Samriddhi

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<strong>Samriddhi</strong> Project Document and outreach and selected 11 value chains for the next phase. The challenge will remain that partners will really become drivers for the value chains development, and that the latter could equally benefit the poor and extreme poor. Service provision The projects have mobilised around 5,300 local service providers (LSP) of which 76% are providing their services on a commercial basis. Most generally, the provision of services generated additional income for the service providers. In some cases, they became their main source of income. Their monthly income ranges from 400 to 3,000 Taka, depending on the domain of service. LSPs formed service provider associations (SPA) as platforms that promote and protect their professional interest. The concept of mobile manager, developed in 2008, proved to be promising. These service providers support MSEs in regard to business development. Key lessons learned: • Service provision is profitable when connected with rural MSEs through service contracts. • Training has less impact on the extreme poor since they often lack the means to utilise the information gained. • Organisational and management capacities of the SPAs are not yet strong enough to attract all the LSPs. Experiences show however that compared to individual LSPs, SPAs are in a better position to negotiate with input companies and line agencies. • The cooperation with line agencies has been shown to be strongly project driven and did not work well without external support. In the consolidation phase, the project will stop supporting training/service sessions for the extreme poor and focus on interventions like facilitation of the establishment of service contracts or contract farming. The concept of mobile managers, with the idea of supporting MSEs in their business, will have to be refined and scaled up. The quality of services and the sustainable access of LSPs to capacity building still remain a challenge that the project will have to address. The sustainability of the system, with producers buying services on a not subsidised basis is also another challenge. Gender mainstreaming In terms of participation of women the results were quite impressive: 39% of the CBOs are female only, 44% are mixed with a total of 80,000 women members. 83% of the CBOs implement 2 or more specific activities to address women inclusion in decision-making, control over resources, etc. Through income generating activities and employment in MSEs, women can earn their own money and increase their status in family and society. However, progress in control over resources by women and representation of women in decision making positions is still limited. Intercooperation Bangladesh Page 9
<strong>Samriddhi</strong> Project Document Key lessons learned: • Although achievements were impressive on a community level, the gender mainstreaming was not very visible throughout the project. • In communities, where the community facilitators and female mentors were leading the participatory gender analysis (PGA), the follow-up activities by the communities were more effective. In the consolidation phase, gender mainstreaming will be carried out in a more systematic manner. Community facilitators and female mentors will systematically lead the PGA, the latter being regularly revised. To secure the achievements in changes in the social status of women are still challenging because of the existing social patterns. There is a need to consolidate the achievements to prevent them of reverting to the previous situation. Disaster risk reduction Based on the SDC strategy to mainstream DRR in all projects, LEAF initiated DRR pilot initiatives in 5 locations, focusing on “software” support like capacity and awareness building, participatory planning, etc. Intercooperation developed a community-based DRR planning tool which led to a significant increase in the awareness of the community. Issues like disaster prevention and preparedness that were hardly a topic before have been brought to the awareness of the people. Subsequently, the communities took actions to prepare themselves and reduce their vulnerabilities to the most important hazards. Key lessons learned: • The involvement of the whole community is crucial for the success of DRR activities. Under the lead of cluster platforms, DRR has to become a community activity, starting with common planning meetings, and including common disaster preparedness and prevention measures. • Starting with software and at later stage introducing “smart hardware” could bring good results regarding DRR. The effectiveness of smart hardware as a means for software depends on the maturity of the group receiving the support. For the next phase, these activities will have to be further mainstreamed, taking into account indigenous risk reduction measures, linked with local governance, and improved small scale hardware such as livestock shelters or bamboo piling against river erosion. Only smart hardware, which can be implemented and maintained by the communities themselves will be considered. Considering their resources, this will be challenging. Cooperation / coordination With an organisational re-arrangement, LEAF and SAAKTI have moved towards a more programmatic way of working. The cooperation with AFIP and Sharique was intensified in line with this development. Collaboration with Katalyst was found effective and very useful for both parties. Other collaborations with other development initiatives and the private sector were established and significantly extended. However, two questions still have to be addressed: i) how can the projects withdraw their support that still is instrumental for the functioning of various Intercooperation Bangladesh Page 10
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Samriddhi

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