Samriddhi

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<strong>Samriddhi</strong> Project Document • strengthen efforts of community organisations to identify their development priorities, arrange joint actions, mobilise resources and services, defend their interests and rights, and participate in local decision-making processes In general, both the projects were seen as well on track regarding targets and performance, while interventions with less significant results were linked to weak institutional capacities and framework conditions. The key challenge today is to ensure the sustainability of the results. A better understanding is needed on how key functions performed by the projects can be transferred to the stakeholders. The specific achievements of the projects, but also challenges for their consolidation in a next phase are presented below. Social organisation The projects supported around 1500 cluster platforms which are formed by nearly 5000 CBOs. 97% of the cluster platforms could develop their annual plans of operations (APO) reflecting priority issues and opportunities of the communities, and could identify appropriate actions in order to address the issues using available opportunities. Almost all the cluster platforms could establish functional linkages with the Union Parishad (UP), as well as other governmental and non-governmental organisations for the acquisition of appropriate services and goods for their members, specifically the extreme poor. As a result, more than 40,000 extreme poor households could get access to safety-net opportunities from UPs and public organisations. Furthermore, members of the cluster platforms are, due to their prominent place in the community, often selected to become members of divers committees of the UP: standing committees like education and agriculture, project implementation committees, project supervision committees, etc. The UPs often request the participation of cluster platform and SPA representatives in the Union Development Coordination Meetings. Key lessons learned: • CBOs are reluctant to include more members because they are rather closed groups of people with common savings and common interests. On the other hand, cluster platforms are more open to include members from the whole community. Furthermore, cluster platforms are well positioned to take the lead of promoting development priorities of the community and connect to external sources of support/resources, including local government bodies. • Networks of cluster platforms have shown to be good for ad-hoc and need based initiatives to tackle common issues like DRR but have not shown an interest to evolve as formalised organisations. It must be reminded that the concept of cluster platform networks was initially thought as a driver for a self-propelling process of replication of the cluster platform model. For the consolidation phase, the project’s focus should be on cluster platforms considering the wider impact on and inclusiveness of the whole community. Networks of cluster platforms will not be considered as a secondary level of organisation. The challenge will be to ensure that cluster platforms are in a position to better cover the interests of extreme poor and disadvantaged groups. Intercooperation Bangladesh Page 7
<strong>Samriddhi</strong> Project Document Poverty orientation / pro-poor strategy The monitoring results show considerable achievements in terms of graduation of poor and extreme poor out of poverty. The effectiveness of combining market development and promotion of social and political participation of communities has been demonstrated. However, the approach of improving participation in economic activities is not sufficient for a rigorous focus on the extreme poor – most of them not having the minimal assets required to start any economic activity. New strategies have been developed in order to increase the benefit of interventions for the extreme poor and increase the number of extreme poor beneficiaries. Enterprise development About 112,000 CBO member households got involved in income generating and marketing activities and each of the households increased their income on average by 62 Taka per day. In addition, about 1,600 MSEs have been developed involving about 35,500 households from 1,350 CBOs. The MSEs formed about 50 MSE networks. The producers involved in an MSEs increased their profit margin by an average of 63 Taka per person per day. As part of a pilot initiative to provide business development services at local level, 35 mobile managers started providing high quality business services to the MSEs. The project has started working with NGOs, MFIs and venture capital companies to develop new financial products and simplify the access of MSEs to finances. Key lesson learned: • Graduation of producer groups to rural MSEs can lead to improved business and increased attractiveness for financial institutions. In the consolidation phase, the project will continue building the capacities of rural enterprises since they are an effective means to establish income and employment opportunities. The challenge will be to institutionalise the services to MSEs in collaboration with public and private organisations. Another key challenge will be to strengthen the appropriate actors to support the MSEs in market access and to ensure fair labour conditions. Value chain development The value chain interventions produced impressive results in terms of outreach and partners involved. More than 100,000 producers of more than 2,700 communities active in 7 value chains benefited from the interventions in terms of income and sustainable livelihoods. However, additional measures are required to better target the poor and the extreme poor. Key lessons learned: • There is a lack of capacity within private companies to take the lead in value chain development or invest in product and capacity development of producers. • Not all sub-sectors are similarly benefitting the poor; the lower the necessary initial investments are, the lower are the margins of the products, but the easier it is for the poor and extreme poor to get engaged. In the consolidation phase, the project will analyse the market system and carefully select appropriate partners. Considering that the selection of value chains is critical, the project has carefully analysed the value chains, considering a balance between inclusiveness, profitability, Intercooperation Bangladesh Page 8
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