They are also empowered in interaction with external stakeholders like buyers, contractors, input sellers, transporters, design service providers, fair organizers which were considered as „not feasible‟ or „quite unbelievable‟ before they joined the initiatives.

Effectiveness

The Project has successfully achieved activity-level tasks with almost 100% completion rate except two targets are under-achieved (policy development and business plan preparation). The Project working area has been selected in pro-Jute production areas including Satkhira, Jessore, Kurigram and Rangpur. JDP is an emerging trend in international market, and domestic market is also leaning positively.

It is one of the value chains that have direct impact over the pro-poor livelihood and income. Organic fertilizer usage has been reached up to 90% at Jute production, and the usage is spreading over in other crop productions, i.e., in rice, maize, potato and vegetables.60% of Jute producers have reported an increase in income from the baseline conditions, while it is 81.3% for the JDP workers.

Efficiency

The Project has been significantly successful in achieving Result 1 (Environment-friendly and sustainable use of low-cost green products is promoted through production and consumption of Jute diversified products), Result 2 (Sustainable consumption and production of Jute diversified products is strengthened through promotion of scaled use in Asia and Europe), and lately due progress achieving in Result 3 (An enabling environment for sustainable business promotion of Jute diversified products in Bangladesh and Asia is created).

There are quite a few successes in introducing environment-friendly and sustainable low cost Jute production, new technologies, i.e. line sowing, local seed usage, improved retting, grading and usage of organic fertilizers are accepted within the targeted group under Result 1.

Result 2 has brought more confidence among the women participants and encouraged them to step forward in interacting with the market system which was beyond expectation for most of them. However, around 30% of the groups are still left without any income due to in- Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 10 sufficient capacities, lack of linkage opportunities, and geographical distances from main market stream. Training for skills development has been completed but with a little delay. JDP workers of Satkhira and Rangpur have advanced the most, and getting regular orders from SMEs; however, situation is not so promising in Jessore and Kurigram districts.

Outcome from Result 3 activities are yet to be useful along the sector, as most of the activities are covered very recently. Due to this factor, the imminent output has not been tagged with the sectorial outcome. However, it will create positive outcome for the sustainability of the Project beyond its timeframe. Especially, consortium development, cost benefit analysis and policy-level advocacy will work positively for the sectorial growth. The Project could have seen more outputs, if these activities would have been completed within the first two years of the timeframe.

Impact

At Jute Producer level

- The Project has trained lead farmers to train back the producers at farming end. At the end of the Project, 53.1% of Jute producers reported to start line sowing, 34.22% adopted local seeds (national average is 12%), 60.0% adopted improved retting, while 81.4% adopted organic fertilizer usage and 50% reported to grade Jute fiber (baseline average was 6.5%) for better price. Project initiative is duly appreciated by the beneficiaries; outcome is well within practical limit as the project have got inadequate time frame (two full seasons at most) to train and demonstrate technologies.

- 34.20% of Jute producers have shifted to use local seeds from the Project initiative. Moreover, the Project has successfully engaged government agencies in promoting this technology; it has also gained substantial success in promoting organic fertilizer usage among the producers as now 91.5% of Jute producers are using cow dung and other organic manures as fertilizers in their Jute fields.

- 60% of women involved in Jute producers‟ groups (target 50%) reported greater participation in decision-making processes.

- VDC and EKATA platforms exist only in northern part of the Project. 10% of the producers are member of VDC, while 4% are members of EKATA.

At JDP worker level

- 96% of worker report (target 80%) improved technical skills in eco-friendly JDP production at least of one product. The most improved technical knowledge has been built on bag making, handicrafts making and gift item making.

- 90% SMEs who have been in business contract with JDP workers have improved productivity. However, only 40% of SMEs are having business relationship with the JDP workers.

- 90% of JDP workers have more participation in decision-making in their households.

- All the income earned by JDP workers are fully attributed to JDP sector as very few of the participants have previous income opportunities. 81.30% of JDP workers (target 90%) have reported increase in income.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 11 At SME level

- 80% of national entrepreneurs report an increase of at least 25% of international selling.

- Local and national SMEs have participated in more than 7 national and international fairs for JDP promotion; this has increased their capacities in understanding market demand, product portfolio development and pricing strategies. Many of the fair has been arranged lately and the Project could have used the additional timeframe in creating more sales and economic impact over the JDP workers‟ community.

- SME consortium members have participated in a training program on standardized practice, compliance, social and environmental respectful processes and standards. 80% of them (Target 70%) have expressed that they are now more equipped with knowledge and more confident on dealing with international buyers.

- 80% of the SMEs have acknowledged that they have more access to market information and exploring local markets better than before. However, access to financial service has not seen much boost. There are provisions of loan services from certain banks (e.g., Mutual Trust Bank) in achieving women entrepreneurship loan at 9%(Footnote 2), and also the Project can strengthen more local market penetration by enhancing linkage with Shamabay Odhidoptor(Department of Cooperatives which allocates spaces to showcase SME products in different districts (source: Onek Asha Kutir Shilpa).

- There has been a boost in demand from consumers (individual and institutes), and government preferring Jute made products as gift items, NGOs and other development partners as training materials, gift items, business cards etc. However, retail chain has not been much established in domestic market as it is tough to get a Jute based product in each locality other than shopping bags or sacks. Some of the online retail stores are selling JDP to consumers in Dhaka.

At OFM level:

- Project has facilitated 60 women to start organic fertilizer manufacturing by building their capacity in production technology and creating linkages.

- 50% of smallholding marginalized women producers of organic fertilizers have reported 30% increase rise in income level.

- The project has been able to create a sustainable impact in Kurigram District, where atharokhada village has now under full organic fertilizer cultivation with an impressive contribution from project beneficiary Mst Achiron.

- In Kurigram and Rangpur, some areas OFM has been establishes as business cases and prices per KG is varying from 8-12 taka per kg allowing beneficiaries earning around 320 taka per month who are selling organic fertilizers to neighbors and other producers.

2 Source: SME Foundation Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 12 SUSTAINABILITY

Engaging the stakeholders: The Project has partnered with department of agricultural extension (DAE), BJRI and BADC in different occasions. It helped the government extension and research wing to go closer to the field, and achieve their own mandate.

Sustainable linkage: It was evident that SMEs are now more knowledgeable about JDP workers that help them catering large and middle sized orders inbound and outbound. JDP workers have also seen heightened confidence as they have participated in different fairs and exhibitions and are now more connected with buying groups acquiring versatile knowledge on products, price and other specifications required to remain competitive in the market. SME Consortium brought 20 SMEs together under one umbrella and now has more open and integrated platform to discuss about the sectorial growth, threats and how to tap potentials.

Favorable government initiative: Through the 20% cash incentive program and mandatory Jute usage, the Sector will see rise in Jute based product demand. The Project has close collaboration with JDPC at district level (Rangpur and Jessore) that has created more opportunities for JDP workers in collecting raw materials and receive advice on market trend.

SME Consortium: SME consortium has the structure and intention of promoting the sector development activities in future. The consortium has already shown keen interest in working with other small enterprises in regional level and directly with the JDP workers also. It has been working on increasing the financial and management strength as organization and building a robust platform to uphold the interest of JDP sector.

More trainers on board: 08 SMEs have developed many trainers‟ pool through the Project intervention; notably, most of the trainers are women. In addition, a few of the JDP workers now have capacities to teach others - these will create a huge impact in the long run when the Sector sees the thrust, it would not struggle to increase the supply base. A total of 200 trainers have been developed with the Project facilitation and more trainers are coming with the SMEs own initiatives.

CONCLUSION

Despite the fact that the project has been delayed due to the external unavoidable factors and have got multiple changes in top management in leadership position, it has achieved substantial successes in raising income of the jute producers by accelerating production growth with the introduction of line sowing technologies, local seed availability, organic fertilizer manufacturing and application and so forth.

It has also created successful changes in post-production technologies i.e. in environment friendly retting, grading of jute fibers and storing technologies. With all the efforts, there has been a positive change in jute production within the working areas.

In JDP sectors, the project attribution has been very visual and it has positively impacted more than 90% of JDP workers income opportunities through skills set development.

In market based activities has been started lately and the expected results are yet to harvest as the forward market are now in the process of being linked in a more business oriented manner. SME consortium and its members are trying to build more capacity among the JDP workers.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 13 SMEs are also now more capable with market information and compliance related issues, the fact that the export has seen a positive growth after consecutive two years of negative growth.

During the project extension period, there has been lot of enabling enforcing activities observed through multiple stakeholders meeting, exchange of comments and ideas, influencing positive changes and arrangement of multiple fairs. It is assumed that, the impact will be multiple if there had been follow up interventions.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 14 LIST OF ACRONYMS AND ABBREVIATION

Short Form Elaborated Form BADC Bangladesh Agriculture Development Corporation BDT Bangladeshi Taka BJMC Bangladesh Jute Mills Corporation BJRI Bangladesh Jute Research Institute BJMA Bangladesh Jute Millers Association Cr Crore DAE Department of Agriculture Extension FGD Focus Group Discussion GHG Green-house Gas JP Jute Producers JDP Jute Diversified Product OFM Organic Fertilizer Manufacturer JDPC Jute Diversification Promotion Centre KII Key Informant Interview MDG Millennium Development Goal SCP Sustainable Consumption and Production USD US Dollar PSO Principal Scientific Officer RKUB Rajshahi Krishi Unnoyon Bank DD Deputy Director RRF Rural Reconstruction Foundation MFI Micro Finance Institution NGO Non-Governmental Organization R&D Research and Development EPB Export Promotion Bureau SME Foundation Small and Medium Enterprise Development Foundation SME Small and Medium Enterprises USD United States Dollar BDT Bangladeshi Taka Ha Hectare, equivalent to 247 decimal SAAO Sub Assistant Agricultural Officer UAO Upazilla Agricultural Officer

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 15 GLOSSARY

Terms Used Meaning Maund Unit of measurement, 1 maund= 40 kilogram KG Unit of measurement, Short for Kilogram Acre Land Unit Measurement, 1 Acre= 100 Decimal Hectare Land Unit Measurement, 1 Hectare= 247 Decimal District Administrative District in Bangladesh Upazilla Sub Administrative Unit under District; Similar for Sub-District UNO Head of Administration of Upazilla VDC Village Development Committee, an initiative by CARE Bangladesh for integrated village development centre

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 16 PROJECT WORKING AREA MAP

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 17 KEY RESULTS (AT A GLANCE) AGAINST LOGFRAME INDICATORS

Sl Particulars FINAL EVALUATION (2016) 1 National Poverty Rate of 2015: National Poverty Rate 24.8% (estimated by MDG report) Bangladesh Ultra-Poor: 12.4% 2 Green House Gas 7200 acre (2,915 Hectare) of land Jute produced. Emission - 3,206 MT3 of O2 released - 4,373MT of CO2 absorbed 3 Jute Diversified Product JDP sector at BDT 1,540 million (2011-12) (JDP) contribution BDT 1,232 Million from Export 4 Income Level Change at 81.31% of JDP workers started earning from JDP Individual level 5 Income from Jute Average Income from Jute (all) = BDT 23,419 Production Average Income from Jute (male) = BDT 25,909 Average Income from Jute (female) = BDT 18,661 Average Income from Jute (Satkhira) = BDT 27,055 Average Income from Jute (Jessore) = BDT 33,256 Average Income from Jute (Kurigram)= BDT 26,804 Average Income from Jute (Rangpur) = BDT 14,649 7 Own Land Male 122.1 decimal Female 67.4 decimal Jessore: 121 decimal Satkhira: 127 decimal Kurigram: 103 decimal Rangpur: 85 decimal 8 Jute Production Total: 45 decimal Acreage Male: 48.5 decimal Female: 38.3 decimal Satkhira: 53 decimal Jessore: 53 decimal Kurigram: 50 decimal Rangpur: 33 decimal 9 Seed Usage Indian: 78.2% Local=34.20% 10 Local Seed Usage4 Satkhira=57.2% Jessore=48% Kurigram=5.4% Rangpur=40.20% 11 Seed Sowing Broadcasting=69.6% Technology Line Sowing= 37.2% 12 Line Sowing Satkhira=30.0% Technology Jessore=5.8% Kurigram=89.7% Rangpur=23.6% 13 Organic Fertilizer Usage Overall= 91.5% (Cowdung) 14 Jute Retting Traditional: 39.1% Improved: 51.9% Ribbon Retting: 0.9%

3 Jute releases 1.1 MT of O2 and absorbs 1.5MT CO2 from 1 Hectare land. 4 Local seed usage; Producers did not used local jute seed to entire jute fields, rather used in portion of total field. 15 Improve Retting Satkhria= 21.9% Jessore=63.3% Kurigram=6.5% Rangpur=21.1% 16 Jute Fiber Yield Total: 12.6 mound Male: 13.7 mound Female: 10.5 mound Jessore: 19.2 mound Satkhira: 13.8 mound Kurigram: 13.8 mound Rangpur: 8.5 mound 17 Grading of Jute Fiber Overall =50.8% 19 Price of Jute Fiber Overall = 1,615 BDT/ Mound Male=1,602 BDT/Mound Female=1,641 BDT/Mound Satkhira= 1816 BDT / Mound Jessore= 1492 BDT / Mound Kurigram= 1,738 BDT /Mound Rangpur = 1,544 BDT / Mound 20 Members belong to Overall=79.6% savings group Satkhira=50% Jessore=48.9% Kurigram=100% Rangpur=95.8% 21 Savings Group having Overall=92.1% bank account 22 SMEs business SMEs have reported 25% increase in market share of green and performance environment-friendly JDP 23 Social and Gender 60% of women Jute Producers have reported improve social and position of Women gender positions 90% of women JDP workers reported improved social and gender positions 24 International Purchase International purchase order increased by 20% Order of SMEs 25 Number of actions plans Government have adopted policy on and regulatory - mandatory usage of Jute sacks in rice and sugar packaging instruments adopted by - 20% cash incentives on JDP export the public sector in favor of eco-friendly JDP production and export 26 VDC and EKATA 10% of Jute producers are member of VDC platform 4% of Jute producers are member of EKATA platform 27 Technical skills 53.1% reported line sowing development of Jute 34.22% adopted local seed Producers 60.0% adopted Improved Retting 81.4% adopted organic fertilizer usage 29 Income of organic 60% of smallholding marginalized women producers of organic fertilizer producers fertilizers report 30% rise in income levels. 30 Women participation in 60% of women involved in Jute production report greater decision-making participation in decision-making process 31 SMEs knowledge on 80% of SMEs members‟ reports improve knowledge on social and environmental environmental respectful processes and standards. respectful processes

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 19 and standard

32 SMEs knowledge about 80% of SMEs members had improved market information market information 33 JDP workers‟ technical 96% of workers report improved technical skill in eco-friendly JDP skill on JDP production production 34 Productivity of JDP 90% of SMEs reporting improved productivity of JDP workers workers 35 JDP workers‟ 86.81% women actively participate in decision making participation in decision- making process 36 JDP workers‟ income 81.31% of JDP workers reported increase income 37 International sales of 75% of national entrepreneurs reported increase of 25% in SMES international sales 38 Policy Brief on - Policy brief has not been done yet. promoting JDP and Jute - The management team is discussing the process to complete related constraints within the extended timeframe. 39 Business plan o Centralized business plan has not been developed yet. o Best Practices are recorded on - sustainable production - organic Farming - JDP Growth and Contribution - JDP workers‟ technical skill development 40 Lessons learning CARE has developed 14 lesson learning documents documents Activities under Result 1 1.1 Mobilize and develop - 640 group formed Jute farmer - 640 group orientation session completed groups/organizations and - 14,758 meeting held with groups village platforms in selected rural and peri- urban areas 1.2 Provide group 64 Training sessions held out of 64 sessions development and value chain facilitation training to selected Jute producer group farmer leaders 1.3 Organize training 640 group members are trained sessions for smallholding Jute producer groups on environment-friendly modern Jute cultivation, retting and harvesting techniques 1.4 Develop the agri-inputs- - 45 out of planned 56linkage workshops held extension service - DAE, BJRI, and BADC are linked with the Project network by establishing beneficiaries linkages with private and - working relationship has been developed with public and public agro-dealers and private dealers and extension service providers extension service - strong network established with BJRI providers - 1310 kg seed sourced from public sector - 257 ribboner machine sourced from public sector

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 20 1.5 Develop local level - Local Seed Growers: 945 persons organic seed and - Local Seed: 90% of seed producers could sell seed to fertilizer growers and neighboring farmers establish linkages between them and producer groups 1.6 Develop mutually - 21 meetings out of 24 targeted were held between forward beneficial market market actors and Jute producers linkages between Jute - ThreeJute mills are linked with producer groups producer groups, local - working relationship is still weak and has several issues to traders/intermediaries, concern and Jute mills 1.7 Develop self-help - 79.6% of beneficiaries are members of savings group savings strategies - 92.1% of groups have bank account amongst Jute producer - Total Savings Value= BDT 4.874 million groups for better access to capital for improved Jute variety production Activities under Result 2 2.1 Develop consortium of - SMEs are now interconnected local JDP entrepreneurs, - Consortium developed, Consortium is now sitting regularly national exporting JDP once in a month, a memorandum to run the consortium has entrepreneurs and been developed and agreed by members. business intermediaries 2.2 Build the capacity of - SMEs have attended training consortium SMEs to - 80% of them reported improving knowledge on compliance strengthen existing JDP factories to maintain market-driven levels of production and compliance standards 2.3 Mobilizes poor and - JDP workers have been provided with Skill development extreme poor semi- training skilled men and women - Master Trainer Development Program completed workers for workplace - 200 Master Trainers developed orientation and technical skills development training in JDP production and develop in-community master trainers 2.4 Develop capacities of - SMEs are trained on workplace orientation and new product consortium SMEs in development export-oriented - SMEs are trained in Business Management enterprise development - SMEs have increased capacity for providing training to JDP and business workers because of trainers‟ development management and production with assistance of national entrepreneurs in consortium

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 21 2.5 Develop linkages - 8out of 16 linkage meetings held between consortium and - SMEs are linked with JDPC for Jute fabrics purchase/ Indirect selected market/business achievement intermediaries to ensure quality raw materials, business development services and access to finance 2.6 Establish linkages - SMEs report increase of 25% sales in domestic market between consortium - Rebranding of JDP sales centers are under process members and local market retail organizations in selected districts and Dhaka to create access to local markets 2.7 Leverage relationships - 6 national and local fair facilitated between CARE, national - 2 international fair facilitated entrepreneurs, and - SMEs product catalog published international buyers to - Face book group created for sharing orders and experience acquire production - SMEs are distributing order as per capacity orders for JDPs Activities under Result 3 3.1 Facilitate the - Project facilitated participation in 2 international fair representation and - 2 of the SMEs have participated in international fair from the participation of lead same experience from the Project consortium members in international trade fairs, fashion events, etc. to promote JDPs from Bangladesh 3.2 Undertake joint cost- Cost benefit analysis has been completed benefit analysis of promoting JDP production and marketing, alongside documentation of best practices in conjunction with JDPC and Switch Asia Network Facility to develop knowledge products, instruments, and publications for promotion of JDPs 3.3 In conjunction with Joint promotion is due with JDPC and EPB. The Project has been JPDC, EPB, and Switch successful in collaboration with local administrative body in Asia Network Facility, arranging fair. undertake joint promotion campaigns to promote JDP products nationally and across Asia

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 22 3.4 In conjunction with - Joint review of policy barrier has not been done yet; JDPC, EPB, JDPCMEA, management has a plan MoJL, MoC, and the - A national workshop has been completed with leading Switch Asia Policy newspaper at the forefront Support Component - It has been difficult to organize multi-stakeholdersonthe same undertake ajoint review platform of policy barriers and recommendations for developing favorable policies for JDP production and exports and develop a national advocacy agenda.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 23 EVALUATION BACKGROUND AND METHOD

SWITCH-ASIA The regional environment program SWITCH-Asia, funded by European Commission, aims to promote the adoption of Sustainable Consumption and Production (SCP) among Small and Medium-sized Enterprises and consumer groups in Asia and Europe. Sustainable Consumption and Production (SCP) is an attempt to reconcile the increased demand for goods and services that respond to basic needs and bring a better quality of life, while minimizing the use of toxic materials and emissions of waste and pollutant over the life cycle, in order not to jeopardize the needs of future generations.

Under the common interest regarding the glorious past of the Jute sector and mandate to SCP according to global demand, Care Bangladesh has been implementing this Project namely “Promoting Sustainable Consumption & Production of Jute Diversified Products”. The Project has been operational since March 2013 and continued for next 3 years till March 2016. The Project was designed following the Value Chain approach and working with the respective beneficiaries in different stages, i.e., providing different types of trainings to the Jute farmers and organic fertilizer producers, skills development of Jute Diversified Products and market linkage among the beneficiaries and stockholders.

Care Bangladesh is implementing this Projection partnership approach; the implementing partners are – (i) DCPUK (Implementing in Rangpur), (ii) ESDO (implementing in Kurigram ), (iii) SMKK (implementing in Jessore) and (iv) Uttaran (implementing in Satkhira). The Working Areais covering four districts in Northwest (Rangpur & Kurigram) & Southwest (Jessore & Satkhira). The nine sub-districts are: o Under Rangpur District: (i) Rangpur Sadar (ii) Pirgacha (iii) Kawnia & (iv) Mithapukur o Under Kurigram District: (v) Kurigram Sadar (vi) Ulipur o Under Jessore District (vii) Monirampur, and o Under Satkhira District (vii) Tala & (ix) Kolaroa.

Under these nine Sub-districts, each implementing partners is working in 10 Unions (in total 40 Unions).

BENEFICIARY DISTRIBUTION The Project has worked with different stakeholders along the value chain. Care Bangladesh‟s interventions has reached out to 16,000 Jute producers, 2000 Jute Diversified Products (JDPs) workers, and 60 Organic Fertilizer Producers, 20 SMEs, 3 Jute mills. The Project has also collaborated with a number of national and international agencies during its implementation period.

Direct beneficiaries are equally spread over four working districts in Bangladesh. The distribution is as follows:

Table 1: Beneficiary Distribution Beneficiary Category Kurigram Rangpur Jessore Satkhira Total Jute Producers 4,000 4,000 4,000 4,000 16,000 Jute Diversified Product Workers 500 500 500 500 2,000 SMEs 20 Jute Mills 3

Program purpose and general approach: 16,000 Jute producers are receiving training on modern Jute cultivation to increase the quality production of Jute fiber, 60 organic fertilizer producers received training on production of organic fertilizers following scientific methods. Linkage development initiatives are also taken with input sellers to raise their incomes for betterment of their livelihood. A total of 2000 JDP workers were selected at community level to develop their skills for production of Jute Diversified Products (JDPs) under the supervisions of selected Small and Medium Enterprises (SMEs). There is also a series of activities to develop the skills of SMEs on quality production, in acquaintance with international market trends. The aim is that these selected SMEs will receive inquiries from national and international market, and the trained JDP workers will work for these SMEs to earn money to ensure better livelihood for their families. Other associated activities are complementing each other, which are – group savings to access finance, Jute seed production at producer level, direct selling of Jute fiber from Jute producers to the Jute millers, coordination with related stockholders etc. At national level, coordination & advocacy level activities are also designed.

METHODOLOGY

LITERATURE REVIEW Secondary sources of information (apart from the primary data collected from the field level interview) has been considered as the integral part of evaluation phase of the Project when it comes to the point of maturity. Secondary review encompassed the in-depth scrutinizing of several documents regarding Project details, Logical Framework (updated), case studies, baseline report and data, mid-term review report and data, updated database of beneficiaries as well as the list of SMEs, their business contracts, workshop reports, and training reports.

Literature review of secondary research covered the Project details, as well as the sectorial investigation of Jute and JDP. The scattered information has been clogged into the summary of sectorial in-depth analysis of Jute and Jute diversified products likewise like Jute sector overview, JDP sector overview, stakeholders, policy documents, and export data of JDP, Jute Millers overview, recent government strategy for promoting Jute and Jute based products, other development works and their successes.

A list of literature and references used is provided at Annexure.

DEEP- SEATED GATHERING WITH CARE BANGLADESH JVC TEAM The Evaluation team carried out the evaluation framework for the Project after having a deep-seated gathering with the Project body, discussing overall Project details, interventions, mid-term review, assessment of the role of partners. The team evaluating the Project performance and recommendations, it was crucial to align with the Project framework.

SAMPLING In evaluating the Project performance, individual interview, focus group discussion, key informant interview, preparation of the case study, management consultation meeting have been used to have detail framework of the Project.

Z²pq (1.96)²(.5)(.5) n°= = e² (.05)²

n° 384 384 384 n= = = = = 375 (n°-1) 383 1+ 1+ 1+ 0.02393 1.0239 N 16000

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 25 Where: • n = the sample required • n°= the standard sample size which is determined basing on the distribution and the confidence level of the sampling population • N = the gross population which is mentioned in the ToR • e = the sampling error, it will be considered as the sampling availability and confidence here the sampling error is estimated about 5% (.05) • p = the precision of the sample is considered here 0.5 and the q will be 1-p = 0.5 • Z = confidence level is 95% (1.96) as the geographical variation • The sampling variation is considered here = 1, (standard 1-3) • Answer n = 375, 378(with Extra 3)

1. For JP Sample distribution in 9 Upazillas, we have rounded the size and proposed for 378 sample collection. In each Upazillas, there has been 42 interviews. After scrutinizing and data filtering, we have finally taken 343 samples for final analysis. 2. JDP sample distribution: we proposed 5% of the total HH/population that is 100 samples. At actual we have covered 91 samples. 3. For OF sample distribution target sample was 14 OFM. 4. For savings group information, we incorporated common questions in each survey paper.

Individual interviews have been segregated to Jute producer group, Jute diversified products producers group and organic fertilizer producer group. The study has covered several implementation areas of Project, including Rangpur, Kurigram, Jessore and Satkhira where local implementing partners shows the ways for evaluation team.

Table 2: Sample Distribution Name of District FGD- FGD of SME KII Case Individual Interview JP JDP Studies JP JDP OFM Rangpur (DCUPK) 1 4 1 4 120 31 5 Kurigram (ESDO) 1 3 0 2 94 25 5 Jessore (SMKK) 1 1 1 1 46 11 2 Satkhira (Uttaran) 2 2 0 2 83 24 2 Total 5 10 3 9 4 343 91 14

INDIVIDUAL INTERVIEW Structured questionnaires have been used for individual interview conducting Jute Producers, Jute diversified product producers and organic fertilizer producers covering a sample size of 343. Among the total population of 16,000 Jute producers, 343 individuals have been conducted to evaluate the trend of the Project outcome where among the total population of 500 Jute diversified product producers, 91 individuals have been conducted to have in-depth analysis and among the total population of 60 organic fertilizer producers, 14 individuals have been reached for evaluation.

FOCUS GROUP DISCUSSIONS (FGDs) Bringing out the opinions of key informants by cross-checking the information validity, the evaluation team arranged focus group discussion in the Project implementation area, and analyze the data retrieved from focus group discussion. According to the disposition of the evaluation team, a total of five (5) Participatory FGDs have been arranged for Jute Producers and 10 discussions have been arranged for Jute diversified product producers. A checklist guideline has been followed to gather the FGD participants in each area of Project implementation. Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 26 CASE STUDIES Case studies have been generated from the evaluation of the Project implementation that represents the best success stories of the Jute producers, JDP producers and organic fertilizer producers to have the benchmark practices of the production process, as well as to summarize the best practices of relevant fields of production.

Five in-depth case studies have been generated from the Evaluation that represents best success story and reflects sustainability of the synopsis of the Project. Case studies have been developed to have the qualitative and quantitative outcomes of the Jute producers with different livelihood patterns and background which represents the snapshot of the improved area of the Project.

KEY INFORMANT INTERVIEW (KII) Key Informants Interview proliferated the way of understandings of the role of different market actors, the engagement of the Jute producers in value chain, overall scenario of a particular area of production, and the result of every value chain activity contributing the enhancement of the end result of a particular business. Key Informants endeavors to provide the professional opinion of their expertized area and elicited information about a sector. In the evaluation phase, several Key Informants including Agricultural Officer in Upazilla level, traders and marketers of JDP, Input Suppliers, Designers of JDPs, and Jute Diversification Promotion Centre (JDPC) have been communicated to reveal the plausibility of expected results of the Project. Three key informants from SME sector have been communicated to have their expert opinion and 9 of the key informants have been communicated mainly but not confined to Jute sector and agriculture officer of Upazilla level.

A list of Key Informants is given in the Annexure.

CONSULTATION MEETING While evaluation phase of the Project took place in the different areas of the Project, consultation meeting had been coordinated comprising a team from CARE Bangladesh, a team from evaluator and a team from implementing partners at the field level i.e., at DCPUK, ESDO, SMKK, Uttaran. The activities of the consultation team were included with the discussion of strength, weakness, challenges and opportunities of the implemented Project, and the detail planning of the strategy of evaluation process of the Project result.

DATA COMPILATION AND ANALYSIS After the data collection completed, complete set of data has been analyzed through using SPSS and MS Excel to generate profitability analysis, proportion of organic fertilizer users, rate of increment in Jute production, organic fertilizer uses, Jute diversified product production. Data filtering has been used to have detail breakdown of the proportion of the farmers of diversified background to the uses of organic fertilizers. Charts, tables and spreadsheets have been used to represent the current scenario of the Project outcomes. In some cases, it tried to find out the comparisons between the expected outcomes and final outcomes.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 27 REVIEW OF PERFORMANCE

OVERALL OBJECTIVE OF SWITCH ASIA JVC PROJECT To contribute to pro-poor economic growth through social business promotion with an emphasis on sustainable agricultural sector growth and poverty reduction in Bangladesh (MDGs 1 & 7)

MDG 1: ERADICATE EXTREME POVERTY AND HUNGER Bangladesh has made commendable progress in respect of eradication of poverty and hunger. The growth rate has been associated with increased life expectancy and lower fertility rate alongside other economic development performances.

The estimated poverty headcount ratio for 2015 is 24.8 percent. According to latest published data, Bangladesh national poverty rate (people living under USD 2 per day) has been declined to 31.5 (2010, HIES). MDG target of halving the population living under the poverty line (from 56.7% to 29%) has already been achieved by 2012 . Table 3: Poverty Incidents in Bangladesh; MDG Country Proportion of Proportion of Poverty gap ratio population below population below at $1.25 PPP per $1.25PPP per day national poverty line day (Year) (Year) (Year) Bangladesh 43.3(2010) 31.5(2010) 11.2(2010) Source: MDG Report, World Bank

SWITCH ASIA JVC Project has also contributed to the process by enhancing capacity of Jute producers in increasing production through improved technological promotion i.e., line sowing, intercultural operation and better fertilization; and better earning opportunity through linkage activities and better post-harvest management. The Project has also been successful by engaging 2,000 women with an income or little income into an earning state by providing them opportunities to learn new skills and work in Jute Diversified Product Promotion. It has also contributed in increasing national income through export growth of JDP by uplifting SMEs capacity in business management, compliance and promotion. The Project has generated BDT 374.7 million5 from Jute production; JDP sector contributed to national GDP by earning US$757 million (Y-2014-15, EPB).

MDG 7: ENSURE ENVIRONMENTAL SUSTAINABILITY Bangladesh is not a big emitter of CO2 and it has no obligation towards reducing GHG emissions given its LDC status. But it has been bold in addressing the global issue and has been frontrunner in combating global warming and climate change issues. Bangladesh has adopted Bangladesh Climate Change Strategy and Action Plan (BCCSAP) in 2009.The total carbon emission was 33.27 tonnes in 2005; while per capita carbon emission was 0.26 tonnes and 0.25 tonnes in 2001 and 2005 respectively. JVC Project has rightly addressed Jute as a positive enhancer to environmental sustainability. Under the Project intervention, approximately 7,200 acres (2,915 Hectares) of land has been brought under cultivation that has released 3,206 MT6 of O2 into the environment, at the same time 4,373MT of CO2 has been absorbed from the environment.

5 16,000 jute farmers have earned 23,419 BDT from jute sales 6 Jute releases 1.1 MT of O2 and absorbs 1.5MT CO2 from 1 Hectare land. Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 28

Specific Objective To strengthen the exports competitiveness of Bangladesh through promotion of environment friendly jute diversified products

1. 80% of Jute growers have reported increase in income7 (60% targeted) due to increase in production and price earned from the market systems. The Project has been successful in bringing a large portion of women into income stream - 81.31% of JDP workers have reported to start earning income (90% targeted) from the sector as worker. Although, there has been certain drop in Organic Fertilizer Manufacturers (OFM) due to several factors, those who have continued have reported income revenue especially in Kurigram district, there has been huge success in commercial modeling of OFM.

2. The market for green and environment-friendly JDP has grown substantially in recent years. However, consortium entrepreneurs (20 SMEs) could not really grab the opportunities in full due to a sharp decline of buyer interest in Bangladesh Market because of the political instability during 2012-2014, continuous arson attacks, few furious attacks on foreigners, deadly killing of foreigners. 80% of SMEs have reported cancelled orders and lost buyer during that period. However, the market is showing a positive trend since the end quarter of 2015, and SMEs have reported increase interest of buyers and around 25% increase in their sales in overseas market (target 50% increase).

3. 60% of women from Jute producer groups have reported increased participation and 87% of women JDP workers report improved social positions and actively participating in major household decision-making. Primary reason is due to contribution of women members in the household income and maintaining small expenditure to partially large expenses - bringing economic leadership that reflected status in society, neighbor and within family members. 4. International market has been sharply down in between 2013-2015 due to volatile political and security situations in Bangladesh. However, it has been turning into positive outcome in recent days. SMEs are observing 20-25% increase in international orders of eco-friendly JDPs from international buyers (target 40% increase). 5. 80% of SMEs have become knowledgeable on compliance, standards practice. However, certified JDP production has not been observed by SMEs due to decrease in international orders. 50% of SMEs have expressed their interest about product and process certification. 6. Government has adopted a challenging positive law by enforcing mandatory Jute sack usage in rice, lentils and sugar trade. This has substantially increased the demand of Jute in national market. Government has also initiated to increase the cash incentives of 10% to 20% on JDP export which is competitive with India – the largest competitor of JDP in international market.

7 FGD conclusion during evaluation Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 29 Result 1 Environment-friendly and sustainable use of low cost green products is promoted through production and consumption of jute diversified products.

- The Project has initiated adoption and implementation of certain production technologies (line sowing, intercultural operation, using organic fertilizer, etc.), harvesting and post-harvest handling (improved retting, grading, and storage). It has trained lead farmers to cascade training the producers at farming end. Upon completion of the Project, 53.1% of Jute producers reported to start line sowing, 34.22% adopted local seeds, 60% adopted Improved Retting, 81.4% adopted organic fertilizer usage and 50% reported to grade Jute fiber for better price. Project initiative is duly appreciated by the beneficiaries; however, achievement is below the expected level (target 70% in total), outcome is well within practical limit as the Project have got inadequate timeframe (two full seasons at most) to train and demonstrate technologies.

- This indicator has been very difficult to measure during evaluation as the producers, field facilitators were not well-aware of the indicators and its implication. The Project has promoted improve retting practice that saves water usages and pollution of surface water. Ribbon retting practices- the most efficient usage of low water requirement technology has not been very much popular, less than 1% of total beneficiaries have adopted ribbon retting technology.

- There are plenty of odds against using eco-friendly local seeds as local seeds have some disadvantage against widely used Indian variety seeds. It takes longer period to get maturity, short in height and ultimately produce fewer yields. However, it is resilient against climatic threats and if properly managed can produce yield as much as Indian Jute. Fiber quality is also even better for local seeds. 34.20% of Jute producers (target 60%) have shifted to use local seeds from the Project initiative. The Project has successfully engaged government agencies in promoting this technology. It has also gained ample success in promoting organic fertilizer usage among the producer, now 91.5% of Jute producers (Target 60%) use cow dung and other organic manure as fertilizer in Jute field.

- 50% of smallholding marginalized women (target 90%) producers of organic fertilizers have reported 30% increase in income level (target 50%). One of the successes of the Project has been achieved in Kurigram by transforming a whole village in an organic fertilizer production unit and commercialization of OFM has taken place. Isolation promotion of the technology, small scale involvement, less availability of cow dung and less commercial incentives have worked in disfavor of this intervention.

- 60% of women involved in Jute producer groups (target 50%) report greater participation in decision-making processes

- VDC and EKATA platforms exist only in northern part of the Project. 10% of the producers are member of VDC while only 4% of them are member of EKATA platform (Target 70%).

Result 2

Sustainable consumption and production of Jute diversified products is strengthened through promotion of scaled use in Asia and Europe.

- SME consortium members have participated in training programs on standardized practice, compliance, social and environmental respectful process and standards. 80% of them (Target 70%) have expressed that they are now adequately equipped with knowledge and more confident on dealing with international buyers.

- 80% SMEs have acknowledged that they have more access to market information and exploring local markets better. However, access to financial service has not seen much boost. There are provisions of loan services from certain banks (e.g., Mutual Trust Bank) in achieving women entrepreneurship loan at 9% (see footnote 8) etc. The Project can also strengthen more local market penetration by enhancing linkage with Samabay Odhidoptor who allocates spaces to showcase SME products in different districts (source: Onek Asha Kutir Shilpa).

- 96% of workers reported (target 80%) improved technical skills in eco-friendly JDP production at least of one product. The most improved technical knowledge has been built on bag making, handicrafts making, gift item making and shika (jute hanging basket) making.

- 90% SMEs who have been in business contract with JDP workers have improved productivity. However, only 40% of SMEs are having business relationship with the JDP workers.

- 90% of JDP workers have increased participation in decision-making in their household.

- 80% of national entrepreneurs reported an increase of at least 25% of international selling.

- The Project has engaged SMEs to different capacity and linkage building activities after a while. Consortium has been built at the end stage of the Project, however, consortium have shown symptom to carry forward few of the sector development activities.

- More arrangements for fair could have boosted local level sales and linkage between local buyers and SMEs, and between SMEs and JDP workers.

- Local and national SMEs have participated in more than 7 national and international fairs for JDP promotion, this has increased their capacities in understanding market demand, product portfolio development and pricing strategies. Unfortunately, many of

8 Source: SME Foundation Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 31 the fairs have been arranged at a later stage of the project, therefore, there hadn‟t been enough time to rectify, or modify some of the activities that could bring more emphatic change in the sector. The learning of the Project has been left for documentation and to be used in other Projects, but not to the own beneficiaries due to this constraint time factor.

- JDP workers‟ production quality is still beyond European standard and ASIAN market is not big enough to uplift the sector. SMEs have now even more to do to uplift themselves by increasing the capacity of JDP workers in professionalism, pattern development and quality control

Result 3

An enabling environment for sustainable business promotion of Jute diversified products in Bangladesh and Asia is created.

- Diversified Jute product sector has been emerging with the growth trend of eco-friendly product consumption internationally. Jute based products are considered as top choice for eco-friendly products to be used in household, office and personal usages.

- Bangladesh and India are the most competitive nations for sustaining world demand of JDP products. Mostly Europe, Australia, New Zealand, Japan and some Asian countries are primary destination of JDP exports (source: Jute Mart and PARUL Garden), but to remain competitive with India and China, Bangladeshi producers/manufacturers of JDP need more enabling environment for sustainable growth. EPB, BJMC, SME Foundations, JDPC are primary supporting bodies. Ministry also have large role to play to create more favorable environment for the exporters and producers.

- The Project has recently arranged national workshop inviting influential persons around the Jute sector and JDP partnering with the nation‟s leading daily which brought many issues under limelight.

- Some of the key areas have remained due for the rest of the Project period that includes policy brief and a joint business plan.

- There has been a boost in demand from consumers (individual and institutes), government departments, (as gift items, many government institutes prefer Jute made products), NGOs and other development partners (training materials and gift item, business cards etc.). However, not many retail chain has been established in domestic market as it is tough to get a Jute based product in each locality other than shopping bag or sacks. Some of the online retail stores are selling JDP to consumers in Dhaka.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 32 IMPACT AT JUTE PRODUCER LEVEL 9

Key Figures - 16,000 Jute Producers Trained on Improved Jute Cultivation, Harvesting and Prost Harvest Method - 374.7 million BDT Income Generated from Jute Production - 7,200 Acre under Jute Cultivation (2016) - 23,419 BDT average income per household from Jute production

9 The picture has been collected from anonymous source. JUTE PRODUCERS DEMOGRAPHIC PROFILE

Land Ownership The Project has targeted the smallholder beneficiaries for improving their income through sustainable production and consumption of Jute production and promotion of Jute diversified products. According to the farming profile, smallholders have less than 150 decimal of land; as per the land holding capacity, the target beneficiaries falls under small holder category.

Table 4: Land Ownership Land Size Male Female Avg. Jessore Satkhira Kurigram Rangpur (in Decimal) total Of the Project Own 122.1 67.4 105.5 121 127 103 85 Leased 49.8 52.5 50.8 56 55 49 48 Mortgage 29.9 30.5 30.1 16 24 49 31 Source: Final Evaluation, Switch Asia JVC Project, 2016

Farmers from Jessore and Satkhira own more lands than those of Kurigram and Rangpur. A significant change has also been observed that male farmers have almost double the size of land than of female farmers. It is mainly due to male dominant social structure.

Household Monthly Income Agriculture still is the primary source of income in rural Bangladesh. Selected target beneficiaries are also not an exception. There are other source of incomes contributing to household aggregate income i.e. van pulling, day labor, agricultural labor, mason and others.

75.30% of total respondents are earning from 5,000 taka to 15,000 taka per month, which represents an annual earnings of 120,000 taka per household (approx.). The Project has been successful in increasing the income level of the Jute producers from BDT 102,290 to BDT 120,000 per annum. (18% increase from Baseline).

Table 5: Household Monthly Income HH Monthly Male Female Total Jessore Satkhira Kurigram Rangpur Income (in BDT) <5000 5.3% 8.3% 13.6% 4.4% 8.5% 15.1% 19.3% 5001-10000 36.3% 13.6% 49.9% 37.8% 41.5% 63.4% 49.6% 10001-15000 17.4% 8.0% 25.4% 44.4% 39.0% 16.1% 16.0% 15001-25000 4.7% 3.2% 7.9% 11.1% 8.5% 4.3% 9.2% >25000 1.8% 1.5% 3.3% 2.2% 2.4% 1.1% 5.9% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Farmers from Satkhira and Jessore represent highest earners with Rangpur and Kurigram following. Male farmers led households produced more income than female farmers led household, however in low income category; female led households earn more than male led household.

Household Monthly Expenditure 55.9% of responding farmers have monthly expenses of BDT 5,000-10,000, while similar 18% of farmers spend in lower BDT 5,000 per month and in-between BDT 10,000-15,000 per month category. Table 6: Household Monthly Expenditure HH Monthly Male Female Total Jessore Satkhira Kurigram Rangpur Expenditure (in BDT) <5000 9.4% 9.1% 18.5% 8.9% 12.0% 21.5% 24.4% 5001-10000 39.4% 16.5% 55.9% 55.6% 59.0% 60.2% 50.4% 10001-15000 12.4% 6.5% 18.9% 31.1% 21.7% 12.9% 16.8% 15001-25000 3.8% 1.5% 5.3% 4.4% 7.2% 4.3% 5.0% >25000 .6% .9% 1.5% 0.0% 0.0% 1.1% 3.4% Total 65.5% 34.5% 100.0% 100% 100% 100% 100% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Similar to income, expenditure pattern also shows that male led households spend more than female led household.

Jute Cultivation Acreage Average Jute Acreage has been increased from 42 decimals to 45 decimals among the Project beneficiaries. However, still the difference of acreage between male-led and female-led has not been decreased as record shows that female producers have 10 decimals of less land than male producers.

Table 7: Jute Cultivation Acreage Jute Male Female Average Jessore Satkhira Kurigram Rangpur Cultivation Jute acreage acreage of Project Jute land size 48.5 38.3 45.0 53 53 50 33 (in decimal) N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Jute production acreage is almost 50 decimal in case of Jessore, Satkhira and Kurigram, but low acreage in Rangpur (33 decimal) brought down the total. Producers of Rangpur have to compete with other cash crops i.e. vegetables and potato, so the acreage get lower in that region.

Yield of Jute Yield of Jute has been calculated at Mound per Bigha (see footnote 10).Jute has one substantial by-product that has good commercial return. Jute sticks are left over after harvesting of fiber and a very good source of fuel in rural living. Jute sticks are also useful in making households, field fences, roof materials etc.

Table 8: Yield Information Yield of Jute Male Female Average Jessore Satkhira Kurigram Rangpur In Mound yield of Project beneficiaries Jute Fiber 13.7 10.5 12.6 19.2 13.8 13.8 8.5 Jute Stick 333.4 207.1 290.4 470.8 205.3 367.9 220.2 N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

101 mound 40 kg, one bigha=33 decimal of land Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 35 Yield from Jute fiber has been recorded at 12.6 mounds per bigha while female farmers have less yield (10.5 mound/bigha) than male farmers (13.7 mound per bigha). Baseline productivity has been reported at 10.73 mounds per bigha, the Project has been able to increase the productivity by 18% from the baseline. Productivity increase has been attributed by several factors including technologies promoted and adopted by the farmers i.e., line sowing, improved seed, improved inter-cultural operation and application of organic fertilizers.

290 mounds of Jute sticks are produced from the same production area, which results in own usage and external sales to market.

Price There has been sharp increase in Jute price in last 2-3 years of time. Demand of Jute has been accelerated due to couple of government initiative taken and increase in eco-friendly product demand in international market.

In the year 2016, average price of Jute fiber stands at BDT 1,615, the highest price has been observed in Satkhira district, Kurigram stands at second.

Table 9: Price of Jute Price Male Female Average Jessore Satkhira Kurigram Rangpur (BDT/Mound) price earned Average Jute fiber 1,602 1,641 1,615 1,492 1,816 1,738 1,644 Highest-Jute fiber 1,679, 1,681 1,680 1,569 1,830 1,759 1,688 Lowest-Jute fiber 1,429 1,430 1,429 1,381 1,290 1,593 1,413 Price of Jute stick 304 74 226 13 714 145 40 N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

A very encouraging story can be found at pricing level while we see women led Jute producers earned more price (BDT 1,641/mound) than male Jute producers (BDT 1,602/mound), this is because of female producer have worked harder in improved post- harvest management application and grading of Jute fiber.

Income from Jute Production SWITCH Asia JVC Project beneficiaries have earned BDT 18,477 from selling of Jute fiber and BDT 4,940 from selling Jute sticks. An individual farmer has earned BDT 23,417 from Jute production (including fiber and Jute stick). Male Jute producers have earned BDT 25, 908 - around 5,500 more than female producers (BDT 18,659), this is due to low yield of Jute fiber.

Table 10: Income from Jute Production Income BDT Male Female Average Jessore Satkhira Kurigra Rangpur Income m earned Income from 20,552 14,511 18,478 27,389 20,729 21,999 10,843 Jute Sale Income from 5,357 4,150 4,941 5,867 6,326 4,805 3,806 Jute Stick Total from Jute 25,909 18,661 23,419 33,256 27,055 26,804 14,649 Production N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 36 From the key informants‟ point of view, female producers have more workload at households and working in field is mostly done by hired labor (inter-cultural operation), this could have attributed in the total earnings of the female Jute producers

Seed Usage On-time availability of seed was one of the biggest constraints Jute producers have reported during the start of the Project (Baseline Report- JVC).

Type of Seed Used Total Jessore Satkhira Kurigram Rangpur Indian seed 78.2% 95.2% 68.1% 96.8% 63.6% Local 34.20% 48% 57.2% 5.4% 40.20% Own produced seed 1.8% 0.0% 6.6% 0.0% 0.9% BADC seed 24.6% 48.0% 47.2% 4.3% 21.8% BJRI seed 6.7% 0.0% 1.7% 0.0% 16.5% Don‟t know 1.1% 0.0% 1.7% 1.1% 1.9% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

The Project has been successful in introducing local Jute seed production with the technical assistance of BADC and BJRI. Total 302 beneficiaries (2% of total) had produced 3,230 kg (8-10% of total required seeds from the Project beneficiaries) of their own, which has been used in their own field; also part of the portion has been sold to other interested farmers. The Project has also been successful in introducing climate tolerant Jute seed variety.

Harvesting Harvesting is typically done by hiring and with manual practice using local tools. With the introduction of line sowing, harvesting becomes easier, however, there are still problems associated with harvesting of Jute as producers have reported.

Table 11: Problems with harvesting of Jute Major Problems with Total Jessore Satkhira Kurigram Rangpur harvesting Jute (2016) Shortage of labor 39.1% 96.9% 41.9% 30.9% 38.4% Higher labor cost 56.6% 53.8% 70.7% 57.4% 56.4% Flood 25.7% 31.0% 41.9% 37.2% 16.7% Financial ability 9.6% 27.3% 24.6% 2.1% 9.2% Transportation for retting 25.4% 25.0% 43.5% 16.0% 33.0% Water logging 19.0% 27.6% 50.0% 6.4% 17.4% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

The highest problems have been reported as labor cost (56%) and shortage of labor (39.1%), at the same time, transportation of harvested Jute to the retting place (usually water reservoir) is difficult. Producers of Satkhira and Jessore have reported water logging.

Retting Jute retting is an important post-harvest activity that helps determining the quality of fiber. Traditionally producers used mud and clay with banana plant for retting purpose in closed water bodies. The procedures had two major impacts on environment and on quality of fiber. Due to usage of mud and decomposition, water body become very polluted and non- usable; also the fiber color becomes blackish which yields lower price in the market system.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 37

Table 12: Jute Retting Types of Total Jessore Satkhira Kurigram Rangpur Retting (2016) Traditional 39.1% 72.4% 52.3% 20.2% 52.6% Improvised 51.9% 38.9% 53.2% 69.1% 50.9% Ribbon retting 0.3% 0.0% 0.0% 1.1% 0.0% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

From the Project intervention, producers were trained on improved retting of Jute using non-clay materials and ribbon where water remains shortage. However, ribbon retting was not being popular due to several reasons i.e. labor intensive, machine is not available, more treatment required, and thus only 0.3% of producers have practiced ribbon retting during the Project period. However, it has been observed that more than 50% of producers are now applying improved retting practice.

Grading Traditionally, due to the pressure of immediate sales, producers do not grade Jute fibers, instead they would sell all at the same time at the same price. Traders used to take the advantage determining the whole package at the lowest grade level (SMR).

Table 13: Grading of Jute Fiber Grading of fiber Total Yes 37.8% No 62.2% N 343 Source: Final Evaluation, Switch Asia JVC Project, 2016

It has been evident that grading has been increased significantly at producers‟ level. In the baseline, only 6.5% of producers used to grade of fiber produced, now the percentage has been increased to as many as 37.8%.

Storage Facilities In the study areas, there is 53.4 percent of farmers‟ storing Jute for an average1.3 months. Storage of Jute is beneficial in case of response to climatic impact including heavy rainfall, or to response against negative market trend (low price).

Having Jute storage Total Jessore Satkhira Kurigram Rangpur facilities Yes 53.4% 28.9% 53.6% 59.6% 50.8% No 46.6% 71.1% 46.4% 40.4% 49.2% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Market Linkage and Sales JVC Project has initiated couple of activities for linkage between Jute producers and high end channel buyer to cut the intermediaries and infusing more revenue portion directed to the farmers. Project has received some success in linking few of the Jute producers with Jute mills in Satkhira.

Market Linkage Workshop: 24 market linkage workshops were organized where farmer- leaders, representatives from Jute millers and other market intermediaries participated.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 38 Stakeholders exchanged their views, challenges and present practices among themselves and tried to figure out possible mutually beneficial outcome from the workshops.

Particulars Total Jessore Satkhira Kurigram Rangpur Local individual buyer 16.0% 88.0% 29.5% 0% 5.6% Local trader (Faria, Bepari) 78.2% 50.0% 83.5% 91.5% 73.3% Mahajan 8.2% 21.4% 7.9% 3.2% 9.3% Jute Millers 0.4% 0% 1.7% 0% 0% Govt. BJMC 0% 0% 0% 0% 0% JDP workers/ artisans 0.4% 0% 0% 1.1% 0% SMEs 0% 0% 0% 0% 0% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

At present market system, Jute purchase is mostly controlled by Mahajons (wholesalers) and Beparis. Almost 90% of Jute is sold through these channels whereas, with the Project intervention, Ayan Jute mills purchased9 MT of Jute from Satkhira; however, due to legislative and payment delays, the producers were not much interested to continue the business transaction with them. From buyers perspective, millers require a truck full of Jute (15 -18MT), which individual producers cannot supply. Accumulation and logistics became a great hindrance in this type of arrangement.

A sustainable solution has been proposed by Akij Jute mills as they have nominated an agent to work on behalf of them with payment time to farmers reducing to 1 day, could bring lasting solutions. Still advance money from mohajons, pressure from local arotdars and beparis(dealers and small traders) are playing negative role in achieving success of the model.

Use in Organic Fertilizer in Jute Field There is significant increase of using organic fertilizers mostly cow dung in the Jute field during the time of evaluation. More than 90% of producers including male and female are using organic fertilizers. Farmers in Project areas have used organic fertilizers in Jute filed which was highest in Kurigram (96.8) and lowest in Satkhira (82.9%).

Organic fertilizer Total Jessore Satkhira Kurigram Rangpur Use in Jute field Yes 91.5% 96.2% 82.9% 96.8% 91.7% No 8.5% 3.8% 17.1% 3.2% 8.3% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Usage of cow dung and improved organic fertilizer In the year of 2014, a total of 3,637 kg of cow dung was used by the Jute farmers with a significant amount of 1,188 kg in Jessore District).

Particulars Jessore Satkhira Kurigram Rangpur Year 2014 2016 2014 2016 2014 2016 2014 2016 Only cow dung (in Kg) 1188 2603 825 753 880 1254 744 846 Improved organic fertilizer (in 0 686 13 237 94 293 38 46 Kg) N 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 39 Usages of cow dung have increased all over the other districts except Satkhira. Usage of cow dung in Jessore has increased 119.1 percent. In 2016, it was found that the farmers of all the Districts are using organic fertilizers in their fields. In 2016, it was found in Jessore that 686 kg organic fertilizers have used whereas it was nothing in 2014.

Training Received Total 90.6 percent farmers have participated in the training on Jute production techniques: 63.8 percent of whom were male and 36.2 percent female.

Particulars Sex Total Jessore Satkhira Kurigram Rangpur Male Female Jute production 63.8% 36.2% 90.6% 57.8% 93.9% 97.9% 95.0% Harvesting and post- harvest management 60.2% 39.8% 79.8% 47.6% 61.7% 95.7% 90.8%

N 343 46 83 94 120

Source: Final Evaluation, Switch Asia JVC Project, 2016

Besides, 79.8 percent farmers have participated training on harvesting and post-harvest management in which 60.2 percent were male and 39.8 percent were female. A total of 97.9 percent of farmer in Kurigram district have participated in the Jute production training which was highest in all over districts and 95.7 percent farmer also participated in harvesting and processing of Jute training in the same district which was also highest.

Technology Used in Jute Production One of the thrust outputs of this Project was that it has able to adjust some of the dynamic challenges any value chain Project may face during course of time. The Project has unintentionally selected some of the working location where climatic impacts were huge especially from long-term water logging i.e., Satkhira, Jessore. The Project has identified the constraint properly and tried to bring solution out of the market system by introducing local flood tolerant variety of seed. It has also been successful in bringing relevant stakeholders in this case BJRI, BADC and DAE for input source, technology introduction and demonstration.

Technology Total Jessore Satkhira Kurigram Rangpur Seed line sowing 53.1% 28.9% 37.5% 88.1% 42.5% Improved retting 60.0% 39.4% 67.3% 87.5% 43.6% Organic fertilizer usages 81.4% 35.9% 70.6% 98.9% 89.1% Grading of Jute fiber 50.8% 6.9% 19.4% 84.3% 51.3% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

The Project has also worked to introduce 4 specific new technologies for the producers which were seemingly difficult. Line sowing and improved retting of Jute are most crucial benefits that the Project could bring to the beneficiaries. Before the Project intervention, the practice of these two technologies were zero at beneficiary level; afterwards more than 53% of producers now practice line sowing and more than 60% of producers have started improved retting practice to get better quality Jute fiber.

Group Savings Scheme 507 Self Help savings groups are formed and 80% of Jute producers are saving in differently, Kurigram and Rangpur showed the most significant achievements in group savings. Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 40 Savings group Total Jessore Satkhira Kurigram Rangpur Yes 79.6% 48.9% 50% 100% 95.8% No 20.4% 51.1% 50% 0% 4.2% Source: Final Evaluation, Switch Asia JVC Project, 2016

Almost 100 percent of beneficiaries spoke about the savings group as either beneficial or very beneficial for them. Total 8,281 male Jute producers and 4,400 female Jute producers have been able to manage savings of BDT 4,874,385 which is a significant and noteworthy achievement by the Project.

Savings usefulness Total Jessore Satkhira Kurigram Rangpur

Unnecessary 0.7% 0.0% 1.8% 1.1% 0.0% Useful 59.4% 43.8% 35.7% 74.5% 60.9% Very useful 39.9% 56.3% 62.5% 24.5% 39.1% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Another achievement is that 92.1% of the groups where the Project beneficiaries belong, have bank account. A total of 402 groups have bank accounts. Group bank account Total Jessore Satkhira Kurigram Rangpur Yes 92.1% 60.0% 100% 100% 92.2% No 7.9% 40.0% 0% 0% 7.8% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Access to finance The Project has been working with the smallholder farmers and 30% of the farmers expressed their views about additional financing requirement to cultivate Jute. There are few other impediments offered due to lack of access to financial services.

Loan requirement for Jute Total Jessore Satkhira Kurigram Rangpur production Yes 30% 35.6% 46.4% 13.8% 29.2% No 70% 64.4% 53.6% 86.2% 70.8% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Jute producers are forced to take advances (Dadon) to maintain the cost of cultivation and they are forced to sell Jute to the loan provider at a lower price (as expressed by the producer). Similarly, they purchased different inputs on credit (fertilizer and pesticides), and often they had to rely heavily on input sellers‟ recommendation even if the quality later proved not effective.

Advance taken for Jute Total Jessore Satkhira Kurigram Rangpur selling Yes 12.5% 26.7% 26.2% 2.1% 5.8% No 87.5% 73.3% 73.8% 97.9% 94.2% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 41 During the Evaluation, 12.5% of respondents said that they have received advances but key informants have expressed their views that the number could be as high as 30%.

From whom advance taken Total Jessore Satkhira Kurigram Rangpur Faria 65.9% 66.7% 60.9% 50% 85.7% Mohajon 29.5% 33.3% 34.8% 0% 14.3% Jute Miller 4.5% 0% 4.3% 50% 0% N 343 46 83 94 120 Source: Final Evaluation, Switch Asia JVC Project, 2016

Local traders and Mohajons are the primary sources of advance, and in return, Jute producers had to commit to sell Jute fiber to him only.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 42

IMPACT AT JDP WORKER LEVEL

11 This photograph is captured during the study period, hence the copyright of the photograph belong to CARE Bangladesh JUTE DIVERSIFIED PRODUCTS

Traditionally Jute has been used to manufacture packaging materials like hessian, sack, ropes, twines, carpet backing cloth etc. In order to overcome the declining market of these conventional products of Jute, new technologies have been evolved for bulk use of Jute, as a raw material in the production of high value added and price competitive intermediaries or final products. A host of innovative new products have been developed with high value-addition such as home textiles, Jute composites, Jute geo-textiles, paper pulp, technical textiles, chemical products, handicrafts and fashion accessories etc. These products for new, alternative and non- traditional use of Jute are generally termed as Diversified Jute Products. Among the various diversified Jute products, floor coverings, home textiles, technical textiles, geotextiles, Jute nonwovens, Jute reinforced composites, pulp & paper, particle boards, shopping bags, handicrafts, fashion accessories, apparels etc. have potentials for wider use and application.

A Brief overview of JDP

In 80s, Jute was called the „golden fiber‟ of Bangladesh due to its highest foreign earnings. Thereafter, due to lack of proper government policy and declined global demand, export earnings fell significantly. Synthetic substitutes were other reasons for market fall. The situation is totally different now because of serious concerns about environment pollution and demand for use of natural and less hazardous materials in order to reduce carbon emission.

Despite dipping export trend in the international market, Jute (including Jute goods) is still the second largest export product next to ready-made garments; and currently, Bangladesh is the second largest exporter of Jute after India. In the FY 2015-16 (July-February) export of Jute goods and raw Jute was US$ 561 million of which Jute goods fetched US$470 million and raw JuteUS$91.34 million. Export was to the tune of US$ 868.53 million in FY 2014-15 of which Jute goods earned US$757 million, while raw Jute export US$ 111.53 million (see footnote 12). Though export of Jute goods is increasing, a significant quantity of export comprises traditional items like hessian, sack, raw Jute and Jute yarn which notably add less value. High value added Jute goods have huge potential as diversified Jute products can add value ten times more than the traditional one. Below is a statistics of Jute goods export:

Table 14: Jute Goods Export in 2013-14(Quantity in M. Ton & Value in Lac Taka)

Year 2013-14 Hessian Sack CBC Yarn Others

Quantity Value Quantity Value Quantity Value Quantity Value Quantity Value Total 29122 24056 32807 23104 9394 8285 6104 3593 6334 2738 Export Source: BBS, 2015

Over the last decade, demand for Jute products in the international market has risen owing to a change in the mindset of consumers who prefer eco-friendly products over synthetic. According to a recent research conducted by the Jute Diversification Promotion Centre (JDPC), there are

12 The Financial Express, 25 May, 2016

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 44 133 diversified Jute products and approximately 400 DJP producers in Bangladesh who are mainly operating on sub-contract basis for export market.

According to a study by Katalyst, Jute diversified products (JDP) of Bangladesh have immense potentials for growth in the domestic market because more and more leading business organizations are adopting a 'go green policy' as their corporate motto. The domestic market can grow by another 300 percent from an existing Tk 20 crore to Tk 60 crore a year in the next couple of years due to the strong growth in the boutiques and retail industry and increasing corporate interest on environmental friendly products.

EXPORT OF JUTE AND JUTE DIVERSIFIED PRODUCT

JDP producers make a wide array of products including, but not limited to, shopping bags, hand bags, bottle bags, handicrafts, rags, conference bags etc. Relatively new inclusions are Jute sandals, fashion clothing, Jewelries etc.

Table 15: Export performance of JDP

Export Export Export Export Performance Performance Performance Performance Products for July-June July-June July-June July-June 2011-2012 2012-2013 2013-2014 2014-2015 Jute & Jute goods 967.38 1030.61 824.49 868.53 (Chapter 53, 630510) Raw Jute (5303) 266.28 229.92 126.39 111.57 Jute Yarn & Twine 468.15 506.74 532.81 552.32 (5307) Jute Sacks & Bags 185.26 237.42 110.05 139.45 (630510) Carpet 6.23 8.46 11.68 18.9 (Jute& Others -57) Source: Export Promotion Bureau, 2016

Despite growing demand for new product range, the largest export segment includes different types of Jute bags. According to Katalyst, Jute Fabrics (4%), Footwear (2%), home furnishing (3%), Paper (8%), Decoration (6%), Rugs (12%), Bag (62%), Others (3%).

JDP STAKEHOLDERS

Bangladesh Jute Mills Corporation (BJMC)

Bangladesh Jute Mills Corporation (BJMC) was established with the aim and objective of controlling, supervising and coordinating the activities of Jute mills nationalized and placed under it. BJMC is operating 26 mills (including 3 non-Jute industries). There are 7 mills in Dhaka zone, 10 mills in Chittagong, and 9 mills in Khulna zone. BJMC buys raw Jute for the mills through 182 purchase centers located in the Jute growing areas of the country, ensuring the fair price to the farmers. As the largest manufacturer in the Jute sector, BJMC produces mainly Hessian cloth, different types of Hessian bags, sacking cloth, different types of sack bags, yarn,

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 45 Geo-Jute, blanket, Jute canvas and Carpet Backing Cloth (CBC) etc. from Jute, the longest natural fiber in the world. More than 50 million people are directly or indirectly involved with Jute and Jute industry.

Jute Diversification Promotion Center (JDPC)

Jute Diversification Promotion Centre (JDPC) was established in 2002 for five years. Its phase 3 started in January 2013. A 20-member Steering Committee headed by the Secretary, Ministry of Textiles and Jute, Government of Bangladesh works as the Governing Body of the Centre and Executive Director, JDPC acts as the Member-Secretary of the Committee. The JDPC head office is located at Dhaka in the former premises of International Jute Study Group. JDPC has been created with the vision of improving Jute scenario, sustained development of Jute economy and reviving the past glory of Jute as "Golden Fiber" through extension of uses and production of Jute products and Jute diversified products (JDPs) of high value addition, in particular and thereby improving socio-economic conditions of farmers and other sections of people involved directly or indirectly with the sector

Small & Medium Enterprise Foundation (SME Foundation)

To promote Small and Medium Enterprises (SMEs) for alleviating poverty, generating employment and thereby accelerating economic growth, the SME Foundation is a limited company licensed by the Ministry of Commerce as a not-for-profit organization and registered under the Companies Act (Act XXVIII) of 1994. SME Foundation is established by the Government of Bangladesh under Ministry of Industries as an apex institution for SME development in the country. The major activities of SME Foundation are implementation of SME Policy Strategies adopted by the Bangladesh Government, policy advocacy and intervention for the growth of SMEs, facilitating financial supports for SMEs, providing skill development and capacity building training, facilitating adaptation with appropriate technologies and access to ICT, providing business support services, etc.

Export Promotion Bureau (EPB)

The Export Promotion Bureau (EPB) is a Bangladesh government agency located within the Ministry of Commerce. It is responsible for developing the nation's export industry. The Export Promotion Bureau Ordinance was enacted in 1977. EPB headquarters are in Dhaka, with regional offices in Chittagong, Khulna and Rajshahi. In addition, there are branch offices in Sylhet, Comilla and Narayangonj. The EPB consists of multiple Divisions; Policy and Planning, Commodities Development, Information, Fairs and Display, Administration and Finance, Textile, Statistics and Research, Information and Communications Technology Division.

Bangladesh Jute Research Institute (BJRI):

The Bangladesh Jute Research Institute is the oldest mono-crop research institute of the country. After the liberation of Bangladesh in 1971, Jute Sector was taken up with special and realistic approach. The Bangladesh Government promulgated the Jute Act in 1974 and established Bangladesh Jute Research Institute (BJRI) with specific mandate which was modified in 1996 with the following major functions.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 46 PROJECT INTERVENTIONS WITH THE JDP WORKER

Bangladesh has overturned some of the negative assumptions arose in the global arena regarding poverty, unemployment and population growth and have been successful in creating a large population base into a workforce. The best successes have been recorded in RMG, Textile & Pharmaceuticals industry where number of workers have been recruited skilled, semi- skilled or unskilled labor. As a whole, it contributed a lot in rural economic advancement and the economic development of Bangladesh as well.

The market for raw Jute yarn has been declined over the decades and value added market for Jute based diversified product has seemed to get momentum worldwide. Not only European countries including those from Scandinavians and US, Canada markets have grown concern over eco-friendly production and consumption. This driving force have created a promising market prospects for Jute diversified product, as Jute is considered as the top environment- friendly elements. Many countries have started replacing plastics or synthetic based products with bio-degradable products i.e. Jute and paper based solutions.

The Project to revive the golden days of Jute has rightly addressed the opportunities by stepping in strengthening the Jute Diversified Product promotion. As a working method, CARE Bangladesh has developed clear strategy in tapping the opportunity.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 47 International Clients for JDP

National SMEs Domestic Clients for JDP (N=15)

Local SMEs (N=5)

Contracting Agent

Jute Diversified Product Workers (N=2,000)

Jute Diversification IMPORTERS OF Promotion Centre JUTE FABRICS

JUTE MILLERS & SPINNERS Jute Producers (N=16,0000)

Weak Association Moderate Association Strong Association No Association

Figure 1: JDP Value Chain JVC Project has triggered following Top-line activities for the development of the Project

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 48 JDP ACTIVITY FRAMEWORK

Skill Design Development Arranging Local Development Trainings for JDP Trade Fair Facilitation Worker (Jessore, Khulna, (Month Long (2000 JDP Rangpur- 4 Design workers has been Numbers of Local Development SME Consortium trained for six Trade Fair Workshop has Development months) Arranged) been facilitated) (June 2016)

Linkage between Arranging Trainers Training for SME Local SMEs, National Trade Development on Compliance National SMEs, Fair Initiatives and Standards JDP Workers (1 National Level (ToT arranged for (..... No of Trade Fair creating master Linkage Arranged- DRIK Trainer Workshop Gallery) Development conducted at Program, SME regional and nominated national level) participants for (...... ) no of the program) orders has been served by JDP workers to either local or national SMEs. Figure 2: JDP Activity framework

SKILL DEVELOPMENT TRAINING PROGRAM FOR JDP WORKERS 2,000 JDP workers have been trained under the skill development program taking 500 workers from each working region i.e. Kurigram, Rangpur, Jessore and Satkhira. Training has been conducted for 6 months at three batches. Each of the training batches accommodated 25 participants from those who formed groups.

Key components of the training program: - 2,000 JDP workers trained - JDP workers trained on 28 items - Hand based work and sewing based work included - 6 months long training program - All the participants were women - 11 SMEs selected as Training Service Provider, 22 trainers facilitated training sessions.

Table 16: Training was helpful for the participants

Responses Rangpur Kurigram Jessore Satkhira Total Yes 100% 100% 100% 95.83% 98.90% No 0% 0% 0% 4.17% 1.10% N 31 25 11 24 91 Source: Final Evaluation, Switch Asia JVC Project, 2016

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 49 98.90% of the JDP workers have expressed their views that the training was helpful. They have learnt new skills and developed an earning source. Only 1.1 percent respondents have shown their dissatisfaction on training.

Selection of Trainers CARE Bangladesh has adopted recruiting trainers with good skills for conducting sessions. It was an open selection process and trainers/training organizations have been selected based on Cost and Quality based method, which helped achieving the success of the training program as almost cent percent of the participants have expressed their views about the effectiveness of the training program and elements that they have learnt from it.

EFFECTIVENESS OF THE TRAINING

Skill Set Development The prime objective of the training program was to increase the skill sets of the JDP workers in certain product making so that they can work as paid hand for SMEs either local or national. Total 28 categories of product have been taught in hands in every group; however, not every worker has adopted the top skill of every category.

Workers have reported that they are now able to make any sort of bag, shoes and slippers, gift items, handicrafts and fashion accessories. Besides, they can make ropes and other raw materials required for making JDP. 5 groups in Satkhira and Jessore have showed a very good skill for making Jute ropes (beny).

Table 17: TOP Product Ranking from JDP Workers Perspective

Types of Products Making Total RANK

Bag Making 96.7% 1 Shoes and slippers making 91.2% 2 Household products making 87.9% 3 Gift items making 82.4% 4 Handicrafts making 70.3% 5 Fashion accessories making 59.3% 6 Home textile making 44.0% 8 Household textile making 53.8% 7 Rugs making 22.0% 9 Paper and pulp making 13.2% 10 N 91 Source: Final Evaluation, Field Survey, 2016

While surveying, it was found that JDP workers have skills in 10 areas. Among 10 areas, bag making got the highest rank which was 96.7 percent. Shoes & slippers making, household products making, gift items making got above 80 percent, they ranked 2 to 4 accordingly. JDP workers have less skill on paper and pulp making which shows only 13.2 percent.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 50 Table 18: Skill level of JDP workers Skill Level Rangpur Kurigram Jessore Satkhira Total Of The Project BAG MAKING SKILL Good 90.32% 88% 36.36% 70.83% 78.02% Average 6.45% 0% 18.18% 29.16% 12.08% Not Good 0.00% 0.00% 27.27% 0% 3.29% Total 96.77% 88.00% 81.81% 99.99% 93.39% GIFT ITEM MAKING Good 61.29% 56% 27.27% 62.50% 56.04% Average 12.90% 24% 18.18% 16.66% 17.58% Not Good 0.00% 0% 18.18% 0% 2.19% Total 74.19% 80.00% 63.63% 79.16% 75.81% RUGS MAKING Good 22.58% 0% 0% 20.83% 13.18% Average 64.57% 28% 0% 0.00% 9.89% Not Good 0.00% 4% 0% 0.00% 1.09% Total 87.15% 32.00% 0.00% 20.83% 24.16% FASHION ACCESSORIES MAKING Good 25.80% 20% 45.45% 58.33% 35.16% Average 16.13% 16% 9.09% 25.00% 17.58% Not Good 0.00% 0% 27.27% 0.00% 3.29% Total 41.93% 36.00% 81.81% 83.33% 56.03% HANDICRAFTS MAKING Good 77.42% 16% 36.36% 36.00% 47.25% Average 9.68% 24% 18.18% 45.83% 17.58% Not Good 0.00% 0% 18.18% 20.83% 2.19% Total 87.10% 40.00% 72.72% 102.66% 67.02% HOME TEXTILE Good 22.58% 20% 18.18% 54.16% 29.67% Average 19.35% 16% 0% 12.50% 14.28% Not Good 0.00% 0% 0% 0% 0% Total 41.93% 36.00% 18.18% 66.66% 43.95% HOUSEHOLD PRODUCTS Good 77.41% 64% 36.36% 58.33% 63.73% Average 9.61% 12% 18.18% 29.16% 16.48% Not Good 0.00% 0% 18.18% 0% 2.19% Total 87.02% 76.00% 72.72% 87.49% 82.40% SHOES AND SLIPPERS Good 93.54% 60% 45.45% 66.66% 71.42% Average 0.00% 12% 18.18% 20.83% 10.98% Not Good 0.00% 0% 18.18% 0.00% 2.19% Total 93.54% 72.00% 81.81% 87.49% 84.59% PAPER AND PULP Good 19.35% 4% 0% 20.83% 13.18% Average 0.00% 0% 0% 0% 0% Not Good 0.00% 0% 0% 0% 0% Total 19.35% 4.00% 0.00% 20.83% 13.18% Source: Final Evaluation, Switch Asia JVC Project, 2016

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 51 The above table shows that JDP workers in Rangpur and Satkhira have better skills on different products making compared to other districts. For bag making, workers in all sample districts have good quality skills (78.02%) in which Rangpur workers has 90.32 percent followed by shoe & slipper (71.42%) and household products (63.73%).

Diversified Jute Based Products, Rangpur, 201613

Jessore workers have lack of skills on bag making which showed 27.27 percent. Making skills of shoe & slipper, Rangpur workers has 93.54 percent skilled workers followed by Satkhira (66.66%). For gift products making, Satkhira‟s workers have better skills (62.5%) followed by Rangpur workers (61.29%). Overall, Jessore JDP‟s worker have lack of skills on making shoes& slippers, household products, handicrafts, fashion accessories, gift item making etc. Workers in different districts (Rangpur 19.35%, Kurigram 4%, Jessore 0%, Satkhira 20.83%) have limited knowledge and/or no knowledge on making paper and pulp products.

SMEs perspective about JDP workers SMEs are the primary sources of income either creating scope for engaging as workers, or as suppliers of produced JDP. Most of the SMEs have opinioned a different perspective about the skill set of the JDP workers. Some of the SMEs have reported about further improvement of proficiency on making particular product. They have suggested some specific areas of improvement needed for the JDP workers as such-

- Measurement: workers do not still fully understand the actual order size requirement and negative impact of bleaching the measurement agreed with the buyer. There were couples

13 Photographs taken during final evaluation, copyright, CARE Bangladesh

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 52 of examples of remaking, cancelled order, adjusted order has been observed during the evaluation. - Timeliness: still the sense of delivery time and commitment has not grown at professional standard among the workers. Delayed delivery, inconsistent work load adjustments are keys to not having tasks from SMEs. - Design sense and Finishing: SMEs have suggested a lot more work and efforts are still needed to make the worker ready as a whole to increase the design sense and finishing specification. - Quality Control: workers have not learnt about the quality control mechanism (groups with current workflows have learnt from experience and suggestions from buyer) in place, hence it becomes difficult to maintain standards.

There are good examples of successful relationship with SMEs and JDP workers also co-exist. Bunon and now Mizan Handicrafts in Satkhira have been successful in infusing quality control mechanism among its contracted workers and these 200 workers are very efficiently making Shika and Ropes, which are sold to national buyers. Onek Asha Kutir Shilpa, Charushi Satranji, and Moni Jutes are working in a different modality with the JDP workers.

Less is more 28 items were too much to learn for the participants even in six months‟ timeframe. It could have been easier to adopt the learning skills for the participants to learn lesser items, probably most important 10 categories that workers could carry through the next level.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 53 CHANGES IN INCOME

“Rise in Income” is the most significant indicator that the Project brought for the JDP workers. 82% of JDP workers have started earning at some point after they connected the program.

Table 19: Income source of JDP workers

Source of income before working as Total JDP Agriculture 7.7% Daily Labor 4.4% Sewing 28.6% Other 12.5% No income 35.2% N 91 Source: Final Evaluation, Switch Asia JVC Project, 2016

Before working as JDP workers, 35.2 percent had no income, 28.6 percent workers had income which came from sewing. JDP has provided 81.31% of women household members a new source of Income.

35.2% of the respondents have received at least 18.69% 1,000 taka working as commercial hands under different contracts. 16.5% of the workers have reported to have income within BDT 5,000 range and a good number of 24.2% have earned at 20,000 threshold level. There is a high income 81.31% group from Satkhira and Rangpur earning around Started earning from JDP work 50000 taka so far. Could not earn any from JDP work

Table 20: Income of JDP worker

Income from District Total JDP Jessore Kurigram Rangpur Satkhira 0-1000 Taka 11.0% 5.5% 2.2% 16.5% 35.2% <5000 Taka 1.1% 2.2% 14.3% 9.9% 16.5% <10000 Taka 0.0% 0.0% 3.3% 0.0% 3.3% <20000 Taka 0.0% 16.5% 7.7% 0.0% 24.2% <50000 Taka 0.0% 3.3% 5.5% 0.0% 8.8% >50000 Taka 0.0% 0.0% 1.1% 0.0% 1.1% N 11 25 31 24 91 Source: Final Evaluation, Switch Asia JVC Project, 2016

There is an important note to consider the magnitude of the income figure as many of the training program has concluded in the Project ending period as it started late. The time lapse was not quite sufficient to create linkage and market access as qualified workers or producers.

ORDERS SERVED

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 54 From business perspective and sustainability in mind, probably it is more important to configure no of orders served than to note level of income earned.

Table 21: Orders served by JDP workers

No. of order District Total served Jessore Kurigram Rangpur Satkhira <5 11.0% 7.7% 1.1% 12.1% 31.9% >5 1.1% 5.5% 14.3% 7.7% 28.6% >10 0.0% 5.5% 7.7% 0.0% 13.2% >20 0.0% 0.0% 4.4% 5.5% 9.9% >50 0.0% 8.8% 6.6% 1.1% 16.5% N 11 25 31 24 91 Source: Final Evaluation, Switch Asia JVC Project, 2016

It is expected that within the timespan the number of orders received cannot be huge. More than 50% of the respondents who have started earning only received order around 5 times from the buyer. Few of the groups, who are strongly connected, have received orders for more than 20 times in their working tenure (Satkhira).

OTHER DIRECT IMPACT14

JDP workers have now started earning (80%) and contributing to cover portion of family and household expenditure. Before the training program, family members and society members were skeptical about the benefit of the program and in many ways tried to discourage the participations. However, seeing the results in three different ways i.e. income rise, linkage with outer community and recognition from participation in different fair and exhibitions, the outlook of the society, neighbor and family have shifted towards positive factors.

Table 22: Training Impact on JDP workers

Direct Impact of Training Rangpur Kurigram Jessore Satkhira Total Rise in Income 93.54% 88% 18% 75% 78.02% Rise in Social Position 61.29% 72% 45% 79.16% 67.03% Leadership Skill Developed 16.12% 12% 9.09% 62.50% 26.37% More financial skill 67.74% 56% 0% 50% 51.64% Improved Market Access 25.80% 20% 9.09% 37.50% 25.27% N 31 25 11 24 91 Source: Final Evaluation, Switch Asia I-JVC Project, 2016

After having training, overall 78.02 percent workers have income increased in which 93.54 percent in Jessore followed by Kurigram (88%). Overall 67.03 percent of workers have increased social position in which Satkhira workers made significantly (79.26%). Overall 25.27 workers need improved market access in which 37.50 percent required for Satkhira workers. 67.74 percent workers in Rangpur need more financial provision; overall it is required for 51.64 percent of workers.

14 Multiple Responses are recorded from respondents feedback.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 55 EFFICIENCY OF THE TRAINING PROGRAM

Mobilization It was not an easy task to access, motivate and engage participants, especially women, in a new modular training program with such a long duration, surprisingly participation was almost constant round the year training sessions. It was mainly because of training designing as it was divided into three batches where each batch continued for 2 months long. It helped the participants to accommodate their family, personal and social works, activities and events into their busy work schedule. The Project was fully successful in mobilizing the participants into the program.

Market Assessment and selection of training contents

Selection of the training contents; what to teach and how much to teach are very important for successful resource utilization. Demand driven activities had always been proved more successful than to supply driven. During the baseline assessment, an initial training need assessment has been found where areas of training has been highlighted for the program (Baseline Report, Switch Asia Jute Value Chain Project), but it was very late to re-adjust the contents. A thorough market understanding about what are the products more demanded, what are the products more feasible to introduce at participants level could have been done before starting the training program.

Equipment and Tools Sewing machine were made available for training sessions, and it helped the participants to learn sewing base work i.e. Bag Making easier. There are other tools necessary for the training programs were found adequately sufficient.

Facilities and Infrastructure There were permanent addresses for training program all over the duration, helping the participants to plan and feeling comfort as the venues were within the reach of their residences. As 100 percent of the participants were women, they had some specific need during the sessions. Some of the needs were addressed by the Project, some could have done better.

- Toilet facilities: in some cases, no. of toilet and their usability were not sufficient - Storm and Rain Protection: in few cases, the training venues were unable to protect against rain and storm. - Display: A very good initiative by the Project to allocate a centre to store and display of product developed from training, new sample product. - Training Module: JDP workers have expressed that it could have been better if each group were provided with printed module with designs and production procedures.

TIMELINESS

Last batch of trainings were concluded by early 2016 with the first batch starting during last quarter of 2014. It was understandable that group formation, motivation and organizing such training program takes time, considering all the difficulties and constraints faced by the Project

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 56 inside and outside, it would have been better if the training could be arranged a few months earlier.

The late surge of training concluded some scheduling problem, difficulties in program arrangements and most importantly, less time to create market access linkage, which has been reflected on lost opportunities of more orders and more income.

Table 23: Constraints faced by JDP workers

Constraints Rangpur Kurigram Jessore Satkhira Overall No Sewing Machine 74.19% 64% 90% 66.66% 71.42% Design Problem 70.96% 44% 100% 54.16% 62.63% Absence of Buyer 16.12% 24% 90% 62.50% 39.56% Irregular Order 32.25% 56% 9% 75% 47.25% Cancelled Order 32.25% 0% 0% 8% 3.29% Raw Material Source Difficult 9.67% 16% 72% 58.33% 31.86% Lack of Financial Access 38.70% 12% 36.36% 29.10% 28.57% More workload 3.20% 36% 0% 25% 17.58% Lack of Skill set required 12.90% 0% 100% 54.16% 30.76% N 31 25 11 24 91 Source: Final Evaluation, Switch Asia I-JVC Project, 2016

Overall 62.63 percent workers in sampled districts mentioned that they have design problems in which 100percent were found in Jessore followed by Rangpur (70.96%) and Satkhira (54.16%). Overall 71.42 percent workers did not have sewing machines in which 90 percent in Jessore followed by Rangpur (74.19%). Overall 47.25 percent workers mentioned that they are facing irregular order problem and it is significant in Satkhira. 72 percent of workers in Jessore mentioned that they are facing challenges for sourcing raw materials.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 57 FACILITATING MARKET DEVELOPMENT OF JDP

Women beneficiaries have seen and acknowledged the benefits of learning skills about JDP and they have shown eagerness for new jobs/works. CARE Bangladesh has initiated and facilitated few market development activities under this intervention areas

- Regional Trade Fair: Trade and cultural fairs are important social events in Bangladesh and people around locality wait eagerly for important fairs. Sellers, entrepreneurs and spectators all look for gains from these fairs. It is also a tradition in Bangladesh that these trade fairs are important celebration of joy and happiness as well purchasing things of interests. Many reserves money to spend in these fairs, and also invites relatives living long distance during the time of fairs. CARE Bangladesh with the assistance of local implementing partners has successfully facilitated participation of different JDP workers and SMEs into the fair. Four regional fair has been recorded so far as active participation from JDP workers.

o Increased Sales: BDT 54,364 of sales has been achieved by JDP workers during the fair. o Confidence Level Increase: JDP workers have seen boosted confidence after attending the fair. o Professional Learning about real life business: Good quality products get quick sales and more revenue, bad quality products get unsold, this professional learning has helped the JDP workers understand the real-life business dealings. o Linkage with other potential buyer: Some of the JDP workers have reported that they met interested candidates who want to buy products from them or want to make products for them. These sales lead could not be achieved due to low management and business capacity of the workers.

Figure 3: National Trade Fair of JDP

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 58 - National Trade Fair: CARE Bangladesh has arranged a national SME Fair on Jute Diversified Product at Drik Gallery, Dhaka, Bangladesh. All the participating SMEs were members of the program and JDP workers were also invited to attend in the program.

- The event was widely successful in creating more awareness about using eco-friendly products that helped in developing markets for JDP, and also facilitated SMEs in boosting their sales and linkage with other stakeholders.

- International Trade Fair: The Project assisted two SMEs to participate in International Trade Fair arranged in Hong Kong to create linkage with international buyers.

Summary of the trade fairs

Table 24: Summary of Project facilitated trade fair

Level of Fair Title of the Fair Year of the Outcome Remarks event Regional ESDO annual foundation JDP Workers of anniversary Fair: Kurigram Agriculture and Food 2015 1,140 BDT SATKHIRA JDP Security Fair: Workers Begum Rokeya Fair 2015 6,920BDT RANGPUR AND KURIGRAM JDP Worker Christmas Fair 2015 3,400BDT Satkhira JDP Workers ModhuMela (Fair) 2016 42,904 BDT SATKHIRA AND JESSORE JDP Workers International Galeries Lafayette (GL) April, 2015 Quality did CHARUSI and Buyer Visit not matched GOLDEN expectation HANDICRAFTS International Ambiente, Frankfurt Basket 2000 Hand Touch, Fair pcs, Hanger Peerless, The 2000 pcs, Source, Golden, Scarf 200 Spadix and pcs, Rope Dimond Jute Knot 5,000 pcs and Skipping Rope of 100,000 pcs. Hong Kong Mega Show Unknown Spadix and Golden Handicrafts Source: CARE Switch Asia Project Report

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 59 IMPACT ON ORGANIC FERTILIZER MANUFACTURER

The project has worked with 60 Organic Fertilizer Manufacturers in four project location, each of the partner organization has worked with 15 OFM. Initially it was designed as group based work, later on the project has modified the working method by individually facilitating the development of organic fertilizer manufacturing business, as it tried to establish a sustainable business model.

There has been training facilities for the organic fertilizer manufacturers and also some linkage building activities with the jute producers.

In some areas especially in Kurigram and Rangpur, Organic Fertilizer Manufacturers have got good successes. There were also some challenges in implementing this intervention.

- Cow dung as the main raw material for the organic fertilizer, and widely available at producers level, so more producers were not interested to purchase the organic fertilizer as business transaction. - Initially there is some investment required for starting up a scientific manufacturing pit and all. Sometimes, it is hard where bamboo, straws are not widely available for making the ditch and boundaries.

In spite that, OFM has been widely practiced among the producers, some of the areas have been established as business case and in most cases; producers have adopted the technologies and scaling into other crops and areas.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 60 Drives to Start Organic Fertilizers

It can be concluded from the study outcomes that 34 percent of the total farmers are driven to start organic fertilizers by the inclination of having more earnings where as 11 percent of the farmers look for environment friendly operation and natural process of production.

11% 11% 0% 11% 11% environment friendly better production low cost 11% earn money 11% freedom training land fertility 34%

Figure 4: Drives to Start Organic Fertilizer Production

Training Knowledge From the outlook of the findings it can also be assumed that 11 percent of the farmers are inclined to have better production procedure, 11 percent of the farmers desire to explore the low cost production materials, 11 percent producers emphasis on freedom of the production procedure from typical types of production materials, 11 percent farmers are willing to have training of new type of production and another 11 percent of the farmers put strength on the production procedure by which they will be able have expected fertility of their lands.

40% 34% 35% 33% 30% 25% 20%

15% 11% 11% 11% 10% 5% 0% Knowledge about Process of Inventory Post Production Packaging and Organic Fertilizer Production Management Product Promotion Management

Figure 5: Training Knowledge

Farmers who have training on organic fertilizer production, has been investigated about the in- depth knowledge building, 34 percent of the OFM have learnt the process of organic fertilizer

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 61 production. Before that they had little knowledge of organic fertilizer production. 33 percent of the respondent who were ignorant about organic fertilizer became willing to have initial knowledge about organic fertilizer. Input for Organic Fertilizer Production

Different raw materials are used for organic fertilizer production where cow dung is the major element. However, commonly and readily available low cost materials are the primary sources of input.

Curry 29%

0% Tricodarma

Water-Hyacinth Compost 29%

Cowdung Compost 100%

Vermi Compost 21%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 6: Types of Organic Fertilizer Produced

100 percent of the farmers use cow dung for making their compost where as 29 percent of the producers use vegetable wastage as their organic fertilizer raw materials and another 29 percent of the respondents use water-hyacinth to have made their required compost as fertilizer. Vermi-compost is another type of the organic fertilizer used by the farmers with the weight of 21 percent of the respondents.

SALES OF By accelerating the production of organic fertilizer, farmers are looking forward to have different uses of the fertilizer as selling the produced products to others, own consumption of fertilizers in other crops field and own consumption of fertilizer in Jute field.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 62 Usage/ Consumption of OF _Sales to 28% Others 18%

Usage/ Consumption of OF_Own 43% Consumption in Other Crops Field 27%

Usage/ Consumption of OF _Own 47% Consumption in Jute Field 26%

0% 10% 20% 30% 40% 50%

2016(Average Percentage) 2014(Average Percentage)

Figure7: Buyers of Organic Fertilizer

Analyzing the trend of organic fertilizer uses it is clear that in 2016 the uses of fertilizer have increased dramatically than that of in 2014. The sales of organic fertilizers by the farmers to others have increased by 10 percent in 2016 than that of the 2014 where the consumption in other crops field have increased by 16 percent in the 2016 than that of 2014 along with an increase of 21 percent in Jute field.

10%

Jute farmers

Vegetable growers

Rice Growers

80%

Figure8: Main Buyers of Organic Fertilizer

Organic compost are being used in Jute crops, vegetables including potato, cereals i.e. rice and maize. Jute farmers are the most prominent user of the organic fertilizer with 80 percent of the weight the total uses of organic fertilizer; this is mainly because the Project has selected the Jute as the target sector. Among the major buyers of the Organic fertilizers 10 percent of the weight belongs to vegetable growers and other 10 percent to the weight goes to the rice growers. Though the use of organic fertilizer seems cost effective to the cultivation of all the crops, Jute farmers become the first movers of using organic fertilizers in their field.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 63

Economic Support

45% Equipment

37% Training

Support for Selling or Market Demand Creating

Figure9: Government Related Support for Organic Fertilizer Production

Analyzing the government patronization regarding the promotion of organic fertilizer uses, it has been found that 45 percent the support of the government comes to the farmers in terms of economic point of view along with 37 percent of patronization in the form of training materials and programs. According to the respondents, it can be stated that government also try to prop up the uses of organic fertilizers by providing equipment to the farmers as well as the support for selling or market demand creating for the producers. A government official such as sub assistant agricultural officers also try to communicate with the farmers regarding any types of problems arises during the production of organic fertilizers.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 64 11% 22%

Environment Friendly 22% Increased Production Low Cost Better Quality

45%

Figure10: Shifting to Organic Fertilizer

45 percent of the respondents have opinioned that the uses of organic fertilizers lead the increase in production. 22 percent of the respondents have increased their organic fertilizer uses because of its environment friendly production procedure and post production effect on field. 22 percent of the respondents pointed out that the production of organic fertilizer seems cost effective than that of chemical fertilizer. Quality of the produced products has been the concern of 11 percent of the respondents and they argue that the uses of organic fertilizer yields better quality of their produced products in the field.

Natural Calamities 33% Transportation Facility 50% Low Demand

17%

Figure11: Major Challenges of the Existing Business

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 65 The respondents of the study are to point out the major challenges of their existing business and put their weight to the problems of priorities. 50 percent of the farmers have stated that natural calamities like flood, drought, heavy rainfall, river erosion are the challenges of foremost interest. As per the farmers experience most of the time natural calamities cause their losses of 60-100 production on field which are uncontrollable elements of the business operation. 33 percent of the farmers fear about the downfall of demand of a particular product on the selling season which is caused by the low demand of the product in market and brings 30-60 percent losses of their investment. 17 percent of the respondents are aware of the forward facility of the distributing the products by which they are pointing out on the poor transportation facility or inadequate emphasis on transporting the produced products.

Training Facility 100%

Technical Support 70%

Infrustructure 30%

Financial Assistance 60%

Figure12: Expected Resources from the Project

Respondents have questioned about the expectation from either the regulatory authority of the Bangladesh or the current Project of care Bangladesh. Different types of advisory services have been asked to provide to the farmers or respondents. 100 percent of the respondents concede that to run the business with profitability, continue the use of organic fertilizer and spread the use of organic fertilizer to other crop production, they need proper training programs to have better insight of the production of their expected crops. 70 percent of the farmers have pointed that they need the technical support to have best uses of their resources like crop field whereas 60 percent of the respondents are longed for having financial assistance to reduce their needed loanable funds for working capital of their business. Apart from the other issues 30 percent of the respondents need infrastructure for producing organic fertilizer to be used in their fields.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 66 MARKET FACILITATORS; TRAINERS, DESIGNERS

SMEs are the drivers of the sector and working as the primary agents for selling the JDP in domestic and International market. Around 152 SMEs15 are operating in Bangladesh and JVC product had initiated the sector development process engaging 20 of the SMEs of different capacity at national and regional level.

ENTERPRISE DEVELOPMENT AND BUSINESS MANAGEMENT (EDBM)

One of the key activities under SMEs‟ capacity development program has completed on October, 2015 at Manikganj. 15 participants were present against planned 20 SMEs; rest could not attend due to several difficulties. Entrepreneurship, business management and business development were key topics of the training program, while participants praised the content of the program.

MASTER TRAINERS DEVELOPMENT

CARE Bangladesh has learnt throughout the development process, that there are shortages of skilled trainers within the reach of the community and also within the industry. The shortage have lasting impact on the sector development as to keep pace with the changing world in terms of design, materials and contents are ever changing very frequently.

200 master trainers were developed under the activities carried out where participants from community and SMEs have been selected on scoring basis. Trainees upon returning to their workplace will teach others about what they learnt from the sessions.

NEW PRODUCT DESIGN

S. Jacqueline Corlett, an International Designer has been contacted to evaluate the present standards of the products, skill level of workers and train JDP workers and SMEs on new product development.

SMEs have expressed their satisfaction about the program at the same time urges for customization of any such few endeavors keeping in mind the context of localized market. She has personally visited around 8 SMEs (Parul Garden, Golden Handicrafts, Charusi, Jute Mart, Moni Jute, Peerless) and consulted individual enterprise specific problems and provided guideline to them.

SOCIAL AND ENVIRONMENTAL COMPLIANCE STANDARDS

Internationally compliance and standardization has been a highlighted issue in entering mainstream market. Project associated SMEs have attended the training and learnt about productivity concepts and principals, good housekeeping, quality control circle, TQM, pricing and other production and compliance related issues.

15 Value Chain Analysis of “Diversified Products of Jute”, Md. Saifuddin Khaled, A report by PKSF

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 67 PROFILING, BROCHURE, DIGITAL PRESENCE

CARE Bangladesh has assisted in developing enterprise brochure and their product portfolios included in the brochure to help the SMEs representing in the different national and international fair. This was a very necessary activity long due as SMEs have little capacity to do such an important tasks. During the process, SMEs have revisited their capacity, business line their promotional abilities and learnt about promotional elements.

A Facebook group called “We the T20 JDP Entrepreneur” has been developed to create internal communication platform, sharing of knowledge, discuss about difficulties, constraints and opportunities, and has been a hyped activity among the SMEs. This platform has accelerated bonding among the SMEs and enhances the digital presence of the SMEs that will help catering more market demand. However, it is too early to evaluate the performance of the online platform.

SME Consortium

It was evident that the sector is still learning in many perspectives i.e. design, markets, buyers, supply chain, workers, logistics, finance, incentives, favorable environment and above all market competition. As the drivers of the sector, SMEs need to do take collective strategy that will eventually bring the thrust factor within the sector.

It was a good plan to create a consortium of the SMEs working with the Project, and different initiatives have been taken at different time frame of the Project. Many formal and informal meeting and discussion took place about the formation objective, process, activities and strategy. Unfortunately it took a long time to create such a platform, however, the Project was succeeded in the end and the consortium has been formally established in June 2016 with a president and executive committee on board.

Joint visit to JDP workers group, attending in trade fair together created healthy relationship between SMEs despite their business secrets. Another important aspect of SME consortium is that it will also work for load distribution as often single SMEs are unable to complete export order by itself, it can eventually be discussed and work-load distributed among other SMEs. Though any numbers could not be derived during evaluation, but the process has started working (Source: President, SME Consortium).

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 68 OPPORTUNITIES TAKEN AND MISSED

Firstly, 4-5 SMEs are placing regular orders to JDP workers‟ communities; however, the rests are not yet directly professionally linked. If all 20 SMEs are well connected with the JDP workers‟ community, the community level income will be highly boosted and there would be more significant changes in socio-economic conditions.

One of the primary reasons behind the story is that the linkage development work has took much time (which was necessary) but started a little late. By the time, SMEs are preparing for connectivity with the JDP workers the Project has already seen the end-line.

Secondly, prioritization of activity distribution and re-arrangement of financial allocation could have done to boost the existing performance of JDP workers and SMEs as well. There were few underperforming SMEs, those did not contribute in the development process due to internal causes, could have been discharged from the program and more potential and capable SMEs could be brought under the program.

Most significant contribution from the SMEs has been found from “MIZAN Handicrafts”, “CHARUSHI SATARANJI”, “ONEK ASA KUTIR SHILPO” “SUCHARU” “MONY JUTE” and these SMEs can be facilitated with more technical support by linkage and promotions.

Despite the fact, many of the SMEs are not connecting with the JDP workers, SMEs also faced fierce downturn of their business and many of the businesses has faced lot of trouble due to arson in Bangladesh i.e. Hartals, Strikes and experienced cancelled orders, cancelled visits from buyers and withdrawals of contract ( Jute Mart, Bunon, Sucharu).

Increased facilitation of national and international trade fairs could have been done to trigger their sales.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 69 WOMEN ECONOMIC EMPOWERMENT

Many of the group leaders are now working as focal point for contract arrangement, work mobilization, quality control, financial arrangement and disbursement of payments and see the instant changes the status quo within the family and surroundings. They are now being considered as persons with integrity, wit and trustworthiness. People including men are asking for opinion and activities of them which is a big change in the society.

13.18%

86.81%

Actively Contribute Do not have access to decision making

86.81 percent workers are actively contributing decision making process in their household. Within that 42.62 percent workers are contributing on regular household activities, 21.3 percent workers contributing in education for their children.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 70 When hardship battered women members within and outside family, they had to depend for everything on their male counterpart in the family. They did not have any contribution to the decision making. With the societal change and income level rise situation had changed over the decades. However, still women were not considered to be important part of top decision making.

Actively Participating Area by Women Percentage Regular Household Activity 42.62% (Food, purchase, renovation, etc.) Education for Children 21.31% Bearing Own Expenses 4.91% Outing 1.61% Did not answer 29.78% N 91 Source: Final Evaluation, Switch Asia JVC Project, 2016

With the JVC Project contribution, women have started earning and now they are contributing to meet the household expenditure. Most important area has been described by the beneficiary women is that they can meet the need of their children for snacks, Tiffin and purchase of books and other educational materials. They feel heavily enlightened when they can contribute here, in some cases they have even contributed to bear the daily expenses of their husbands who were out of work for instance.

They could buy small household utilities even bear some portion of expenses while visiting relatives and neighbors‟ as token of gifts.

Women spearhead against fighting poverty Parul Begum, Kalaroa, Satkhira When her husband stranded her with two young daughters to feed nearly four years back, she has nowhere to go but to return to her father’s home. There she could barely manage food and living as her family was already struggling. She could not really afford to procure dresses of her children let her own, even it was very hard to manage meal for full day. She was living a life depending on the mercy of others.

Joining the JDP workers group has changed many things since then. She actively participated in the training programs by 2 hours walking every day. She had no complaints and thankful for giving opportunities of such income generation opportunities.

She not only learnt the technical aspects of 22 products making, but she managed to sell some of the produce to others. Especially her skill of doormat making (paposh) has spread over to many neighbors and now she is employing 6 more women as workers. She can make shopping bags, school bags, doormats, basket hangers/shika etc. and now have earning of BDT 2,000 to 3,000 in a month.

With joyful tears in her eyes she expresses that most notably she can now send her daughters back to school again.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 71 CASES

Case 01: Mr. Kalam Mahmud, Local Seed Producer

Implementing Partner: UTTARAN

Kalam Mahmud is a progressive farmer and besides Jute, he has been cultivating rice and winter vegetables. He has been involved in Jute cultivation for more than 20 years. Community Jute producers used to cultivate Indian variety Jute by purchasing from the local store. The majority of the farmers did not cultivate the local variety of Jute due to unavailability of the Jute seed at the time of sowing. During the group meetings as well as one-to-one counseling and discussions, which were part of the Project‟s activities, JVC oriented him about the benefits of producing own seed that will address the unavailability of Jute seed.

Bangladesh Jute Research Institute (BJRI) has started promoting a local variety of Jute and through the facilitation of UTTARAN, Mr.Kalam has been linked up with BJRI for trying local Jute seed production. In the 2014-15 season, he sowed 100 gm seed in 4 decimals of land. After cultivation, he produced 18 kg of Jute seed. Out of the 18-kg seed, he had sold 14 kg of seed to neighboring farmers at the rate of BDT 160 per kg (on average; prices varied from BDT 150-180 per kg) and retained the rest 4 kg of seed for his usage. From this activity, he had produced seed worth BDT 2,880 from 4 decimals of land.

With the success of Mr.Kalam, more neighboring Jute farmers copied in and have planted Jute seed this year and have good harvest. Mr Kalam is also now selling local Jute seeds to other farmers.

Case 02: Atharokhada - An organic fertilizer village

Cow dung has been used in different crop field including Jute but not in scientific manner (raw cow dung without any treatment). Switch Asia Jute Value Chain Project has facilitated development and capacity building of 60 organic fertilizer manufacturers on scientific manufacturing of cow dung base organic fertilizer using shed and other modifications.

Organic fertilizer production has been taught to Jute producers group also and has been emphasized on its benefits over using in the crop field.

However, the success of Atharokhada is outstanding among all as this village is now under 100% of organic fertilizer application especially on Jute field. It started with couple of OFM led by Mst Achiron, now she has been able to manifest the belief among other villagers about the production technology and its benefits and out of 143 households, 90+ of them are using organic fertilizer in their homestead or field crops and others are using the same by purchasing.

OFM is now being sold at 10-12 taka per kilo and a sound business model has been established along the village and now more of producers interested about scientific preparation of organic

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 72 fertilizer. Producers are very much interested to showcase their success to other villages and wish to declare their village as “Organic Village”.

CASE 03: Onek Asha Kutir Shilpa, ASIRON- Leading the way

Ms. Asiron, owner of Onek Asha Kutir Shilpa has been framed nationally and internationally for her contribution to JDP workers group; the evaluation team had a long discussion with her and few of her associates and found a different line of story that have inspirational elements in economic and social empowerment perspective.

Ms. Asiron, now has 12 nos of trainers with her that includes her daughters and neighbors and other skilled workers all are women and she is now one of the training service providers to SMEs, JDP workers and other Projects or development initiatives. With her facilitation and inspiration, trainers are travelling to distant locations and earning 20-30 thousand taka per month.

However, trainers are not her only bi-product, she is continuously working for design and patter development of Jute diversified product featuring true diversification learning from different fair, seminars she is participating. She is looking for paint work, mixing of other materials and so on. This gives her privilege into the market system penetration.

Importantly, she has become the leading voice of women in the society even within the male members. She is now advocating for local road construction, electrification, building of toilets in the area and even forestation alongside the road.

While asked, if her husband allow her to do these number of outer activities, she replied with smile “Shami hole dibe, Asami Hole na”, meaning if he is a true husband, he must allow otherwise not!!

CASE 04: KHESA JDP Group

Promotion of JDP is the kingpin of the Project and Khesa JDP group can be represented as the role model of JDP sector and a similar contribution is attributed from the SME MR Mijan of Sucharu.

Starting with 13,000 pieces of Sika order from Mr Mizan these group of 25 JDP workers led by Fatima begum, is now one of the very active group with continuous work. They are leading from front in number of orders served, more than 10,000 products are already been served and still waiting to be served, few thousands more.

With the sika making, they have incurred losses of around 5,000 taka and with the learning they have asked the SME to teach them what are the mistakes, looking at their interest and skill Mr Mizan with his own will train them additionally and now providing them with large orders especially with Sika making and he said that he now can rely on the group with quality and timely delivery.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 73 Workers base has been increased up to 40 persons within the village and to the next and average earning per women has been increased up to 5,000 per month who can provide more time in the work.

CASE 05: Breaking the boundary

CARE Bangladesh and its implementing partners have facilitated 5 regional trade fairs at different level and representatives from JDP worker groups have participated in the fairs.

Usually from each group 2-3 workers represented the group and showcased group‟s developed products in the fair. During these phases, group members have gone through different learning steps, understanding about the fair and its objectives, how the fair is arranged, what are the products they need to showcase, who will make them, where to source raw materials, who will take the financial responsibilities, who will be responsible for selling, who will be responsible communicating with clients with queries most importantly they have to go beyond the boundaries and stay for couple of days within their comfort zone and outside their social boundary.

As a member of conservative social structure, this has been a huge uplift for many of the participants who never went beyond their relative‟s house and now they have grown huge confidence about going beyond the boundaries and they have expressed the capacity of learning things quickly and getting ready to uptake the challenges from market system.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 74 PROJECT MANAGEMENT ARRANGEMENT

ADVANTAGES

Competent Team Composition- CARE Bangladesh could recruit competent personnel on board with required expertise and skill to run an innovative and challenging program like this.

Field level presence of lead organization- CARE Bangladesh has contributed the Project seamlessly in every aspect i.e. program guideline, problem discussions and solving, decision making and also financial control and arrangement.

CARE Bangladesh has partnered with four local NGOs for implementation of Switch Asia I- Jute Value Chain Project for four regions the Project has been implemented. Beneficiaries are distributed equally in the region and as so partner NGOs have equally distributed activity roles.

One of the key benefits with the partner NGOs was that two of them (SMKK and DCPUK) already have own business entities on JDP hence, had the firsthand experience of JDP sector. This knowledge has been shared with other partners in different monthly, quarterly, annual meetings, workshops, seminars and certainly helped other two partners in achieving results and tuning up their activities.

BOTTLENECKS

Changes in Top Level Management of the Project Team Till date, the Project has observed multiple changes in top level positions at Dhaka including team leader and other key positions that certainly impacted the Project achievement in its way discretely. While team leaders are the driver and captain of the Project, each calibrated person have own philosophy, hence the output level might have seen different gear. There were also changes in the top-level position at the partner level which might have impacted creating knowledge base and Project work completions. It was good evidence that Project has later incorporated M&E advisor which was necessary for capturing knowledge and having a strong monitoring system in place.

Lack of Business Development Facilitator Market access, business development, promotions and supply chain management were key success component of the program. Key informants have expressed their views that the Project felt necessity of a market/business development facilitator whose sole responsibility would be to oversee the business development and linkage related activities.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 75 LESSON LEARNT

Re-Adjustment Opportunities Project has equally emphasized in output and activities at four regions; however, to tap the potentiality more efficiently, it could have re-arranged some of the activities and re-distributed among the partner level NGOs, for instance Rangpur and Satkhira have championed JDP workers engagement, several enabling factors have contributed to the process and there were opportunities to engage more workers in this area by adjusting financial arrangements reducing from other two regions.

Refresher Training Both JDP workers and JP have requested for more learning opportunities and many of them could not remember the content of the training. Refreshers‟ training arrangements would have created more impact at knowledge and output level.

Demonstration Impact The Project has facilitated at least four new technologies at JP level. It is widely believed and proved that new technology adoption works better when it is physically demonstrated as farmers could see the financial gains attached to such adoption or risks of having no return applying the new technology. Demonstration and field level result dissemination have not been addressed widely throughout JP interventions.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 76 RECOMMENDATION

SWITCH Asia Jute Value Chain Project has successes and leanings for its next stage. Based on the value chain principles and evaluation outcomes, the Evaluation Team has the following recommendations for the Project and those who are willing to base the Project on similar principles.

• Project‟s sustainability largely depends on business growth of JDP sector, both in domestic and international market. A thorough market analysis of products, raw materials, designs, costing; logistics issues should be conducted at the beginning of the Project period. This helps in appropriate activity designing and contextualization.

• SME Consortium needs close support to build capacity as a strong facilitating agency (change agent) for JDP workers‟ capacity building and business development platform.

• Value chain analysis at the beginning of the Project would help in understanding market dynamics and provide earlier emphasize on the entry points (whom to work with), show the leveraging points and extent of involvement of the Project staff.

• Local SMEs could be facilitated as a „center for inclusive business model‟, i.e., input supplier of Jute fabric, small equipment (dices, printing materials, etc.)

• JDP worker should be trained on business management, order management including quality control. They also require refreshers‟ training. Industrial attachment is highly encouraged.

• Selective JDP workers had the capacity to be SMEs and they should be further supported to enhance the growth and sustainability factors, as well as attract others towards quality engagement.

• More participation at national and international levels in trade or promotional fairs should be promoted, that will increase business network and capacity to serve order more efficiently.

• For new technology promotion, „behavioral change model‟ should be considered as there are some risk factors associated with technology promotion. Farmers believe in results, demonstration of technology, and result demonstration mechanism should be in place for technological promotion.

• Climate Change issue shall come across agricultural value chain and shall be considered beforehand. In this case, climate tolerant CVL-1 variety should be further promoted on a wider scale, and the Project successes should be disseminated to other water-logged areas in partnership with DAE.

• Service providers should be promoted in Input, Technology, Market Access and Financial Access.

• To remain competitive in the international market, capacities of JDP workers as well as SMEs market development capacity should be enhanced.

------End of document ------

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 77

ANNEXURE

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 78 Annexure 01: Terms of Reference- Final Evaluation JVC Project

PROMOTING SUSTAINABLE CONSUMPTION &PRODUCTION OF JUTE DIVERSIFIED PRODUTS

(A SWITCH Asia Project)

Terms of Reference (ToR) for Final Evaluation

A. Background of The Project:

The regional environment program SWITCH-Asia, funded by European Commission, aims to promote the adoption of Sustainable Consumption and Production (SCP) among Small and Medium sized Enterprises and consumer groups in Asia and Europe. Sustainable Consumption and Production (SCP) is an attempt to reconcile the increased demand for goods and services that respond to basic needs and bring a better quality of life, while minimizing the use of toxic materials and emissions of waste and pollutant over the life cycle, in order not to jeopardize the needs of future generations.

Under the common interest of regarding the glorious past of Jute sector and mandate to SCP according to global demand Care Bangladesh has been implementing this Project namely “Promoting Sustainable Consumption & Production of Jute Diversified Products” The Project is operational from March 2013 and will continue up to 42 Months. The Project is designed following the Value Chain approach and working with the respective beneficiaries in different stages, i.e. providing different types of trainings to the Jute farmer and organic fertilizer producers, skill development of Jute Diversified Products and market linkage among the beneficiaries and stockholders. Care is implementing this Project on partnership approach and the implementing partners are – (i) DCPUK (Implementing in Rangpur districts), (ii) ESDO (implementing in kurigram districts), (iii) SMKK (implementing in Jessore districts) and (iv) Uttaran (implementing in Satkhira districts)

Working Area: The Project is covering four districts in Northwest (Rangpur & Kurigram) & Southwest (Jessore & Satkhira). And the nine sub-districts are – (i) Rangpur Sadar (ii) Pirgacha (iii) kawnia (iv) Mithapukur under Rangpur district; (v) KurigramSadar (vi) Ulipur under Kurigram district; (vii) Monirampur under Jessore district (vii) Tala & (ix) Kolaroa under Satkhira district. Under theses nine sub-districts each implementing partners are working in 10 unions (40 unions in total).

Beneficiary distribution: The Project is working for 16000 Jute producers, 2000 Jute Diversified Products (JDPs) workers & 60 Organic Fertilizer Producer, 20 SMEs, 3 Jute mills and others national associations and public agencies that are active in the Jute industry of the country.

Program purpose and general approach: 16000 Jute producers are receiving training on modern Jute cultivation to increase the quality production of Jute fibber, 60 organic fertilizer producers received training on production of organic fertilizers following scientific methods. Linkage development initiatives are also taken with input sellers to raise their incomes for betterment of their livelihood. Environmental protection is also a prime concern of these actives at producer‟ motivational level. A total of 2000 JDP workers were selected at community level to develop their skills for production of Jute diversified products (JDPs) under the supervisions of selected Sall and Medium Enterprises (SMEs). There is also series of activities to develop the skills of SMEs on quality production and acquainted with international market trend. The aim is these selected SMEs will receive inquiries from national and international market and these trained JDP workers will work for them (SMEs) to earn money for their families to ensure better livelihood. Other associated activities are complementing each other and those are – group savings to access finance, Jute seed production at producer level, direct selling of Jute fiber from Jute producers to the Jute millers, coordination with related stockholders etc. At national level coordination & advocacy level activities are also designed.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 79

B. Effectiveness of strategies and implementation of interventions:

Overall objectives of the Projects: To contribute to pro-poor economic growth social business promotion with an emphasis on sustainable agricultural sector growth and poverty reduction in Northwest & Southwest region of Bangladesh (MDGs 1 & 7).

Specific objective of the Project: To assist in strengthening export competitiveness of Jute diversified products (JDPs) of Bangladesh through promotion of environment friendly Jute diversified products.

Expected Results:

- Environment-friendly and sustainable use of low- cost green products is promoted through production and consumption of Jute diversified products. - Sustainable consumption and production of Jute diversified products is strengthened through promotion of scaled use in Asia and Europe. - An enabling environment for sustainable business promotion of Jute diversified products in Bangladesh, Asia and Europe is created.

C. Objective of the Final Evaluation:

- Assess relevance and effectiveness of the Project‟s strategy and approaches for the achievement of the Project objectives; - Assess cost-efficiency of Project intervention; - Assess changes of quality Jute production and improvement in echo friendly production; - Assess the Project intervention on Jute Production, Processing and Promotion of Jute diversified product in country and abroad; - Assess changes of quality Jute production and improvement in echo friendly production; - Assess Jute workers groups capacity in relation with the baseline study; - Assess how effective the Project intervention to build market linkage for the SMEs of District and national; - Assess performance of the Project in terms of effectiveness, efficiency, and timeliness of producing the expected outputs; - Assess the quality and timeliness of inputs, the reporting and monitoring system and extent to which these have been effective; - Assess relevance of the Project‟s management arrangements; identify advantages, bottlenecks and lessons learn with regard to the management arrangements; - Analyses underlying factors beyond CARE control that affect the achievement of the Project results; - Provide recommendations to key Project stakeholders for follow-up activities;

D. Scope of work:

The scope of Final Evaluation will cover all activities undertaken in the Logical Framework of the Project and should be OECD DAC standard should be follow. The final evaluation team will review the basic document (Project Proposal, baseline study, Midterm review, annual program implementation report etc.), reports, case studies and other relevant. The Evaluators will compare planned outputs of the Project to actual outputs and assess the actual results to determine their contribution to the attainment of the Project activities. The Evaluation is intended to assess the relevance, performance, management arrangements and success of the Project. It looks at signs of potential impact of Project activities on Jute producer, worker and other beneficiaries and sustainability of results, including the contribution to capacity development.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 80 The Evaluation also identifies/documents lessons learned and makes recommendations that Project partners and stakeholders might use to improve the quality implementation of other related Projects & programs and scale up the modalities & best practices in other Projects of partner which are almost following the same approach.

E. Methodology:

- Prepared questioner to use collect data from field. Use sampling method. Data analysis using excel/SPSS/STATA; - Cross check success stories and impact for the interventions implemented; - PRA tools-Scoring system aligning participatory approach; - FGDs, KII and observation; - Interview of Project management staffs. - USE “Re-call” method where baseline information is absent.

Based on the above approaches the consultant will further design the appropriate Final Evaluation Methodology.

F. Deliverables:

The following deliverables are to be submitted to CARE:

I. A work plan with methodology section, including interview questions and sampling strategy (to be developed, discussed and approved in the inception phase) II. Draft Evaluation Report in English III. Final report in English. This must be at a minimum level containing:

- Table of content - Executive Summary - Introduction - Objectives of Final Evaluation - Methodology - Findings of the final evaluation and tally with baseline findings - Recommendations - Conclusions - Annexes

IV. Five full sets in hardcopy in full color V. Five case studies related with Jute production, processing and promotion VI. Soft copy of full report, with all attachments and original raw data files VII. Presentation in CARE Bangladesh, Dhaka Office of the FE findings

G. Role of CARE & Awarded Consulting firm:

For better understanding, Care will be share their views in inception meeting with the awarded firm. Awarded firm will develop tools/checklist with the consultation of CARE after that they will with a demo planning of conducting the evaluation process. Awarded firm will carry out the final evaluation individually. Care will reserve the whole assessment process and have veto if found any significant errors.

H. Prerequisites:

Composition of the evaluation team: We are looking for a team comprising of at least 3 consultants and 16 enumerators. Consultants should be expert on Jute Sector with a special emphasis/knowledge on Jute diversified products (JDPs), expert

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 81 of private sector business development/business promotion & expert on data analysis and reporting that can ensure an independent and Project oriented review.

Required experience and expertise for the (team of) consultant(s) includes:

- Good understanding of and proven track record in evaluating value chain Projects and value addition, market linkage, fostering clear concept about national and international market trend of traditional Jute products and Jute diversified products (JDPs) and business promotion. - Experience with the evaluation of poverty alleviation Projects in a rural setting on agriculture sector preferably Jute sector. - Academic qualifications in theory-based mixed methods research, including a clear understanding on various social research methodologies. - Sound experience in participatory review and evaluation methodologies. - Good interpersonal skills, including the ability to conduct discussions with diversified people. - The ability to conduct interviews / discussions in English and Bangla. - Familiarity with the Bangladesh Jute sector and Jute diversified products (JDPs) sub-sector context. - Good eye for detail, observance to logic. - Strong presentation, facilitating, communication and reporting skills

I. Logistic Support:

Selected consulting firm will responsible for all logistic supports like transportation, human resources, stationary, accommodation, perdiem or if any other expenses.

J. Bid Submission Guideline:

Need to submit one financial and one technical proposal separately. Along with the technical proposal consultant/ firm‟s need to include (3) CV‟s of the experts. Please send soft copies as well.

. Technical Proposal:

I. Cover letter – maximum one page II. Technical proposal – Maximum 6-8 pages

a. Relevant experience of the consultants / consultancy firm b. Understanding of the assignment / objectives of the study c. Proposal for the methodology, including sampling and approaches to be used d. Proposed timeline for completing the study e. A plan for analysis and sense making of the data f. A proposed outline of the report – Maximum two pages g. Team composition

. Financial Proposal – (In BDT) a. Financial Proposal – Maximum one page b. Breakdown of cost estimates for services to be rendered. c. This should include, but not be limited to: daily consultancy fees, enumerator fees, accommodation costs; transportation cost, stationeries, and supplies needed for data collection and reporting. d. Vat/Tax calculation e. No advance will be awarded before final submission of the report

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 82 K. Expected Schedule: Time bound schedule will be maintained considering the deadline of the budgeted task. Proficiency is highly expected to maintain deadline.

Sl Activity Proposed time line Comment

1 Proposal submission (technical &financial) 20thJul‟16

2 Inception meeting with the awarded firm 21thJul‟16 At Care Dhaka Office

3 Tools development-Checklists 22-26thJul‟16 In consultation with CARE

4 Feedback on checklists 27thJul‟16

5 Field test of checklists 28-30thJul‟16 Final approval from CARE

6 Field data collection 31 Jul-7th Aug‟16

7 Data analysis 8st Aug-15th Aug‟16

8 Secondary data review On going

9 Report writing 16-20th Aug‟16

First draft submission(report, raw data, 10 th analysis) 21 Aug‟16

11 Feedback from CARE By23th Aug‟16

12 Second draft submission 25thAug‟16

13 Feedback from CARE 27thAug‟16

14 Final submission(report, raw data, analysis) 29thAug‟16

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 83 Annexure 02: Log Frame of SA JVC Project

LOGICAL FRAMEWORK FOR THE SWITCH ASIA NETWORK FACILITY PROJECT - CARE Bangladesh

Intervention Logic Objectively verifiable Sources and means of Assumptions indicators of achievement verification

Overall objective Proportion of people below >National statistics (BBS, MDG To contribute to pro-poor the national upper poverty line report) economic growth through >Mid-term Project evaluation % reduction in GHG social business promotion >Project final evaluation emissions in targeted with an emphasis on communities during Jute sustainable agricultural production sector growth and poverty reduction in Bangladesh % contribution to increase in (MDGs 1 & 7) JDP production and exports from Bangladesh Specific Objective Of the targeted marginalized >Value chain analysis report Key and poor 60% Jute growers, >Mid-term evaluation report Assumptions/External 90% organic fertilizer >Final evaluation report Conditions producers, and 90% JDP >Partnership agreements workers report increased >Knowledge products and GoB adopts and implements income levels instruments favorable policies and Consortium entrepreneurs >Policy review actions plans regulations for JDP report 50% increase in market >Cost/benefit analyses report production and marketing in To strengthen the exports share of green and >Field monitoring reports local and international competitiveness of environment friendly JDP. >Production/sales reports from markets Bangladesh through 50% of women from producer SMEs and national enterprises promotion of environment groups and 80% of women >Photographs National and international friendly Jute diversified JDP workers report improved >Media Stories demand for JDPs keep products social and gender positions >Video increasing and ban on non- National entrepreneurs report >Case studies and best practice environment friendly 40% increase in purchase documents products take effect in orders of eco-friendly JDPs >Workshop reports Europe and other from international buyers international markets The quantity of Eco-friendly certified JDPs produced by Natural calamities do not SMEs increases by 25% severely hamper Jute

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 84 Number of actions plans and production in the Southwest regulatory instruments adopted by the public sector in favor of eco-friendly JDP production and export Expected Result 1 70% Jute producer groups >Value chain analysis report High-yielding eco-friendly connected with VDC and >Mid-term evaluation report seed varieties, fertilizers EKATA platforms >Final evaluation report and inputs for quality Jute 70% producers demonstrate >Field monitoring reports production are available increased technical capacity >TOT modules in eco-friendly processes for >Training reports Private sector Jute planting, harvesting, and >Photographs intermediaries are engaged post-harvest handling >Media Stories in fair business practices 60% of Jute growers report >Video with Jute farmer groups decreased use of water in the >Case studies and best practice Environment-friendly and process of extracting Jute documents Consortium led by JDP sustainable use of low cost fiber from raw Jute >Workshop, dialogs, meetings entrepreneurs engage in fair green products is promoted 60% of producers report to reports business practices with through production and use eco-friendly and/or SMEs consumption of Jute organic seeds and/or diversified products. fertilizers Migration in the Southwest 90% of smallholding does not radically decrease marginalized women number of individuals producers of organic fertilizers available for training and report 50% rise in income employment in JDP levels production centers 50% of women involved in Jute producers groups report Public-private financial greater participation in institutions provide decision-making processes affordable access to finance Expected Result 2 70% of SMEs members of the >Value chain analysis report for JDP entrepreneurs in the consortium report improved >Mid-term evaluation report consortium Sustainable consumption knowledge on social and >Final evaluation report and production of Jute environmental respectful >Field monitoring reports Public-private partnerships diversified products is processes and standards. >Partnership agreements established are not marred strengthened through 70% of SMEs members of the >TOT modules by rising conflicts and there promotion of scaled use in consortium report improved >Training reports exists a mentality for Asia and Europe. access to financial service, >SME consortium production/sales resolution and reconciliation market information, and local reports private markets. >Trade fair reports GoB policy makers

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 85 80% of workers report >Purchase orders implement favorable policies improved technical skills in >Photographs for JDP production, eco-friendly JDP production. >Media Stories marketing and exports 80% SMEs reporting >Video >Case studies and best practice Competition in India and improved productivity of JDP documents competing countries does workers >Workshop, dialogs, meetings not significantly reduce 60% of women workers report reports demand for JDPs from improved participation in Bangladesh decision-making processes and better social positions at their workplace. 90% of JDP workers report increased incomes by at least 50% 60% of national entrepreneurs report an increase of at least 25% of international selling Expected Result 3 1 Policy Brief developed to >Value chain analysis report address barriers to JDP >Mid-term evaluation report production and exports. >Final evaluation report 1 business plan developed to >International trade fair reports replicate and scale-up best >Knowledge products and practices in sustainable instruments production and consumption >Promotional campaign reports of JDPs from Bangladesh. >Policy review actions plans At least 10 documents >Cost/benefit analyses report An enabling environment for compiling lessons learnt and >Field monitoring reports sustainable business best practices regarding eco- >Photographs promotion of Jute diversified friendly JDP are developed >Media Stories products in Bangladesh and jointly by CARE, Switch Asia >Video Asia is created. Network Facility and JDPC. >Case studies and best practice Final evaluation shows a 20% documents increase in targeted retailers, >Workshop reports consumers and private sector networks' interest in eco- friendly JDPs.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 86 Activities under Result 1 Means Info Sources & Costs Pre-conditions and conditions 1.1 Mobilize and develop Jute Info Sources Preconditions farmer groups/organizations >Mid-term evaluation report Approval by GoB for Project and village platforms in >Final evaluation report implementation granted selected rural and peri- >Field monitoring reports urban areas >TOT modules Conditions 1.2 Provide group development >Training reports Private sector inputs and value chain facilitation >Photographs suppliers and local agro- training to selected Jute >Video dealers willing to partner producer group farmer >Case studies and process with Project leaders documentations 1.3 Organize training sessions >Workshop, dialogs, meetings DAE and BJRI willing to for smallholding Jute reports cooperate in transfer of producer groups on technology and new environment friendly research findings on high- modern Jute cultivation, Staff time yielding Jute varieties and retting and harvesting Training modern retting techniques techniques Workshops/meetings 1.4 Develop the agri-inputs- Transportation Market intermediaries see extension service network Per diem business interest in linking by establishing linkages with Supplies up with Project's Jute private and public agro- Resource persons producer groups dealers and extension Manuals and modules service providers Venue (training spaces) Local elite willing to serve 1.5 Develop local level organic Logistics and management on village development seed and fertilizer growers platforms and supportive of and establish linkages the engagement of women between them and producer in value chains groups 1.6 Develop mutually beneficial market linkages between Jute producer groups, local traders/intermediaries, and Jute mills Costs Euro 144,947 1.7 Develop self-help savings strategies amongst Jute producer groups for better access to capital for improved Jute variety

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 87 production

Activities under Result 2 Means Info Sources & Costs Pre-conditions and conditions 2.1 Develop consortium of local Info Sources Preconditions JDP entrepreneurs, national >Mid-term evaluation report Approval by GoB for Project exporting JDP >Final evaluation report implementation granted entrepreneurs and business >Field monitoring reports intermediaries >Partnership agreements Conditions 2.2 Build the capacity of >TOT modules Migration in the Southwest consortium SMEs to >Training reports does not cause a shortage strengthen existing JDP >SME consortium production/sales of semi-skilled workers for factories in order to maintain reports training market-driven levels of >Trade fair reports production and compliance >Purchase orders Market/business standards >Photographs intermediaries see business 2.3 Mobilize poor and extreme Staff time >Video interest in linking up with poor semi-skilled men and Workshops/dialogue/meetings >Case studies and process Project's JDP consortium women workers for Transportation documents workplace orientation and Per diem >Workshop, dialogs, meetings Jute mills willing to sign technical skills development Supplies reports partnership agreements with training in JDP production Resource persons consortium for consistent and develop in-community Manual and modules supply of quality Jute fabric master trainers Venue (training and and yarn 2.4 Develop capacities of production) consortium SMEs in export- Logistics and management Private sector buyers of oriented enterprise JDP products and local development and business retail organizations willing to management and procure products from JDP production with assistance consortium of national entrepreneurs in consortium International buyers willing 2.5 Develop linkages between to place purchase orders consortium and selected with JDP consortium market/business intermediaries to ensure quality raw materials, business development

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 88 services and access to finance

2.6 Establish linkages between consortium members and local market retail organizations in selected districts and Dhaka to create access to local markets 2.7 Leverage relationships Costs: Euro 277,900 between CARE, national entrepreneurs and international buyers to acquire production orders for JDPs Activities under Result 3 Means Info Sources & Costs Pre-conditions and conditions 3.1 Facilitate the representation Info Sources Preconditions and participation of lead >Mid-term evaluation report Approval by GoB for Project consortium members in >Final evaluation report implementation granted Consultant international trade fairs, >International trade fair reports Staff time fashion events, etc to >Knowledge products and Conditions Workshops/dialogue promote JDPs from instruments International trade fair Transportation Bangladesh >Promotional campaign reports organizers willing to register Per diem 3.2 Undertake joint cost benefit >Policy review actions plans participants from Project's Supplies analysis of promoting JDP >Cost/benefit analyses report consortium Resource persons production and marketing, >Field monitoring reports Studies alongside documentation of >Photographs Switch Asia Network Facility Elaboration and reproduction best practices in conjunction >Media Stories and Policy Support of manuall with JDPC and Switch Asia >Video Components expressing Venue Network Facility to develop >Case studies and best practice interest to partner with Logistics and management knowledge products, documents Project in joint Air tickets instruments and >Workshop reports documentation, promotional publications for promotion of campaigns, and policy JDPs influencing efforts

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 89 3.3 In conjunction with JPDC, Relevant GoBinstitutions EPB, and Switch Asia willing to partake in policy Network Facility, undertake review workshops and joint promotion campaigns develop/implement action to promote JDP products plans jointly nationally and across Asia

3.4 In conjunction with JDPC, EPB, JDPCMEA, MoJL, MoC, and the Switch Asia Policy Support Component undertake joint review of policy barriers and Costs: Euro 111,070 recommendations for developing favorable policies for JDP production and exports and develop a national advocacy agenda.

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 90 Annexure 03: Survey tools (Questionnaire, checklist) (Both Bangla and English)

SWITCH ASIAJUTE VALUE CHAIN PROJECT END LINE EVALUATION

Type of Respondent: Jute Producers Type of Interview: Individual

Date of Interview:

1.1 Name of the respondent 1.2 Father‟s Name: 1.3 Mobile 1.4 Sex Male-1 Female-2 1.5 Marital Status Married Unmarried 1.6 Age (yr.) 1.7 Education a) Illiterate b) below c) Class 8- d) SSC e) HSC f) Graduate g) Above class 8 10pass graduate

1.8 District 1.9 Union 1.10 Village 1.11 Number of family members (living together in the same household) 1.12 Number of income generating members in family:

2.1 Cultivable Land ownership type

2.2 What is your primary source of income? For others, please specify. Unemployed Farming Trading Day Labor Rental Income Others: 1 2 3 4 5 6

2.3 Average Household Monthly Income (in BDT) Below 5,000 5,001 – 10,000 10,001 – 15,000 15,001 – 25,000 25,000 + 1 2 3 4 5

2.4 Average Household Monthly Expenditure (in BDT) Below 5,000 5,001 – 10,000 10,001 – 15,000 15,001 – 25,000 25,000 + 1 2 3 4 5

2.5 What is your monthly individual income (in BDT)? Now Before Intervention

2.6 Use of land during different seasons (in case of others, please specify) Rabi Season (Winter) Kharif-1 Season (Summer) Kharif-2 Season (Summer) Kartik – Falgun/ Oct – Feb Chaitra – Ashar/ March - July Srabon – Ashwin/ Jul - Oct Crop Land Used Crop Land Used Crop Land Used Jute Jute Jute

2.7 What was your Jute yield this year and last year (in Maund)? 2014 2015 2016 J. Land Size Production J. Land Size Production J. Land Size Production

2.8 Sales Information Particulars 2014 2015 2016 Price of JuteFiber (Average) Highest Price you receive Lowest Price you receive Price of Jute Stick (Average)

2.9 Income 2014 2015 2016 Income from Jute Sales Income from Jute Stick Sale

Input Related Information

3. What are the inputs do you use for Jute production? Type of Input Put Tick Quantity Cost Water (additional irrigation) Seed Chemical Fertilizer Organic Fertilizer Pesticides Labor cost Land preparation

4. What type of seed do you use for Jute cultivation? Type Name 2014 Land size 2015 Land size (quantity used 2014 (quantity used in 2015 in kg) kg) Deshi Tosha I do not know the type

5. What type of seed do you use for Jute production? 2014 2015 2016 Own Produced Seed Indian Seed BADC Seed BJRI Seed Do not know Others

6. Describe your Jute Seed Related Constraints/Problems 2014 2015 2016 Low germination Early Flowering Low yield Disease Infestation High Price Difficult to store Availability of seed in right time (just in time) Lower growth (vegetative) Others:

7. Factors Influencing purchase of fertilizers Factors 2014 2015 2016 Timely Availability Quality Packaging Size Credit Facility Production output Sellers‟ Influence / sells Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 92 technique Price Influence of local government agencies (i.e. DAE, BADC)

8. Constraints in purchasing fertilizers (Chemical) Factors 2014 (In scale of 5) 2015 (In scale of 5) 2016 Unavailability Poor Quality High Price Financial Inability Negative impact on environment Others (please specify)

9. What is the usage of fertilizer in Jute production in 33 dcml (1Bigha)? 2014 2015 2016 Chemical Fertilizer Organic Fertilizer

10. How do you decide about pesticide purchase? 2014 2015 2016 Previous Experience Training Knowledge Retailers‟ Influence Credit Facility Price Neighborhood Farmers SAAO (DAE) Others (please specify)

Harvesting and Post-Harvest

11. What are the major problems with harvesting Jute? 2014 2015 2016 Shortage of Labor Higher labor cost Flood Financial Ability Transportation for retting Water logging Water scarcity Others......

12. What are the problems you face after harvesting Jute? 2014 2015 2016 Shortage of labor High Price of labor Storage Transportation Flood Access to market Influence of local traders (Faria, bepari/mahajon) Artificial pricing (low rate) Others:

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 93 13. What is the total production of Jute per Bigha (33 decimal)? Maund 2014 2015 2016 Fiber Jute Stick

14. What are the locations for retting? 2014 2015 2016 River basin Ponds Canal Logged water Small tanks beside house

15. What is your Jute retting process? 2014 2015 2016 Traditional (Direct use of Banana plant & clay) Improvised (use of clay on polythene w/bamboo frame) Ribbon Retting

16. Where do you extract fiber? 2014 2015 2016 In Logged Clean Water In Logged Dirty Water In Flowing Water Mechanical Retting (small tank beside house) Riverside Pond side Beside water bodies

17. Have you heard about ribbon retting? Yes No

18. Are you interested in ribbon retting? Yes No

19. What are the problems associated with ribbon retting No problem It‟s difficult Labor intensive High cost of labor Machines are not available Not suitable for bulk retting Labors are not skilled (lack of technical knowhow) Fiber Quality does not good Others, please specify: I have not heard of it

20. Do you grade your fiber? Yes No

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 94 21. If yes, what are the graded categories? 2014 (In %) 2015 (in %) 2016 (in %) Top (Strong fibers, good color) Middle (Fibers are of medium strength, color is slightly degraded) Low (Fibers and color are of inferior quality)

22. When do you sell your product?

Immediately after harvesting After storage period when the market is high Advance selling (at buyers determined time)

23. If you store, how long do you store?

24. Who buys the fiber from you? Local Individual Buyer Local Trader (Faria, Beperi) Mahajan Jute Millers Government (BJMC) JDP workers / artisans SMEs Others (Please specify)

25. Problems associated with Jute Selling--? 2014 2015 My fiber was of low quality Low price in the market Less demand in the market Nexus of the Traders Transportation Lack of Storage facilities Credit Trap of forward selling Others (Please specify)

26. What are the water usage conditions for extracting Jute fiber from raw Jute from the year 2014? Increased Decreased Water Usage during extraction Why?

27. What are the following benefits of using organic fertilizers in Jute field have you observed? (Mention in a scale compared to chemical fertilizers) Organic Fertilizer (Scale of 5) Chemical Fertilizer(Scale of 5) Increase in productivity Environment friendly Costly Easy to produce

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 95 Easy to apply Increase in product quality Others (please mention-)

28. Do you use organic fertilizer in your Jute field? (application) Yes No

30. What are the percentages of using chemical and organic fertilizer in -----? Organic Fertilizer (%) Chemical Fertilizer (%) Jute Field Other Crops

31. Have you received training on— Yes No Jute Production Harvesting and Processing JDP

32. Tell us the following technology usages Yes No Climate tolerant seed Line Sowing Improved Retting Organic Fertilizer Usages Grading of Jute Fibers

33. Are you a member of a savings group? Yes No

34. If yes, for how long are you a member of a savings group? Less than 1 Year More than 1 year More than 2 years More than 3 years

35. If yes (Q-13) how much you have saved? Less than 1001 to 5000 5001 to 10000 10001 to 20001 to More than 1000 20000 50000 50000

36. Do you think savings as- Unnecessary 1 Useful 2 Very Useful 3

37. If you are saving, how do you utilize it & amount?

38. Do you think savings is difficult to manage- Not Difficult to manage 1 Difficult to manage 2 Very Difficult to manage 3 Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 96

39. What are the weaknesses of this savings group? Sl. Weaknesses 1 2 3 4

40. How this savings group can be more effective- Sl Suggestions

1 2 3

41. Does your group have a bank account? Yes No

42. Have you received training on savings and savings management? Yes No

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 97 SWITCH ASIA JUTE VALUE CHAIN PROJECT Final Evaluation Respondent Category: JDP workers Interview Type: Individual

NAME: …………………………………………………………...……………………………………. ADDRESS: …………………………………………………………….……………………………… AGE: …………………………………………..………………………………….…….……………… EDUCATION: …………………………………………….……………………………………………

1. When you have started working as JDP worker? 2014 2015 2016

2. Do you belong to any group? Yes No

3. Have you received any training from SA Jute Value Chain Project? Yes No

4. What are the duration of the training? Sl. Duration Put Tick 1 1 Month 2 4 Months 3 6 Months 4 More than 6 months

5. Was the training helpful? Yes No

6. What are the products you can make? Products Can Make Skill Level Yes No Good Average Not Good Bag Making Gift Items Rugs Fashion Accessories Handicrafts Home Textile Household Textiles Household Products Shoes and Slippers Paper and Pulp Others

7. What was your source of Income before working as JDP? Sl Source of Income Yes No Amount of Income 1 Agriculture 2 Daily Labor 3 Sewing 4 Other 5 No Income

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 98 8. When you have first earned after joining the JDP workers group? 2014 2015 6 months after joining the group 1 year after joining the group 2 years after joining the group Have not started Income Yet

9. Did you received any training from other organization regarding Jute Diversified Product?

10. Do you have sewing Machine? YEs No

11. Do you require sewing machine? Yes No

12. How much Income you have received so far? Sl Income Range Put Tick 1 0-1000 Taka 2 <5000 taka 3 <10000 taka 4 <20000 taka 5 <50000 taka 6 50,000 +

13. How many orders did you served in total? Sl No of Orders Served Put Tick >5 >10 >20 >30 >50

14. Whom did you serve? Sl Type of Customers Put Tick Local SME Contractor Designer National SME Exporter Local Shops Neighbour Within Home Others

15. If you have served to any customers did you get any complaints Sl Complaints Type Put Tick 1 Delivery Delayed 2 Quality not Good 3 Others Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 99

16. Has your position increased after attending in the training?

17. What are the primary benefits you think you have achieved through JDP workers? Before Training After Training Income Rise More social position Leadership Skill Developed Access to more financial resource Access to Market

18. Have you received training elsewhere before? If yes, from where Yes No

19. What kind of facilities do your factories have? 2014 2015 Proper Lighting and Ventilation Hygiene and Spacious Workstation Safety Measures Transportation Facilities Flexible Working Hours Timely Salary Distribution Over Time Incentive Bonus/Other Bonuses Skill Development Facilities Others (Please specify)---

20. How long do you work in a day for JDP? 2014 (Hours per day) 2015 (Hours per day) 2016 (Hours per day)

21. Do you contribute in the decision-making process? If yes, which areas- Before Now

22. What are the constraints you still have as JDP workers? Type of Constraints Put Tick 1 Skills are not up to the mark 2 No Sewing Machine 3 Design Problem 4 No Customers 5 Irregular Order 6 Cancelled Order 7 Raw Material Source 8 Access to finance 9 More workload 10 Others

23. Do you have savings in the group? Yes No

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 100 24. How much savings have you made so far? Range of Savings Put Tick Less than 100 Less than 1000 Less than 5000 Less than 10000 More than 10000

25. What will you do with Savings

------

Interviewer: ………………………………………….

Date of Interview: ………..………………………………..

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 101 Annexure 04: List of secondary documents used or reviewed

1. The Textile Today, February 1, 2015

2. http://bssnews.net/newsDetails.php?cat=4&id=613983&date=2016-10-18

3. http://www.prothom-alo.com/we-are/article/650971/

4. The Domestic Market Research for the Capacity Building and Market Development of JDP SMEs, A report by Traidcraft Exchange and Katalyst, conducted by Innovision Consulting Private Limited, 2011

5. . Annual narrative report 2013-2014, Switch Asia Jute Value Chain Project, CARE Bangladesh

6. Annual narrative report 2014-15, Switch Asia Jute Value Chain Project, CARE Bangladesh

7. Annual narrative report 2015-16, Switch Asia Jute Value Chain Project, CARE Bangladesh

8. Baseline Report, Switch Asia Jute Value Chain Project, CARE Bangladesh

9. Mid Term Review Report, Switch Asia Jute Value Chain Project, CARE Bangladesh

10. Logical Framework, SWITCH Asia Jute Value Chain Project, CARE Bangladesh

11. VALUE CHAIN ANALYSIS OF “DIVERSIFIED PRODUCTS OF JUTE”, prepared for PKSF by Md. Saifuddin Khaled, March 2014

12. www.epb.portal.gov.bd

13. http://www.carebangladesh.org/

14. Present Condition of Jute Sector in Bangladesh, Mohammad Jamal Uddin, 2015

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 102 Annexure 05: List of persons with designation, organization interviewed

SL. Name of Respondent and Address Organization Designation 01 Sheba Manab Md. Waliullah Monirampur, Kalyyan Kendra Program Coordinator Jessore (SMKK) Cell: 01762-692 151

02 Rangpur Crafts Swapna Rani Sen Jail Dhap Road, Chief Executive Rangpur, Bangladesh

03 Care Bangladesh S. Shekhar Bhattacharjee Care Team Leader Pragati Insurance Bhaban Switch Asia Jute Value 20-21, Kawranbazar, Dhaka 1215 Chain Project Mobile: 01731-726604

04 DCPUK Md Irfan Rangpur Project Coordinator Mobile: 01717884351

05 Care Bangladesh Mr Shahid Ullah Care M&E Advisor Pragati Insurance Bhaban Switch Asia Jute Value 20-21, Kawranbazar, Dhaka 1215 Chain Project Mobile: 01731-726604

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 103 Annexure 06: List of SMEs Interviewed

SL. Name of SME Respondent and Address Designation 01 Parul Garden Santona Momtaz Apt#2/C , (3rd Floor) 83/2, Barobag, CEO, Parul Garden Mirpur-2 Dhaka -1216 Mobile- 01715-351649

02 Corpo Care Md. Rabiul Alam Rabbi House#S-28, Noorjahan Road, Managing Director Mohammadpur, Dhaka 1207 Mobile-01730798590

03 Jute Mart Khaleda Sultana House 13, Road 02, Block A, Managing Director Banasree, Rampura, Dhaka

04 Sucharu Mr Mizan Khulna/Jessore

05 Onek Asha Kutir Shilpa Asiron Mithapukur, Rangpur

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 104 Annexure 07: List of 20 SMEs

Sl. Name of the SME Owner Address Identity 1 Anek Asha Kutir Shilpo Mst. Achiron Joyrampur, Pairabond, Mithapukur, Local Begum Rangpur 2 Bunon Hosne Ara Rahman Ashashuni Road (opposite of Local Shishushodan), Puraton Satkhira, Satkhira 9400 3 Charusy Shatranji & Md. Masudar Nishbetgonj, Mohanagar, Rangpur Local Crafts Rahman (Manik) 4 CPHD Composite Fiber Saim Amir Faisal 27, ShaidTajuuddin Ahmed National Ltd Sami Sharani, Tejgaon, Dhaka-1208 5 Diamond Jute Mosharrof Hossain Eastern Arzoo, Level-8, Room-4, National Diversification & Co. (Montu) 61 Bijoynagar, Dhaka-1000 6 Golden Handicraft (BD) Md. Payrachattor (puraton BNP Goli), Local Limited ShahjahanKabir Rangpur 5400 (Babu) 7 Hand Touch Mohammad Ali House-560, Road-8, Baitul Aman National Khan Housing Society, Adabor, Dhaka- 1212 8 Holy Crafts & Fashion Md. Kamal Hossain Plot-23/F, Road-4,Kalwalapara, National Mirpur-1, Dhaka 1216 9 Jutemart& Craft in Khaleda Sultana House-13 (3rd floor), Block-A, National Bangladesh Road-2, Banasree, Dhaka-1219, Bangladesh 10 M/S Shama ShafiaShama 17/4 Kunipara, BabliMusjid, National Tejgaon Industrial area Dhaka 1212, Bangladesh 11 Mahi Enterprise Seikh Monir House-269, Road-17, Nirala R/A, National Hossain Khulna 12 MonyJute Goods Hasina Akter Moni House-82/E/1, Madertek, Dhaka- National 1214, Bangladesh 13 Parul Garden SantonaMomtaz House-83/2, Apt-2C (2nd floor), National Barobag, Mirpur- 2, Dhaka-1216 14 Peerless Enterprise Mohammad Ka 20/2 JoarShahara, Badda, National Mahmood Ali Dhaka 1229, Bangladesh 15 RJ Crafts LTD JakiaFerdous S-28, Nurzahan Road, National Mohammadpur, Dhaka 16 Rochdale Biz Engr. Mohammad Plot-13, (Ground Floor), Lane-19, National Mahbub Alam Block- A, Section-10, Mirpur, Dhaka-1216, 17 RRF product AbulKalam Azad Raja Bardakanto Road, Chanchra, Local Jessore 18 SMKK Enterprise M. ManjurKadir Dashani, BagerhatSadar, National Bagerhat, Bangladesh 19 Spadix Limited Benoara Begum H-42 (GF), Road-18, Block-A, National Benu Banani, Dhaka-1213. 20 The Source Md. Tafazzal House-56, Road-5, Block-B, National Hussain Monsurabad Housing Society, Adabor, Dhaka-1207 21 Shu-Charu Jute Gallery Md. Mizanur 2 Ganakbabu Road, Kagozi Bari Local Rahman Lane, Koylaghat, Khulna

Final Evaluation Report- SWITCH ASIA I Jute Value Chain Project Implemented by- CARE BANGLADESH 105