Samriddhi

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<strong>Samriddhi</strong> Project Document matching fund, where community platforms could apply for financial support for their protection projects. However, the provision of money for hardware has to follow strict criteria with the aim to demonstrate the capabilities of the communities to protect themselves from disasters by establishing hardware installations on their own. The main criteria to receive hardware support by the project are the relevance of the activity to protect the achievements of project activities; the possibility for other communities to replicate similar hardware activities without project support; the ability of the communities to maintain the hardware installations without project support; and a community contribution of more than 50% for physical inputs and 100% for labour. Hardware support should be directed towards the most vulnerable communities, which, however, have to be mature enough to handle the support in a meaningful way. 4.6 Objectives and Interventions (Logical Framework) The overall goal of the project is To contribute to sustainable well-being and resilience of poor and extreme poor households of Rajshahi Division and Sunamganj District through social and economic empowerment. To achieve this goal, the project has formulated two outcomes. Outcome 1: Market and value chain development Poor and extreme poor men and women in the project intervention areas make use of improved employment and income generating opportunities facilitated through value chain and enterprise development, and have sustainable access to quality services (information, skills, technology, etc.), both private and public. Outcome 1 focuses on the market system, applying an M4P approach to achieve systemic changes leading to a more pro-poor market environment. The main systemic changes are a better performance of rural MSEs in terms of business management, market linkages in order to provide local income and employment opportunities; improved performance of value chains in terms of value addition, chain performance, etc. with a view to allocate more value addition at the local level leading to a higher share of the overall margin remaining with rural MSEs; and better performance of rural service and input markets as a crucial supporting function for all rural MSEs, providing updated knowledge, technology, information, business development services in combination with inputs and financial services. Outcome 2: Community organisation and governance Poor and extreme poor men and women in the project intervention areas define, manage, and lobby for their own development priorities and are able to secure access to a more enabling environment for their livelihood improvements. Intercooperation Bangladesh Page 25
<strong>Samriddhi</strong> Project Document Outcome 2 incorporates the HID component of the project. Through the development of human and institutional capacities of the community platforms, the communities are empowered to lead their own social and economic development process. An improved integration of the community priorities in local governance leads to an empowering and enabling environment. The resilience of the communities against natural and economic shocks is strengthened through the improved economic situation in combination with appropriate measures to reduce the risk of natural disasters. Improved social capital in the community leads to a higher degree of inclusiveness within the communities, especially targeting the inclusion of poor and extreme poor, ethnic minorities as well as disadvantaged, and improved gender equality. Outcome 1 is subdivided into six outputs: Output 1.1: Product competitiveness at producer level is enhanced. Output 1.2: The value chain performance of specific sub-sectors is strengthened. The first two outputs are targeting the development of selected value chains. The focus in propoor value chain development will be put on two areas: • Improvement of the competitiveness of the products: More competitive products will bring a higher income to the producer both in terms of quantity (more volume sold) and quality (higher margin). This includes the promotion of value addition through processing, grading, etc. at producer level. • Improved chain performance: Both vertical integration through better organised processes and horizontal integration through building producer networks and collection centres lead to reduced transaction costs and, thus, higher margins for all actors in the chain. Through horizontal integration, the outreach of the interventions can be increased. Output 1.3: SPAs are capable to organise and support the LSPs and to establish collaboration with the public and private sector. Output 1.4: Efficiency and coordination of service transactions between SPAs and their clients are improved. Outputs 1.3 and 1.4 focus on the service market and the support provided to the SPAs. Two major areas are covered by these outputs: • The capacity of the SPAs to organise the LSPs and to improve their coverage in the respective Upazillas. The incentive for the LSPs to become member of an SPA is the ability of the SPA to organise the capacity building of the LSPs through linkages with public agencies and private companies. The SPA can also organise inputs from large input sellers that can be sold to farmers through the LSPs. The capacity building of the SPAs also includes gender aspects; the SPA are supposed to have a certain number of women in their decision making bodies and effectively include them in their decision Intercooperation Bangladesh Page 26
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Samriddhi

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