FINAL NARRATIVE REPORT - CARE Österreich€¦ · FINAL NARRATIVE REPORT-PRODUCE – FEBRUARY 2010 - APRIL 2013 2012 Page 5 of 44 1. Description 1.1.Name of beneficiary of grant contract:

FINAL NARRATIVE REPORT-PRODUCE – FEBRUARY 2010 - APRIL 2013 2012

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FINAL NARRATIVE REPORT

01.02.2010 – 30.04.2013

Empowerment of LAs and NSAs in Responding to Economic Development

Opportunities and Climate Change and Disaster Vulnerabilities (PRODUCE)

Contract number: DCI-NSAPVD/2009/208-357

Reference: Europe Aid/128141/L/ACT/BD

The project is funded by the European Union, the Austrian Development Cooperation and CARE

Implemented by CARE

This publication has been produced with the assistance of the European Union. The contents and views of this publication are the sole responsibility of CARE and can in no way be taken to reflect the views of the European Union.

European Union


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Table of Content

1. Description 5

2. Assessment of implementation of Action activities 7

2.1 Executive summary of the Action 7

2.2. Activities and results 8

2.3. Activities that were planned and were not implemented 26

2.4. Assessment of the results of the Action 26

2.5. Outcome for final beneficiaries and target groups 35

2.6. List of all materials (and no. of copies) produced during the Action 35

2.7. List of all contracts (works, supplies, services) above 10,000€ 36

2.8. Describe if the Action will continue after support from the European Community has

ended / sustainability prospects

37

2.9. Explain how the Action has mainstreamed cross-cutting issues 38

2.10. How and by whom have the activities been monitored/ evaluated? Please summarise

the results of the feedback received, including from the beneficiaries

38

2.11. What has your organisation/partner learned from the Action and how has this learning

been utilised and disseminated?

40

3. Partners and Co-operation 40

3.1. How do you assess the relationship between the formal partners of this Action? 40

3.2. Is the partnership to continue? If so, how? If not, why? 41

3.3. Relationship between your organisation and State authorities 41

3.4. Where applicable, describe your relationship with any other organisations involved in

implementing the Action

41

3.5 Where applicable, outline any links and synergies you have developed with other actions 42

3.6 How far has this Action been able to build upon/complement the previous one(s) targeting

the same beneficiaries?

42

3.7. How do you evaluate cooperation with the Contracting Authority? 42

4. Visibility 43


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List of abbreviations

ACD - Assistant Country Director

ADC - Austrian Development Cooperation

AM - Assemble market

CA - Change Agent

CAP - Community Action Plan

CBHQ - CARE Bangladesh Head Quarter

CHP - Classical Handmade Product

CVCA - Community Vulnerability and Capacity Analysis

DAE - Department of Agriculture Extension

DLS - Department of Livestock

DRR - Disaster Risk Reduction

EDU - Economic Development Unit

EKATA - Empowerment Knowledge And Transformative Action

ESDO - Eco-Social Development Organization

EU - European Union

FFO - Field Facilitation Officer

FO - Finance Officer

GED - Gender Equity & Diversity

GO - Government Organization

GoB - Government of Bangladesh

HH - Household

IGA - Income Generating Activity

LA - Local Authority

M&EO - Monitoring and Evaluation Officer

MMC - Market management Committee

MoU - Memorandum of Understanding

MPG - Milk Producer's Group

MSI - Monzoor Silk Industries

NGO - Non Government organization

NSA - Non State Actors

OH - Office Helper

PAB - Practical Action Bangladesh

PDU - Program Development Unit

PM - Project Manager

PO - Project Officer/Purchase Order

PQU - Program Quality Unit

PR - Purchase Request

PRA - Participatory Rural Appraisal

PRODUCE - Pro-poor-initiative for Disaster-risk-reduction and Understanding Climate-


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change for Economic-development

PUC - Para Unnayan Committee

RSP - Rural Sales Program

SD&CB - Strategy Development and Capacity Building

SDVC - Strengthening Dairy Value Chain

SDU - Social Development Unit

SETU - Social and Economic Transformation of the Ultra poor

SHIFT - Strengthening Poorest and Vulnerable Households Capability to Improve Food

Security in Northwest Bangladesh

SHOUHARDO - Strengthening Household Ability to Respond to Development Opportunities

SKSF - SKS Foundation

TL - Team Leader

TC - Technical Coordinator

TNA - Training Need Assessment

TO (DRR) - Technical Officer (Disaster Risk Reduction)

TO (ED) - Technical Officer (Economic Development)

UP - Union Parishad

VDC - Village Development Committee


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1. Description

1.1. Name of beneficiary of grant contract:

CARE Österreich

1.2. Name and title of the contact person:

Katharina Auer, Programme Officer Asia, Middle East and Europe, CARE Österreich

1.3. Name of partners in the Action:

Eco-Social Development Organization (ESDO) and SKS Foundation

1.4. Title of the Action:

Empowerment of LAs and NSAs in Responding to Economic Development Opportunities and Climate

Change and Disaster Vulnerabilities

1.5. Contract number:

DCI-NSAPVD/2009/208-357

1.6. Start date and end date of the reporting period:

February 01, 2010 to April 30, 2013

1.7. Target country(ies) or region(s):

3 Districts in the Northwest of Bangladesh (Kurigram, Nilphamari and Rangpur)

1.8. Final beneficiaries and/or target groups1 (if different) (including numbers of women and men):

The final beneficiaries are 80,000 extremely poor people (men and women) in the targeted rural areas. The target groups are: UPs, civil society organizations and networks, community based organizations, women organizations, and private sector actors engaged in market promotion and economic activities.

1.9. Country(ies) in which the activities take place (if different from 1.7):

N/A

1 “Target groups” are the groups/entities who will be directly positively affected by the project at the Project Purpose

level, and “final beneficiaries” are those who will benefit from the project in the long term at the level of the society or sector at large.


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Summary

Reference of the Call for Proposals

Europe Aid/128141/L/ACT/BD

Title of the Call for Proposals

Non State Actors and Local Authorities in Development-Support to in-Country interventions

Title of the Action Empowerment of LAs and NSAs in Responding to Economic Development Opportunities and Climate Change and Disaster Vulnerabilities

Duration 39 months (February 2010 April 2013)

Objectives

Overall Objective: To contribute to the promotion of participatory inclusive governance to broaden the scope of economic opportunities for the poor and marginalized in rural communities (MDG1) Specific Objective: Improved conditions for cooperation between Union Parishads (UPs), local actors and communities (men and women) to collectively address economic and climate vulnerabilities in 29 Unions in the Northwest of Bangladesh (District of Kurigram, Rangpur and Nilphamari).

Local Partner(s) SKS Foundation, Europe Aid ID number: BD-2009-DNC-0103374574 Eco-Social Development Organization (ESDO), Europe Aid ID number: BD-2008-EVA-071284261

Target Group(s) UPs, Civil society organizations and networks, community based organizations, women organizations, and the private sector engaged in market promotion and economic activities

Final beneficiaries The final beneficiaries are 80,000 extremely poor people (men and women) in targeted rural areas; they do not have sustained livelihood options and face economic and climatic vulnerabilities.

Expected results 1: Improved capacities of 29 UPs and LAs accelerate their pro-poor and gender sensitive service delivery mechanisms and poor and marginalized communities, especially women, are empowered to negotiate their interests and to take responsibilities in accessing services.

2: Networking and collaboration mechanisms established among different actors and participatory planning and collective actions undertaken to effectively promote pro poor, gender sensitive economic activities.

3: Participatory learning and action mechanisms established to empower communities to actively engage in policy reform and implementation processes.

Main activities Activities for Result 1: Capacity building of LAs and NSAs, specifically UP capacity on participatory poverty analysis, market and value chain analysis, assessment of climate vulnerability and capacity; capacity building for CBOs, poor men and women on IGA development.

Activities for Result 2: Facilitation of cooperation, dialogue and linkages between NSAs and LAs to foster improve participatory planning.

Activities for Result 3: Develop a comprehensive learning, documentation and reflection system. Publications and organize year-round learning sharing events.


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2. Assessment of implementation of Action activities

2.1 Executive summary of the Action PRODUCE was implemented by CARE in cooperation with Eco-Social Development Organization (ESDO) and SKS Foundation in three districts in North-western Bangladesh (Districts of Kurigram, Rangpur and Nilphamari) from February 2010 to April 2013. The project aimed at improving cooperation between Union Parishads (UPs), local market actors and communities in order to collectively address economic and climate change vulnerabilities as well as to contribute to participatory inclusive governance and broaden the scope of economic opportunities for the poor and marginalized people in the rural communities. The action was built on participatory analysis of the social and economic context as well as of the impact of current climatic conditions and trends. Participatory methods for mapping the social and economic context as well as the changing climatic conditions and an analysis of market needs and economic capacities of Local Authorities (LAs) and Non State Actors (NSAs) in the target districts served as a basis of information for planning. Climate trends and their impact on the local population was analysed at village and Union Parishad (UP) level. The outcome of the analysis process during year 1 was the formulation of 135 Community Action Plan (CAPs), identifying priorities for activities and funding for local economic development. The planning process was facilitated in a way that built capacities of community platforms for engagement in local governance. PRODUCE engaged existing community platforms and further refined their organizational capacities. The Community Action Plans were submitted to the Union Parishads (UPs) and incorporation of the issues into UP planning was discussed in monthly meetings. 87 community Change Agents were identified to bring the plans forward and facilitate poor people, especially women’s, engagement in UP planning. 65 (75%) Change Agents were included into UP standing committees over the course of the project. The project also engaged 870 poor people, particularly women, into profitable and sustainable income generating activities, adapted to the climatic and economic context. Activities carried out at the end of the project included production of pumpkins, cow and sheep rearing, karchupi (stitching on wedding saris) and basket making, flood tolerant paddy production, carpet making, weaving and small business. The activities were continued in year 3 and are likely to sustain after end of the project as contacts with private sector buyers were established. While income generated from these activities varied depending on the volume of goods demanded, the possibility to earn additional income has empowered women economically as well as socially. At the same time, PRODUCE focused on building capacities of local authorities for participatory planning and transparent budget allocation. A training module for formulating pro-poor, gender sensitive action plans has been developed and all 29 UPs participated in trainings. As a result, UPs also conducted UP planning processes, based on CAPs, and became better at including aspects of Disaster Risk Reduction, Climate Change adaptation and Economic development as identified in plans into UP planning and budgeting. In year 3 of the project, 29 UPs have budgeted around BDT 13.7 Mio. for Climate Change Adaptation, DRR and Economic development – a 338% increase from the baseline. All 29 UPs presented their budget in open budget sessions in each of which several


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hundred people participated. In order to increase downward accountability of service delivery, the project organized fairs on service delivery mechanisms and presentation of existing community adaptation initiatives. The final evaluation showed that the de facto inclusiveness of the UP planning mechanisms depended on capacity as well as attitude of the chairman. PRODUCE also built capacities of local market actors to identify market opportunities and enhance women’s and poor people’s market access: 819 paravets, collectors and other middlemen received capacity building and in each UP Market Management Committees were formed and/or reactivated. Market Management Committees have established market based information centers, from where people can receive information on product quality and the market prices of commodities. They have been active in creating a women friendly environment at markets, for example through a women’s corner, stalls for women and separate latrines. MMCs have lobbied with the UPs to develop market infrastructure – UPs have provided 67% match funds to project financed market infrastructure as identified through the joint planning process. Dialogue workshops to sensitise the private sector on Climate Change risk reduction and Economic Development from the perspective of poor people were held. Cooperation with and sensitization of the Private Sector (PS) was a major feature throughout the project. The project has successfully organized and facilitated four workshops on "Challenges of climate change and disaster - roles and responsibilities of private sector" at district and Upazila level with the participation of the Chamber of Commerce as well as representatives of a number of renowned PS companies (e.g.: Cingenta, Unilever, ACME, Rangpur Dairy, etc.). In project year 3, a particular focus was on consolidation of activities through documentation, refresher trainings and support to longer-term planning (CAPs and UP level, 5 years) as well as sharing of lessons learned. 2.2. Activities and results

General information

Staff: A total of 44 people were recruited for the PRODUCE project with CARE and for the partner organizations, 12 of whom are women. Capacity building for project staff and partners during project year 3: Note: for other capacity building activities see previous reports.

Capacity Building Organisation & Dates Staff

Community Based Adaptation on Climate Change and Monitoring

Organised by ARCAB, BCAS & IIED at ASOD Training Centre, Rangpur Date: May 06-08, 2012

Total 3, TC-L&M from CARE, M&E Officer from ESDO and TO-DRR from SKSF

Capacity Development Program for women staff of

Organised by CARE Bangladesh HRD at CBHQ, Dhaka Date: May 16-17, 2012

PO-Documentation from CARE Bangladesh


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Capacity Building Organisation & Dates Staff

CARE Bangladesh

Need Assessment & Emergency Response

Organised by CARE Bangladesh at PROSHIKA, Koitta, Manikganj Date: June 18-20, 2012

PO-Documentation from CARE Bangladesh

Year-3 Plan and Budget projection workshop

Organized by CARE Bangladesh At Hotel Caspia, Rangpur Date: May 31, 2012

Total participants 43. (CARE-7, ESDO-20 and SKSF-16)

TOT on platform's refresher training

Organized by CARE Bangladesh at Nilphamari project Office Date: July 24, 2012

Total participants 10, from CARE- 3, SKS-3 and from ESDO-4,

Strategies development and capacity building workshop

Organized by CARE Bangladesh at ASOD training centre, Rangpur Date: August 29-30, 2012

Total participants 41, from CARE 6, SKS-15 and from ESDO-20.

Learning and sharing visit on Strengthening Local Governance Project

Organized by CARE Bangladesh to Strengthening Local Governance Project, Sunamganj, Sylhet, implemented by HELVETAS Swiss Inter-cooperation Bangladesh Date: September 16-20, 2012

Total participants 8, from CARE 4, SKS-2and from ESDO-2.

TOT on Child Development

Organized by UNICEF At ASOD training centre, Rangpur Date: September 30-October 4, 2012

Participant PM of ESDO

TOT on value chain analysis workshop for Union Parishad

Organized by CARE Bangladesh At ASOD training centre, Rangpur Date: December 12, 2012

Total participants 16. (CARE-5, ESDO-6 and SKSF-5)

Field based on the job training/orientation sessions were provided during field practices. Feedback sessions were organized after field exercise. Monitoring and internal reporting: In order to ensure the quality of project implementation, the project continuing monitoring has been carried out throughout the project life span. Monthly & quarterly progress reports were produced by partner NGOs, district level inception workshop reports, physical progress reports, report on mapping of LAs and NSAs, IGA training report and activity-based follow up & monitoring reports, M&E manual, Baseline Survey Report & 1st year and 2nd year interim narrative report for EU and workshops reports. During year 3, a report on lessons learned from the CVCA analysis and the final evaluation was conducted.

Activities towards Expected Result 1: Improved capacities of 29 UPs and LAs accelerate their pro-poor and gender sensitive service delivery mechanisms and poor and marginalized communities, especially women, are empowered to negotiate their interests and to take responsibilities in accessing services. Activity 1.1: Mapping of NSAs and LAs and improve joint understanding of the market needs and constraints including the skill and operational needs for value chain based business and service


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delivery mechanism Being focused on working with a range of local authorities and non-state actors, the mapping of the capacities and roles of these actors was an important basis to the project implementation in year 1. The mapping exercise was an effective way for the poorest people to identify relevant and available LAs and NSAs in their area. In consultation with the Social Development Unit of CARE Bangladesh (a department specialised in social analysis and mobilisation) the team developed a guideline for the processes and methodology. The mapping process has been done using PRA tools and techniques and was carried out at ward and union level. Based on the mapping, the project facilitated interaction between Union Parishads and other government actors and local community members and market actors to bring together supply and demand side in service delivery and market development.

Activity output: As a whole, mapping of NSAs and LAs has improved the understanding of market needs and constraints and developed effective linkages which help the poorest people to build sustainable livelihoods. Based on the mapping, the project team was able to engage a number of stakeholders for the benefit of the target group according to the role they should be playing for poor people. Some examples from year 3 are: - The Department of Agriculture Extension provided technical support for flood tolerant paddy

cultivation at Jatrapur. The farmers harvested 15.600 kg of flood tolerant paddy. From Panchgachhi Union Parishad 200 saplings have been distributed to Milk Producer Group members. 518 community platform members planted different types of tree saplings in their homestead areas. Five platform members of Uttam union received seed and fertilizer support from Department of Agriculture Extension for Jute cultivation.

- The Department of Livestock provided regular vaccination support to sheep and cows of beneficiaries of the project who were involved in livestock rearing activities. In year 3, 1.725 cattle, 1.554 goats and 267 Sheep were vaccinated in the PRODUCE working areas in Nilphamari Sadar, Ulipur and Kurigram sadar Upazila. Upaliza Livestock department of Rangpur Upazila provided a 7 days long training on vaccination to Zahidul Islam, a paravet of Uttam Union, who will be serving the target group also after end of the project.

LA-NSA Mapping at Kafrikhal union of Mithapukur,

Rangpur

Union level mapping exercise at Bhangni, Rangpur


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Technical support from SAAO to the farmers of Uttam union, Rangpur Rupia is storing cow dung after receiving training on

cow rearing

- In year 3, a tailoring training centre has been started on November 17, 2012 through the initiative of the chairman of Gopalpur UP, where 24 women found employment. This is based on the coordination with the UP by the project to increase income generating activities for women. The training is currently being funded by the UP.

- Under the leadership of the milk producers’ group of Sulunga village of Gopalpur UP, Bangladesh Rural Development Board (BRDB) Mithapukur has formed a poor people’s group at Sulunga. BRDB will provide support for the social and economic development of the group members.

- 64 community platform members have prepared compost pits with the assistance of Sub

Assistant Agriculture Officers at Chengmari union of Mithapukur and Uttam union of Rangpur sadar upazilas respectively at community level especially where the cows were provided.

- 26 platform members of Gopalpur Union have received vegetable seeds from the Agriculture Department under the government project named “One house and one farm” through building effective network and communication with service providers.

Activity 1.2: Capacity development of Union Parishad (UP) and relevant LAs to improve understanding in formulating pro-poor, gender sensitive action plans that enhance quality of services towards market and value chain based local economic development and consider the climatic vulnerability.

During year 2 of PRODUCE, a module for capacity development of Union Parishad (UP) and relevant Local Authorities has been finalized by the Project and a two days long TOT for 18 team members of PRODUCE was organised. After completion of the TOT, the project successfully conducted 15 two days residential trainings called "Strengthening the Capacity of Locally Elected Bodies and relevant Local Actors and formulation of strategy for sustainable development", covering 544 employees of the 29 target UPs (82.7% male and 17.3% female participants). PRODUCE also facilitated ward level planning sessions to ensure poor people’s interests are incorporated into the UP planning. During the course of the project, 195 ward level participatory planning sessions were conducted (target of 174 sessions met, in every Union 3 sessions were organised in each of the 9 wards). In addition, the project organised 57 open budget sessions in

UP initiated garments production at

Gopalpur union


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UPs under Rangpur, Kurigram and Nilphamari districts. UPs allocated budget for climate change adaptation, DRR and economic development as foreseen in Community Action Plans and UP plans developed under the project. In each open budget session, Upazila Chairman, Vice chairman, local elites, Service Providers actively participated and expressed their commitment for the poorest and marginalized people. All UPs developed action plan through participatory poverty analysis. All UPs made six monthly progress reviews of action plans. In year 3, the project organised a day long training session for 20 Union Information & Service Centre (UISC) operators and selected UP members on improving knowledge on computer operation as well as problem shooting in collaboration with CARE IT department. Now the information centres are able to improve the quality of their services. During Year 3, the project team also facilitated a refresher training on UP capacity building and a value chain analysis training to all target UPs, responding to the recommendation of the EC ROM. Activity Output: Following the participatory analysis, root causes of poverty have been identified and the UP allocated budget to address the findings. It is a success that the budget allocated to issues raised through the CAPs (CC adaptation, DDR, local economic development) has increased by 338% over the course of the project. In the financial year 12-13, the UPs allocated BDT 18,961,800 for Climate change adaptation, Disaster Risk Reduction and Economic Development (increased from the BDT 13,700,000 in year 2). They have utilised 89% of their budgeted amount (an increase of over 30% of utilisation compared to the first project year). The platform members participated in open budget sessions and their opinion was included in the discussion regarding UPs' budget. A total of 235 platform representatives (including 65 Change Agents) have been included in different standing committees of UPs and they have raised the agenda of poor people in the coordination meetings. UPs have announced the budget openly two times in the course of the project – participation increased from 800-1.100 people on average to 1.000-1.500 people during the second cycle – a major step towards accountability and transparency of the local government. The participation of important local stakeholders such as the Upazila Chairman, Vice chairman, local elites, Service Providers together with community platform members and community people shows their commitment and the success of the activity. It is worthwhile to mention here that a member of the parliament participated as a chief guest in one of the open budget session in Chowrabaragachha union under Nilphamari sadar upazila. The accountability mechanisms also have tangible impact on availability and appropriateness of services and work opportunities. All 29 Ups now display citizen chartas in open places displaying the available UP services and respective union's inhabitants are using this information. During the last year of the Project, Balarhat UP under Mithapukur Upazila planted 1.000 coconut saplings covering 10 km of roadsides through the UP Local Government Support Program (LGSP) of the Local Government Division with financial assistance of the European Union. The planning took into account the climate change and disaster vulnerability according to the UP action plan developed under PRODUCE. Through this initiative a remarkable number of poor women received work opportunities. Two UPs (Gogadoho UP and Jatrapur UP) under Kurigram District have been selected and invited to World Bank’s Horizontal Learning sharing Program together with very few others in Bangladesh. The team supported their presentation. Activity 1.3: Capacity development of 870 extremely poor men and women in value chain based


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business promotion and IGAs development. The income-generating activities were chosen based on a market analysis, dialogue with different private sector buyers, feasibility based on the CVCA analysis (with a view to adaptation benefits, such as diversification of income) and possibility to develop training modules. At the end of the Project period, 870 participants were actively involved with different Income Generating Activities (IGAs). The following table shows the number of participants taking part in the different activities. Overview by Income Generating Activity: Karchupi: Karchupi is a technique of stitching on wedding saris. The project facilitated trainings and contacts to buyers and engaged 210 women in the activity. Initially training was carried out with the assistance of Monzoor Silk Industries (MSI) who also bought products in the initial phase of the project. However, they were unable to continue to market the products and had to withdraw their support. The PRODUCE team established contacts with another company Nabarupa Benarashi Palli who carried out additional trainings and is now ensuring continuous market access for 153 producers. The final evaluation recognized the interaction with private sector companies for sustainability of IGAs as a success of PRODUCE. Depending on the volume produced, women have earned an average of 989 BDT/ month from Karchupi. When measured between October and December 2012, this was the average women earned when working approx. 4 hours as a supplement to their family’s income. The figure depends on the volume of products ordered by the buyer Naborupa Benaroshi Polli and is still quite low as the relationship was established only after Mansour Silk closing. However, it is a long-term relationship and has the potential to gradually evolve and empower women.

IGA Number of Participants

Karchupi making 210

Basket making 180

Sandbar cropping 150

Sheep rearing 90

Grocery business 8

Mini Garments 10

Flood tolerant paddy cultivation 10

Carpet making 30

Weaving -Rug making 60

Small business (Rice husking, vegetable shop, puff-rice, tea stall etc)

20

Cow rearing 132

Total 870


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Basket making: At Kurigram and Ulipur a total of 180 participants completed the 4 months training of handmade craft. The training was conducted with a renowned private sector organization "Creation Private Ltd" who now buys the fabricated products. Participants received 3.000 as training honorarium for three months. Average income from October to December 2012 of the basket group was BDT 700-900. During these months 60 out of 120 participants had orders. In good months, women earned between 1.500 and 2.000 BDT. Sandbar cropping: Planting pumpkins on

previously unused land of sandbars along the rivers is one of the major adaptation activities of PRODUCE and of great value for women's economic empowerment. During year 1, 90 participants received training and materials for planting (seeds, jugs, irrigation pumps) and harvested 3.727 pumpkins with an average value of 2.400 BDT per person. In year 2, 150 people were involved in planting pumpkins. In year 3, support was again provided to 150 sandbar crop cultivators and a total of 35.000 pumpkins were harvested in the field with about 157,500 kg (average weight 4.5 kg per pumpkin). Sale value is amounting to BDT 1.417.500 considering sale price BDT 9 per Kg. This makes an average income of 9.450 BDT per cultivator per season. The producers are very confident and determined to continue pumpkin cultivation in the up coming years. The Department of Agriculture was fully involved with the extension process and we are hopeful that the practice will be continued through their support. The idea also received recognition through the replication by Practical Action Bangladesh and by official visitors. For instance, the Deputy Commissioner (DC) of Kurigram District, UNO of Ulipur Upazial, visited and said “I heard from PRODUCE Project’s personnel, it is possible to harvest pumpkin at sandy land and that is why I was interested to visit this. Now I am astonished after my visit to the pumpkin field. It is a great achievement for char dwellers. I think if we can expand this technology, poor and extreme poor people of char land can earn money by using the unused sandy land”. The UNO officer of Ulipur Sadar Upazila also visited the pumpkin field and promised to call a meeting for all UP Chairmans under Ulipur Upazial to share this practice. Mr. Golam Sobhanee (DD Agriculture) also expressed his satisfaction to see the huge number of pumpkins and successful farmers. He suggested cultivating pumpkin in more sandy land in the upcoming season.

Technology is a word people connect with sophisticated engineering – most would not think that it can be mastered by illiterate people. Such a perception blocks potential for development. Development initiators have a responsibility to help break such misconceptions. PRODUCE has contributed in successfully challenging such prejudice by transferring basket making technology to a group of women without material assets, social status and who have no formal education. This brought a real

change for these women. Bulbuli is one of them – she now feels

she has gained dignity.. She is surrounded by her co-workers all of whom are happy that this work has provided them a path for empowerment.

Bulbuli


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Pumpkin collection during the harvesting day

Sheep rearing: 90 people participated in this activity with 381 sheep being distributed. The project ensured vaccination support from the livestock department for all the distributed sheep. During the project period, out of the 381, 143 sheep were sold for BDT 167.000 and the money was spent on HH expenditure, paddy stock, children education and agriculture production. Over time the number of sheep increased due to reproduction. The project initiated this IGA to expand the economic development opportunities of women and increase their household assets rather than generating direct income from sales, which is why the Project did not record average income from sheep. Cow rearing: During the reporting period, 132 people received cows. 36 of them also started nepiar (a High Yielding Variety) grass cultivation for fodder with the technical and seedlings supports from Upazila Agriculture Department of Mithapukur and Rangpur Sadar. Owning a cow was very encouraging for women as it raised their status in the household and at community level. The direct income from cow rearing was not measured as the activity aimed at increasing asset ownership of women rather than income per se.

Grocery business, small business: At Ramnagar union under Nilphamari Sadar Upazila, the project provided financial support for purchasing inputs for 8 women entrepreneurs to start and/or sustain their small business at a market place. Upazila Nirbahi Officer of Nilphamari sadar upazila

Sheep to sheep firm

Engila an inhabitant of Fazil kha received four sheep that reproduced 12 sheep. Five sheep were sold at BDT 7000 which was used to buy one cow. After five months Engila sold the cow at BDT 14,000. With this money she bought three cows. Now she has three cows and nine sheep. Engila has accumulated saving which she is planning to use partly to buy asset and partly to reinvest in purchasing more sheep and cows. Her family is now eating more protein than ever before. She suffers no anxiety to support and educate her children. Most remarkably Engila has gained a voice within her family. She is consulted for any kind of decision, which was not the case until she could provide money to her family. It seems that the dice has changed its side. Patriarchal hegemony is changing over to equality. Engila is not an exception, everyone who reared sheep benefitted significantly. It starts with one or two pair of sheep, but the number increases while also

value kept added when different things are bought and sold in a progressive way. Fazil Kha VDC members have attained solvency that increases their acceptance both at home and outside.

Pumpkin cultivators are working in the

crop field Planning before starting of the group

cultivation


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was involved in the process and handed over BDT 72.000 to the participants on behalf of the project. As a result, the involvement of the women in business has intensified and their income has increased steadily since the start of the project (see graph below – between 3.800 and 6.700 BDT per month). June and November are lower due to rainy seasons – production also depends on productivity and time invested. The women are expecting to be able to expand their business even more and move outside of their local market. In addition to higher income the women and their families now enjoy increased security and social status.

Mini garments: At Halokhana union, the project provided BDT 80.290 to the mini garment management committee for 10 participants to strengthen and continue their existing mini garment group "Jibontori -Life saving boat". At Mominpur 30 participants received training on Satarangi (carpet) making by Mrittika foundation a locally rooted private sector organization. Flood tolerant paddy cultivation: In year 2, 10 farmers harvested 15,600 kg of flood tolerant paddy with festive mood in presence of Upazila Agriculture Officer and other local elites. This activity is a collaborative effort between PRODUCE and Dan Church Aid. Activity Output: According to the final evaluation, all planned income generating activities were managed effectively as the project was able to draw upon existing community platforms. The capacity of these platforms helped to sustain the income generating activities and to ensure their success. The evaluation also mentions that PRODUCE was good in selecting the poorest households although groups were mixed (extreme poor, poor) and the mixed groups were actually those that fared better in economic activities as they were better organised. The cooperation with other actors - e.g. for pumpkin production, the flood-tolerant paddy etc. – was underlined as positive for sustainability and scaling up. The majority of groups interviewed in the final evaluation mentioned increased income of women, increased savings and increased number of meals per day as an outcome of the PRODUCE project. This is directly linked to the income generating activities. Social changes are linked to them (i.e. increased mobility, changes in levels of Violence against Women – see results section).

Activity 1.4: Capacity building of VDC/EKATA/PUC, as well as natural leaders within these groups to help them introduce improved economic development and climate change adaptation strategies and planning in their community, based on collective action plans, as well as advocating to hold LAs accountable for effective service delivery and improving market access. After a capacity assessment was conducted and a training module developed in year 1, trainings

1200

3804 3841

5306

4306

6688 6388

5058

0

1000

2000

3000

4000

5000

6000

7000

8000

Base April'12 May'12 June'12 Sept'12 Oct.'12 Nov.'12 Dec.'12

Monthly Average income (Tk.) of Small Business of Women


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and refresher trainings were carried out during year 2 and 3 for different entities with the aim to develop the capacities of community platforms and market committees to understand issues relating to climate change and disaster vulnerabilities. Partner NGO staff was trained to conduct the sessions. The information was included into the 135 Community Action Plans (CAPs). In Year 3, 28 capacity building training sessions were held with 145 existing platforms (=100% achievement of target), where 350 selected platform members participated. In addition, 10 batches of refresher trainings on the review of Community Action Plans (CAPs) with platforms and UPs and organizational capacity building with 54 existing platforms where around 250 platform leaders attended were conducted. As per year 3, as a result of the training on climatic vulnerabilities, 45 of the platforms are doing regular savings to address vulnerability and cope with shocks. Through the review of action plans, UPs were held accountable for their pro-poor service delivery and planning. Activity Output:

All 135 Community Action Plans have been reviewed in Year 3 on the basis of the refreshment of Climate Vulnerability and Capacity Assessment (CVCA). Community Action Plans have been shared in the UP coordination meetings. The existing platforms members have also shared and reviewed their CAP in their monthly meetings.

Based on the CAPs and UP level action plans, UPs agreed to provide significant funds to market infrastructure measures (67% co financing). UPs have allocated BDT. 2.738.860 in order to construct latrines, tube-wells, dustbins and raised market plinths as well as drainage in the market areas so that UPs and MMCs are better able to provide market oriented services to the poor and extreme poor. Toll board and price list have been prepared and fixed in the market place by the MMCs. Through this initiative MMCs have contributed to establish market justice for the poor traders.

Platforms and change agents have been able to include 1.303 of the poorest people into the Social Safety Net program of the GoB, this is a direct outcome of the project.

65 (about 75% of all) Change Agents have been included in different standing and special committees of Union Parishads as of Year 3 of the Project. They are now playing a vital role in the facilitation of income generating opportunities and access to common resources for poor and extreme poor people (e.g.: homestead gardening and plantation).

Services offered by the UPs to extreme poor and poor people have improved, for example: 225 Platform Members received vegetable seeds from the agriculture department through building effective network and communication; 62 Platform members received training on cow and sheep rearing respectively from the Upazila Livestock Department.

In Nilphamari, 24 platforms developed a community level Disaster Management Committee (DMC) under the leadership of respective UP members.


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Abdul Hye of Pandul union under Ulipur upazila -a platform member of Bara Mohishmari Milk Producer group was motivated by the PRODUCE field facilitator Md. Mostafizur Rahman to cultivate vegetables in the fallow land. He received a job training from FFO and sub-Assistant Agriculture Officer. Last season he cultivated vegetable at about 25 decimals of land and earned Tk. 36.000-40.000 by selling his product. He used organic fertilizer and integrated pest management after receiving the training on climate change adaptation and disaster management. Now he has become self dependent and encourages other farmers to cultivate vegetables. This is an example of how PRODUCE managed to spread its learnings amongst other farmers.

Activity 1.5: Strengthen the capacities of existing and new market committees to advocate and negotiate with LAs for access to resources and infrastructure for better functioning of the market system As of Year 2, 29 markets (one per UP) were identified and selected for improvement of capacities of Market Management Committees and market reform. All reformation processes of MMCs were

Fatema, starting up a business was extremely hard: the BDT 1.200 she had was too little to run a business. But the scenario started to change as she received a grant of BDT 9.000 from the UP with the help of PRODUCE. She started thinking strategically, made an assessment of consumer’s needs in order to be selective in increasing the items to sell. This rewarded her by attracting more and more clients. Her business grew and she bought a freeze to store soft drinks that made a hit. Until today, Fatema’s shop is the only place in Ramnagor Bazar to buy chilled soft drinks. With the solvency achieved by the shop Fatema made her little fortune. She bought 10 decimal of land and a set of 10 tins for the roof of her house. Her little son is now going to college, he supports his mother in his off time. She plans to be a candidate for the next year’s Market Management Committee as she thinks this is how she can contribute in the development of the market. People, especially women, often come to Fatema for business counselling. However, Fatema is not an exception. All the eight shops supported by PRODUCE are making significant profit and some of their capital is now four times more than they started with. Women’s Corner project has three dimensional effects. First, it positively changed female trader’s livelihoods – women are now economically empowered resulting in upgrading of their social and family status. Secondly, it encouraged other women to start their own business adjacent to women’s corner. Six women headed restaurants are running in full swing in the bazaar. Women from different villages and unions have also shown interest to start businesses of their own, and for this they often seek consultation form the traders of women’s corner. It also had effect on the female consumers. Previously shopping was entirely a male concern. Knowing that there exist shops run by women where ladies items—like cosmetics, toiletries, dress etc. – are found, more and more women come to Ramnagor to shop. This is an indication of women’s mobility—a requirement for empowerment.


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done according to the policy/circular of the Government of Bangladesh. A training needs assessment was completed in all selected markets following the capacity assessment tools developed by the project. The PRODUCE team developed a training module with the assistance from the Private Sector Engagement Unit of CARE Bangladesh and the Enliven consulting firm. The aim of the training was to increase the ability of the committees to ensure equal access to resources within the market and advocate for the UP to allocate resources to the market. TOT was provided to PNGO staff. As of Year 2, 319 MMC members (men 261 and 58 women) were trained with each MMC member completing 10 sessions on average according to the developed module. In addition to the trainings, 12 exposure visits to other markets were held where 182 representatives participated from 28 MMCs. Regular capacity building was a key for success. During the last year of the project, the committees have seen the effects of their capacity as they were able to mobilise resources for infrastructure development in the market. Responding to the MMC’s appeal and the market improvement plans submitted to them, all UPs have allocated their budget considering the action plan of MMCs. The total budget for infrastructure development mobilised under PRODUCE was BDT 4.192.025 where, UPs have matched 67% (BDT 2.738.860) and the rest of BDT 1.453.165 was provided by the project. This is a unique example of collective action created by the project. As of March 31, 2013 28 MMCs have completed their construction and one construction work was stopped due to an internal conflict within the UP. The types of the constructions differ from one MMC to other. The major interventions are tube well, latrine installation, construction of drain, culvert and filling of earth in the low-lying area in the Market. In order to get better access to commodities and fair prices MMCs have fixed 29 toll boards and a price list of commodities in open spots of all 29 markets. MMCs have born the cost of signboards and its fixation cost. This will foster transparency of market information to the project beneficiaries as well as all concerned market actors which is also the commitment of PRODUCE project Throughout the project period, monthly meetings of MMC were facilitated. A total of 651 monthly meetings were held in all MMCs and the major agenda was match grant utilization, infrastructure of market development, review of plan, approval of MMC, increase women entrepreneurship, conflict resolution, update essential commodity price and toll board etc. 139 workshops were organised between extreme poor traders and MMCs to identify their needs. MMC gradually increased their capacity for advocacy and negotiation. MMC shared their plans during UP coordination meetings and UP open budget sessions. In Year 3 of PRODUCE, 29 MMCs have conducted 100% monthly meeting in order to implement their planned activities and broaden the scope of economic development activities. Considering the long term sustainability of MMC activity, 29 MMCs have prepared a plan for post PRODUCE activities and submitted their plan to relevant LAs and UPs.

Activity Output: With increased capacities for planning, advocacy and negotiation, Market Management Committees were able to function more inclusively and design plans for how they wanted their market to become in order to also serve the needs of the poorest, particularly of women. They were able to acquire significant co-funding for their infrastructure projects and set themselves up as a partner in the budgeting process of UPs.


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The final evaluation reports that all of the groups interviewed mentioned they wanted to continue the MMC meetings, as they were seen as extremely useful. Furthermore, they report that “The markets now have an increased number of market stalls and latrine blocks, and improved lighting and security, measures that have increased substantially the numbers of women using the markets, both to sell and buy produce.” (final evaluation p. 19) Some examples:

MMC of Taltala Bazar planted 100 saplings; MMC of Centererhat planted 80 saplings in the market grounds through help from a newly elected union chairman and the Department of Agriculture respectively.

After receiving training from PRODUCE, the MMC of Burirhat has become more gender sensitive and created opportunity for two poor women in the women corner of the market in order to carry out their small business.

29 members of MMCs (one from each market) participated in UP capacity building training in order to understand UP activities and foster the integration between UP and MMC.

Activity 1.6: Develop the capacities of paravets, collectors, and other middlemen groups to better identify and raise their own development concerns with LAs and other market actors. During Year 1 and Year 2 the project has identified paravets, collectors, and other middlemen groups through the mapping of LAs and NSAs and facilitated capacity building training of identified groups in 29 unions. Capacity assessment of paravets, collectors and other middlemen groups was done following a tool developed by the project along with social development unit of CARE Bangladesh. A total of 5 capacity building workshops on “Climate Change, DRR & Economic

The Development of Majhbil Market: Majhbil Market is one of the remarkable markets of Dharonibari union of Ulipur upazila. Previously the market was neglected. There was no market committee to manage it and buyers and sellers did not like to frequent the market. The land of the market area is low and nobody could take any initiative for ground rising. There was no transparent

information on prices and quality only those poor people who could not afford to go elsewhere sold their product in the market. In this situation PRODUCE Project got involved with the market for upgrading the situation. The team encouraged the UP and other beneficiaries of the market to take initiatives for the development. At a certain stage UP and other people understand that they should get active for the improvement of the market which would bring their wellbeing. First, PRODUCE supported the UP to reorganize the Market Management Committee. Training was provided to the new members and monthly meetings were arranged. Regular identification of problems and the formulation of action points have become a habitual activity for the improvement of the market. At last the MMC has

become able to form a committee for the monitoring of the price list and a toll board. In 2011-12 UP allocated Tk 8.000 for the development of the market. Due to continuing interaction of the MMC with the UP, in 2012-13 UP allocated Tk 140.000 and necessary steps have been taken to develop the road of the market. Now customers from distant places come to the market for selling their goods and local goods are selling at a higher rate and consequently villagers economically benefited.

Road construction at Majhbil market as initiated by UP and MMC


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Development and linkage building” were completed by the project. 29 capacity building workshops at UP level were organized. Gradually, linkages were developed between LAs and paravets, collectors and middleman groups. They conducted regular bi-monthly meetings to develop their action plans and regularly share their learnings. In the final year of the project, the team provided support to prepare a sustainability plan of the paravet/ middlemen/ collectors' forum so that they can continue their support to the poorest people. They identified required support by the Government Livestock department and private sector pharmaceutical companies and the project conducted meetings with companies and UPs to facilitate support. Pharmaceutical companies RENETA and ACME have committed their support to the paravets and started to conduct capacity building. During year 3, 819 paravets, collectors and middlemen received refresher training on capacity building with technical support from District and Upazila Live stock department. All 29 forums of paravets, collectors and middlemen demonstrated better commercial performance and service delivery as they arranged vaccination camps, collection of pumpkins and other vegetables from the door step of the poorest producers and ensured fair prices. Forums have conducted 406 coordination meetings and analyzed their success and failure and revised their plan following the lesson. Forums are providing support to the poor for marketing in collaboration with MMC. Activity Output: At the end of the project, middlemen and collectors are connected to relevant stakeholders at UP level and private companies to ensure support for jointly identified improvement needs at markets. They are collecting price information from different markets and providing it to the project beneficiaries. Paravets have developed linkage with the Department of livestock and ensure vaccination support to the poorest. The Department of Livestock is also providing technical information to the paravets. Paravets are attending UP coordination meetings and share progress of their planned activities. They are organizing in order to institutionalize vaccination by the department of Livestock. Paravet forums of Changmari and Uttam have started savings for business promotion. A Paravet of Uttam Union under Rangpur Sadar Upazilla named Zahidul Islam has received a 7 days long training on vaccination from Upaliza Livestock department of Rangpur Upazila.

Md. Abdul Kader of Bazra union - A paravet of the “pavavet/middlemen/collector forum” of PRODUCE project working area providing door to door routine check up and treatment of the community livestock. He comes from a poor household and had no technical knowledge. He received technical training from Department of Livestock with assistance from another CARE project in 2007. Earlier his income was maximum 100 Tk. per day. After involving with PRODUCE project in 2010, he has become much more professional. He has also expanded his knowledge on Climate Change adaptation & disaster risk management through attending training courses arranged by PRODUCE. At present his income has increased

about 3 times i.e. BDT. 300. per day. Now he is very popular in the community as a “doctor of cow”. According to him in this way his dignity and social & economic security is increased.

Activity 1.7: Sensitize private sector institutions to contemporary issues of climate change and natural disasters, as well as their roles and responsibilities


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A total of six sensitization workshops on "Challenges of climate change and disaster- roles and responsibilities of private sector" were successfully organized throughout the life span of the project (=100% achievement). Workshops with private sector organisations on their role and responsibilities regarding climate change and disaster risk reduction issues were conducted on Upazila level (Poverty & business: Bridging the gap). - On October 13th 2010 a sensitization workshop - "Challenges of climate change and disaster-

roles and responsibilities of private sector" has been held successfully. Gathering Chambers of Commerce, Rangpur, different private sectors such as Creation, Chamber of Commerce, ACI, Lal Teer, Grameen phone, Bangla Link etc, NGOs, print and electronic media personnel.

- The same workshop was organised at Kurigram district on the 29 December 2010 - The project organized and facilitated the same workshops at Mithapukur & Ulipur upazila

where different private sector companies i.e. Syngenta, Uniliver, ACME, Rangpur Dairy, Opsonin, Kohinoor Chemicals, Banglalink, Grameen Phone, Bayer Crop Science, Classical Handmade Product, Reneta, Incepta, Reset Bane, Bata, Kaya cosmetics representatives participated.

- On June 19, 2012 a sensitization workshop on "Challenges of climate change and disaster- roles and responsibilities of private sector" has been held successfully” at ASOD, Rangpur.

- On August, 2012 a sensitization workshop on "Challenges of climate change and disaster- roles and responsibilities of private sector" has been held successfully” at Democracy Watch Training Centre, Nilphamari.

Activity Output: Awareness and understanding on Challenges of climate change and disaster has increased among private sector organizations. Concrete outcomes of the workshops are: - The Chamber of Commerce and Industries of Rangpur has demonstrated their enhanced

awareness through deciding to include climate change and natural disaster issues in their annual plan in upcoming financial year.

- Two private sector organizations ACME and RENETA provided training to 15 paravets for one day at Chengmari Union of Mithapukur Upazilla.

- Lal Teer, a renowned seed company ensured pumpkin seed for sand bar crop cultivation. Bayer crop Science Pesticide Company gave commitment for providing technical assistance of sand bar crop cultivation in the coming season.

- Rangpur Dairy conducted awareness sessions with the Milk collectors after attending this sensitization workshop.

- Nabarupa Benarashi Palli engaged in training to Karchupi production (see above). Activities towards Expected Result 2: Networking and collaboration mechanisms established among different actors and participatory planning and collective actions undertaken to effectively promote pro poor, gender sensitive economic activities

Activity 2.1: Facilitate coordination and dialogue workshops between UPs, relevant LAs, selected market committees, private sector, and local business and traders’ associations to identify ways of strengthening coordination to collectively address local economic and climate change adaptation challenges The project developed a facilitation handbook for coordination and dialogue workshops. The meetings were designed to identify ways of strengthening coordination to collectively address local economic and climate change adaptation challenges. Throughout the project, 669


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Upazila Livestock Officer providing vaccination

coordination and dialogue meetings were held involving UP members, relevant LAs and representative of MMC, NGO colleagues, platform members and respective Change Agents. Originally the project has planed to conduct only 290 coordination and dialogue workshops but it was soon proven that dialogue between UPs, related LAs, MMC, and the private sectors are highly effective. Therefore the project team increased the dialogue meeting to a monthly basis. The dialogue workshops were the platform on which CAPs and action plans of UP and MMC were developed and updated. Year 3 meetings focused on developing longer term plans. 29 workshops were held at UP level, 5 at Upazila level and 3 at district level. Activity Output: See Output under activity 1.1. and 1.2 related to improved connection between actors – such as improved service provision, holding of open UP budget sessions, increased budget allocation for CC and DRR. All of these are outcomes based on the joint participatory planning and the increase accountability of local authorities. Climate change challenges have been addressed through introducing sand bar cropping, flood tolerant paddy cultivation and different skill based IGA that provide alternative livelihoods when crop production diminishes. These were based on the outcomes of the CVCA exercise conducted with 145 platforms at community level and in 29 Union Parishads. Activity 2.2: Networking and collaboration with existing Paravet forums, RSP women forum and middlemen associations such as collectors’ association to facilitate improved commercial performance and service delivery. At the end of year 3, a total of 305 coordination and dialogue workshops were held in the existing forums of paravet, middlemen and collectors. This is 105% achievement against the project target. Activity Output: The concrete output of the coordination is the targeted provision of services to the poor: Paravets provided vaccination to 509 sheep and 132 cows with the support from Department of Livestock. Up to the reporting period, in project areas there are several vaccination camps was held where about 7984 livestock were vaccinated where livestock owners were provided a token money to the paravet. In this way community participation is ensured as well as the income of the paravet increased.

Activity 2.3: Organize coordination and dialogue among EKATA/VDC/PUC, UPs, relevant LAs, market committees, business and trade association, private sector institutions, etc to garner improved collaboration in introducing market oriented service delivery that is inclusive of the needs of the poorest This was covered together with activity 2.1. and 2.2., as different actors participated in the coordination and dialogue workshops following the same method and aims. Activity Output: see 2.1. and 2.2. as well as 1.5 Activity 2.4: Facilitate the strengthening of existing market systems so as to create an improved environment for the poor and extreme poor to participate in profitable markets and attain equitable shares in economic gains. Six dialogue and coordination workshops between MMC and business traders with poor and extreme poor were organised at Upazila and district level. A total of 230 participants were present


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in the workshop including UP Chairman, Member, MMC and LAs. In addition, 29 dialogue and coordination workshops between MMC and business traders with poor and extreme poor were successfully organised and conducted at union level. Activity Output: Through survey and discussions MMCs and UPs have identified the challenges facing poor and excluded traders in the market. As a way to face those challenges, the project has created space for the poorest traders to put forward their agenda during the MMC coordination meeting. This has proven to be a valuable mechanism for exchange. MMCs have established a market based information centre where beneficiaries are able to receive information regarding different products, including price and quality. The MMCs collect a price list of essential commodities on weekly basis, record them and publish them in an open place. Making price lists and market fees publicly available is valuable in ensuring fair prices and market justice. - For example, the MMC of Doldolia bazar of Doldolia union negotiated with the UP for

repairing a shed and received BDT 15.000. They gave the shed to small traders to own between them.

- MMC of Chowmohoni bazar under Dhamsrini union has issued a written letter to market leaseholder (izarader) for collecting toll according to toll list displayed by them (MMC). In this way MMCs are gradually empowering them and ensuring accountability and transparency among the Market players.

Activities towards Expected Result 3: Participatory learning and action mechanisms established to empower communities (extreme poor men and women) to actively engage in policy reform and implementation processes Activity 3.1: Joint promotion of documentation and sharing of field experiences, lessons learned and good practices 29 learning and sharing workshops were held at union level and 5 at Upazila level. In addition, three lessons learned and advocacy workshops were organised and facilitated at District level. A total of 1.269 people from UP bodies, Local Actors, Non-state Actors, MMCs, Paravet/Collector/Middlemen forum member, representatives of Poor Peoples organizations & Change Agents and community people participated in learning and sharing workshops. The Project could not arrange the national level lessons learned advocacy workshop due to political unrest in the country during the closing period of PRODUCE. Best practices were identified and documented. Information for case studies was collected and disseminated. 10 cases studies and a best practices document were published. Activity Output: The project team identified areas of best practices and captured the relevant information. The identified areas/practices were: Sand bar crop cultivation; Flood tolerant paddy cultivation; Private sector engagement; Service delivery mechanism fair; Incorporation of people agenda in up budget; Business promotion initiatives in Ramnagar, Nilphamari; Women empowerment initiative; Learning from savings group development process; Experiential learning from the facilitation of rural market development initiatives; and Lesson learning of PRODUCE through grounding effort of CVCA and programming approach of CARE Bangladesh. All documents under PRODUCE project were presented in the workshops (CVCA documents, LAs & NSAs mapping of platform & UP level, case studies). Participants shared their own achievements and learning. As an example UP Chairman of Uttam Mr. Ruhul Amin Badal said that PRODUCE


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project gave dynamism to UP activities and ensured participation, transparency & accountability of UP representatives through support of participatory planning & UP open budget declaration and will continue in the future.

Activity 3.2: Organize UP level annual seminars to facilitate participatory planning in local economy development At the end of Year 3, 195 participatory planning sessions at ward level were arranged with existing platforms and 57 UP level annual seminars were organized for participatory planning of local development processes.

Activity Output: Existing platform members and UP representatives have the capacity to conduct problem analysis with different participatory methods like seasonal calendar, historical time line analysis, social mapping, vulnerability and capacity analysis etc. PRODUCE is mainly a process oriented project. At the end of the participatory planning process, the team has seen the UP open budget sessions in all UPs, plans for Market development in all MMCs and observed that UP, MMC are following their plans. As a whole, community has the capacity of placing their demand to supply side and demand side has gradually been sensitized and started to address community demand through allocating budget and providing services to the community. Activity 3.3: Organize advocacy events for influencing pro-poor gender sensitive national policy implementation and reform at Upazila and district levels Issues for advocacy were identified by the platforms and UP. They were documented in the participatory exercises and in the action plans. Three separate advocacy events took place at upazila level in year 3. The other three advocacy events planned were merged with the fair on awareness raising on service providers and service delivery. The reason for this was that the documentation of lessons learned was delayed – the team had identified a renowned climate scientist who wrote the CVCA documentation but did not submit the report for a long time. Another reason was a lack of resources to document case studies – this was finally done by a consultant but externally and later than planned. Therefore, the advocacy events for influencing pro-poor gender sensitive national policy implementation and reform, which were planned to disseminate the lessons and best practices, were delayed. A third reason was the political turbulence in Bangladesh throughout the closing period of the project, which made it difficult to organise larger gatherings. Therefore, part of the advocacy was done as part of the fairs "Service delivery mechanism & community adaptation initiatives".

One fair was held in year 1 (see interim report). Another three days long (13-15th October 2012) advocacy fair on "Disaster Risk Reduction, Climate Change Adaptation and Good Governance" was successfully held in Kurigram in year 3. The objectives were to create awareness about Climate Change adaptation, Disaster Risk Reduction and governance; to demonstrate activity of PRODUCE Project; to create a platform for the sustainability for the activity of PRODUCE; and to strengthen the coordination and cooperation among the likeminded GOs and NGOs. Stalls, art competition, cultural events and a prize ceremony were part of the activity. Actors/participant organizations of the event: In the event, District Administration of Kurigram, District Relief and Rehabilitation, DAE, Fisheries, Livestock departments of Kurigram Sadar upazila, Kurigram, ESDO PRODUCE Project, RDRS Bangladesh, Terre des Homes, Muslim AID(UK), Kurigram, Swiss Contacts, Bangladesh,


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SOLIDARITY Bangladesh, BDSC, CARE Bangladesh, Dan Church Aid, etc. Feedback from participants:

"The Disaster Risk Reduction, Adaptations to Climate Change and Good Governance fair 2012 is very appropriate. This is the first fair I Have seen of this type"- Mr. Habibur Rahman, DC-Kurigram; "The fair is very appropriate for the time and from this type of occasion people may learn a lot for their socio-economic benefits"- Dr. Mainul Haque Ansary, D.S and ADC (General), Kurigram; "From the fair, people may learn how to adapt with climate changes and from this network among the GO and NGOs will be strengthened"- Mr. Md Anower Hossain, DRRO Kurigram.

Output of activity: Networking and coordination among GOs and NGOs to raise awareness on and address disaster risk reduction; awareness of local population including students and staff of local organisations and local authorities raised; people visibly enjoyed the fair and the learning opportunity in the innovative way in which it was presented.

2.3. Activities that were planned and were not implemented Originally under activity 3.3., it was planned to organize 6 advocacy events for influencing pro-poor gender sensitive national policy implementation and reform at district levels. During the implementation process, only 3 advocacy events did took place, other advocacy workshops were merged with lesson learned workshops and fairs on service delivery (see act. 3.3.). The national learning and sharing workshop (activity 3.1.) could not be conducted due to political unrest during the last 6 months of the project. However, a number of documents have been produced and will be disseminated through CARE’s networks in Bangladesh, Asia and Europe (see annexes).

2.4. Assessment of the results of the Action

The results were assessed through continuous project documentation that fed into the annual reflection and planning meetings, through an external Mid Term Evaluation, an EC Result-Oriented Monitoring Mission, case studies as well as an external final evaluation. For documentation of cases and approaches as well as background analysis, see annexes. 2.4.1 Progress towards Expected Results See also table in Annex 2 of the final evaluation.

Progress towards ER1: Improved capacities of 29 UPs and LAs accelerate their pro poor and gender sensitive service delivery mechanisms and poor and marginalized communities, especially women, are empowered to negotiate their interests and to take responsibilities in accessing services.

Objectively verifiable indicator(s)

Status of indicators at end of project Comments on successes and /or

difficulties

29 UPs have developed inclusive pro-poor and gender sensitive

Through participatory poverty analysis exercises at UP level and the lobbying for the inclusion of CAPs into the UP plans, a

It is a success that the budget allocated to issues raised through the CAPs (CC


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development visions and outlined long-term action plans for value chain based market promotion, disaster risk reduction and climate change adaptation during the project period

total of 29 gender sensitive local development plans have been made – the so-called CAPs. UP have allocated budget accordingly and are continuing coordination meetings on a monthly basis.

adaptation, DDR, local economic development) has increased by 338% as compared to the base financial year. UPs have utilised 89% of their budgeted amount. It is noteworthy that UPs conducted regular monthly coordination meetings throughout the period and will maintain the practice.

Local market actors identified across 29 UPs and strategy for collective market and business promotion developed

Local market actors have been identified across 29 UPs. 29 MMCs have successfully developed their action plan, shared and participated in UP open budget sessions and follow up action is continuing.

See indicator ER 1. 5

29 UPs designed and implemented pro-poor and gender-sensitive economic development and innovative climate change adaptation projects with the use of match grants provided to them by the project

All 29 unions have developed 2 generations of action plans through CVCA analysis as well as a longer term action plan at the end of the project. They all participated in the review of plans and provided significant match funds to the market infrastructure measures (67%).

The quality of construction works is satisfactory.

Poor people's platforms (EKATA, VDC, PUC, etc.) have improved organizational capacity to represent the interests of women and the poorest people.

The final evaluation highlights that PRODUCE was successful in building capacities of poor people’s platforms particularly because it managed to work with a range of existing community platforms, building on their capacities and improving them. Some are savings groups, milk producers’ groups or other groups formed under previous projects and operating since the late 2000s. The evaluation also highlights that PRODUCE was successful in selecting the poorest of the poor and integrating them into mixed groups which made groups more successful overall. Success of the groups was also conditioned by the networks established with the large number of different stakeholders (Market management, Private sector, UP, other platforms, other NGOs,...). The organisational capacity of the groups was built through the analysis processes which cumulated in the CAPs that again were incorporated at UP level. The


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quality improvement in the second generation of CAPs is a result of increased knowledge and awareness of communities on CC, DRR and ED. The raised allocation by the UP for areas identified in CAPs shows the success of the platforms. Another proxy indicator for capacity to mobilise is the fact that 235 platform representatives (including 65 CAs) have been included into different standing committees of UP.

Around 29 market committees have improved capacities to negotiate for land, resources and services to create more inclusive and functional markets

Training and regular coordination meetings were provided to / organised with 29 MMCs on “Strategies of advocacy and negotiation with LAs”. Major discussion points of the meetings were - construction of women latrine, drainage system, tree plantation, cleaning, UP open budget, use of Match Grants, toll and essential commodities price board hanging and re-formation of new committees etc. All MMCs were able to ensure UP match funds. The main changes in the markets are summed up in the final evaluation: an increase in the number of women in the markets, separate latrines are available, improved security, less negative attitudes towards women, cleaner, more regular tax collection.

Five MMCs got formal approval from Upazila Nirbahi Officers. 29 members from MMC (one from each market) participated in UP capacity building training.

870 extreme poor men and women running profitable businesses in the agricultural value chain

100% of the target of creating income generating activities has been met (see data in activity section). The final evaluation mentions that businesses are profitable where PRODUCE was able to link the producers to buyers and / or further support – i.e. connect Karchupi and basket makers to a private sector company who regularly sources their products, ensure Local Authorities provide vaccination support to cows and sheet, other NGOs support pumpkin production, etc. The fact that women are able to sell on markets is also a sustainable change. The evaluation further notes that business activities have a spill over to the entire community. For example, women who rear cows are loaning calves to other women.

As for data on participants in agricultural businesses see activities section.

Local input suppliers and Six Sensitization Workshops with Local Major private sector players


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private sector institutions increased awareness on climate change impacts, disaster risk reduction and gender-sensitive economic development and more effectively engage with the extreme poor

input suppliers and private sector institutions have been completed. The private sector provided training on vaccination to the sheep rearers. During the pumpkin cultivation, Private sector organizations supported cultivators to identify quality seed and ensure a fair price. The unique service of Private sector is to ensure marketing service of Shari, baskets and pumpkins.

have shown interest in the issues of CC and adaptation. Media reports have covered the workshops.

Progress towards ER2: Networking and collaboration mechanisms established among different actors and participatory planning and collective actions undertaken to effectively promote pro poor, gender sensitive economic activities


Status of indicators at end of project Comments on successes and /or

difficulties

29 UPs established mechanisms of coordination and collaboration for civic engagement for participatory planning among all local governance actors during the project period

LAs, NSAs, UPs and Platform members have collectively prepared plan & budget for the UP. This process of engagement has increased civic engagement for participatory planning among all local governance actors. On the other hand civic engagement has been ensured through UP coordination meetings. The final evaluation shows that transparency and accountability are also dependent upon the context in each UP – the attitude of the UP chairman and male councillors and their style of relationships influence the possibilities for participation.

UP budgeting is also dependent upon lobbying for resources of UP secretaries at higher levels. To influence this would allow more resources to be allocated to UPs.

29 UPs established platforms, systems and processes for engagement and dialogue with communities during the project period

Target met: 135 reviewed CAP have been shared with UPs. During Year 3, all 145 platforms and 29 MMCs developed 2nd times 135 CAPs and 29 market development action plans.

87 Change Agents (40% women) from the extreme poor participated in political processes (such as standing committees) and dialogue spaces and better advocate for improved service delivery during the project period

87 Change Agents (47% women) have been recruited and have received trainings and refresher trainings. They are participating in UP coordination and MMC meetings and have made cross learning visits organised by the project. 65 (about 75%) Change Agents out of 87 have been included in different standing and special committees of Union Parishads. All 85 Change Agents have participated in learning and sharing

The final evaluation notes that Standing Committees operate better in those UPs where chairmen have more inclusive attitudes – this also influences what Change Agents can achieve as members of Standing committees. Different level of involvement of women: Some extremely confident groups of women.


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workshop at Upazila and UP level organised by the project. CAs are now playing a vital role in the facilitation of income generating opportunities and access to common resources for poor and extreme poor people (e.g.: homestead gardening and plantation).

Where Chairmen and councillors have negative attitudes towards women, women members of Standing committees do not want to be reelected. 232 participants of PRODUCE participated in the last UP election held in June-July 2011 and 41 were elected - demonstrating their leadership skills.

The local market committees and LAs and NSAs are better able to provide market oriented services to the poor and extreme poor.

Monthly meetings between committees help establish working relationship and base services on needs assessment of CAPs on an ongoing basis. MMCs have established market based information centres from where beneficiaries are getting information on their products and rates of commodities by the help of available LAs. Toll board and price list have been prepared and fixed in the market place by the MMCs. Through this initiative MMCs have contributed to establish market justice especially for the poor and marginalized people. LAs are providing technical support for sandbar crop cultivation, flood tolerant paddy cultivation... Department of livestock has been providing support for vaccination to poultry and cattle through the community platform. See also match funds allocated by UPs to market improvement for poor people’s access.

Evaluation finds that services that UP shall provide to the poor (widow allowance, VGF and VGT cards etc.) are better targeted and distributed in a participatory way. However, certain non transparency due to intervention of ruling party was also noted.

Local paravets, collectors and middlemen have improved work plans to foster improved businesses and avoid conflicts of interest

819 paravets, collectors and middlemen have received capacity building training from the project. During this reporting year 29 forums of paravets, collectors and middlemen have demonstrated their better commercial performance and service delivery through arranging vaccination camps, collecting pumpkin and other vegetable from the door step of the poorest

Evaluation notes that coordination among stakeholders has made markets more women friendly and increased women’s access as buyers and sellers.


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producers and ensure fair price. Forums have conducted 406 coordination meetings and analyzed their success and failure and revise their plan following the lesson. Forums have also providing support to the beneficiaries in collaboration with MMC.

The poor people's platforms (EKATA, VDC, PUC) and change agents developed sustainable working relationships with markets, private sector and UPs

See indicators above on coordination mechanisms. The outcome of the coordination mechanisms is tangible also in that platforms and change agents have been able to include 1.303 of the poorest people into the Social Safety Net program of the GoB (see comment above).

Forums created and strengthened with evidence of greater and more regular interactions between local authorities and community groups

Covered through indicators above


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Progress towards Expected Result 3: Participatory learning and action mechanisms established to empower communities (extreme poor men and women) to actively engage in policy reform and implementation processes


Current status of indicator(s) Comments on successes and /or

difficulties

29 UPs established systems for joint learning at various levels and corresponding Upazila and district levels

29 UP level learning and sharing workshops with 1.269 participants were organised. 5 upazila level learning and sharing workshops were held. Other UPs have learned from the best practices among the UPs of PRODUCE and from best practices of CARE, particularly under the “Botlagari learning initiative” – a “model UP”. UP members are sharing their success and seeking support from the UPZ officials in the UPZ coordination meetings.

Field experiences, lessons learned and good practices are documented and disseminated among different stakeholders

Best practices are documented through lesson learned workshops arranged by the project. CVCA process has been documented by the project and reviewed by a renowned climate scientist of Bangladesh. Case studies were documented in a separate paper (see annex). Sharing took place in practice throughout the project. The final evaluation notes that PRODUCE was effective in getting other stakeholders to buy into our approaches and to adopt approaches of other stakeholders – for example through joint service fairs, where other NGOs operating in the area were invited to display their offers (see Non cost cooperation with Dan Church Aid).

Difficulty to find good consultants for documentation of case studies led to delays.

58 UP level annual seminars organized for participatory planning of local development processes

57 annual seminars on UP budget preparation and dissemination accomplished and an average 800-1.100 of community people and local elites including upazila chairman participated in each session and peoples' agenda were incorporated in annual plan and budget.

6 advocacy events organized at Upazila, district and national level for promotion of market and value chain based service mechanism

At the end of Year 3, six advocacy workshops on Pro poor & Women friendly services and policy implementation were held at PRODUCE working upazilas. During the project period, two learning, sharing and advocacy fairs on "Disaster Risk Reduction, Climate Change Adaptation and Good Governance" were successfully held in collaboration with LAs, NSA, GO and NGOs. More than 60% women participated in the fairs that helped


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2.4.2 Progress towards Specific Objective

Improved conditions for cooperation between Union Parishads (UPs), local actors and communities (men and women) to collectively address economic and climate vulnerabilities in 29 Unions in the Northwest of Bangladesh (District of Kurigram, Rangpur and Nilphamari) See Annex 2 in final evaluation.


Status of indicators at end of project Comments on successes and

/or difficulties

29 UPs engaged in local level participatory planning towards improving market systems and service mechanisms taking into consideration natural disaster and climate change effects

At the end of the project, the coordination mechanisms put in place/reactivated through PRODUCE are in place. The final evaluation noted changed towards more effective service delivery: “For all five UPs, therefore the result has been achieved in that the UPs have accelerated their pro-poor and gender sensitive delivery mechanisms.” (p.10) They also note that there is greater representation of poor people, particularly women, in standing committees. However, the extent to which the UP operates in a transparent way, also depends upon the attitudes of the secretary and chairmen.

80,000 poor people get better access to commodities and fair prices for their products; market system and infrastructure of at least 29 markets in the

The Project has covered 81,196 beneficiaries: 55,391 people through community platforms, 12,755 people through market management activities and 13,050 people at UP level. Citizens in the 29 UPs benefit from improved access to markets through investment in market infrastructure. There are more transparent market management standards, for

women to access services.

1-3 briefing papers produced packaging results from case studies, final evaluation and lessons learned of the proposed project for technical networks and advocacy arenas at European level.

A document compiling the approaches / case studies of the project was produced, reports on Value chain analysis and on Actors’ mapping was produced. A final evaluation was conducted. The papers are being circulated within the CARE food security working group and Poverty, Environment and Climate Change network as well as displayed on the CARE websites. They will be presented and circulated to other networks where possible.

PRODUCE learning on CVCA has been shared in a workshop arranged by Action Research for Community based Adaptation in Bangladesh & University of Rajshahi in November 16, 2011. Through this workshop PRODUCE could share its learning to the audience across the country. PRODUCE has published three posters on CVCA analysis.


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/or difficulties

targeted Unions have been developed

example MMCs have fixed 29 toll boards and price lists of commodities in an open spots of 29 Markets. Through the engagement in the UP budgeting process, more funds are allocated to issues identified as relevant by poor people (e.g. trainings, rehabilitation of roads, etc.) and services are being claimed effectively by empowered community platforms (e.g. from the livestock department).

870 poor men and women found employment and income opportunities as traders and laborers, in small business and rural transportation.

See data on income generation activities in activities section and under ER1. The key market related changes noted by participants of the Focus Group Discussions in the final evaluation are: - Increased income - Increased skills in vegetable production

and animal rearing - Increased savings - Now eat three meals a day - Linkages to service providers increased

Relationship developed with at least 3 private sector partners and those who are extending business in rural communities engaging poor women

Four private sector organizations namely Nabarupa Benarashi Palli Classical Handmade Product, Creation Private Limited and Mritika Foundation involved with PRODUCE and extended services in rural communities engaging 450 rural poor and extreme poor women. Similarly, the project has involved an international NGO-Practical Action Bangladesh (PAB) with a partnership of no cost intellectual collaboration extension support to 90 participants for sandbar cropping i.e. pumpkin cultivation in the barren, unfertile and unused sand bar.

29 UPs are taking into account the climate change adaptation and disaster risk reduction strategies in their role development plan

The indicator that shows us that CC and DRR has been included into local planning is the amount budgeted by UPs: the amount budgeted increased by more than 330% compared to the initial budget. Another indicator is the high utilization rate of the amount budgeted.

Due to local conflict among the communities, open budget sessions of one Union Parishad could not take place though the budget process have been completed and submitted to Deputy Commissioner as per government rule.

2.4.3 Progress towards Overall Objective

To contribute to the promotion of participatory inclusive governance to broaden the scope of economic opportunities for the poor and marginalized in rural communities (MDG-1)


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/or difficulties

Proportion of poverty reduction in targeted districts of Bangladesh (Bangladesh MDG target reduction in income poverty 29.4% and reduction in extreme poverty 14% by 2015)

The final evaluation measured changes in wellbeing category rather than poverty, following a broader self-defined definition. They measured the difference between 2008 – when most of the groups community platforms were established – and 2013 at the end of the PRODUCE project: While the analysis is not statistically representative, in the interviewed communities, there has been a reduction of 43% of extreme poor platform members and an increase of 34% among the group self-defined as “poor” as well as an increase of self-defined as “middle”. This aspect points to the 1) good targeting of PRODUCE on the ultra poor and 2) improvements in poverty reduction in the project areas. This was achieved partly through the enabling environment, the income generating activities and inclusion of ultra poor into social safety net programmes.

The final evaluation relied on qualitative data and could not cover this indicator statistically.

2.5. Outcome for final beneficiaries and target groups See description under 2.4. 81.196 poor and extremely poor people have been reached through the project, exceeding the target of 80.000. 870 people participated in income generating activities, benefitting a total of 3.915 people (counted in above). 87 Change Agents involved with 392 people (counted in above) and 8.190 households with approximately 36,855 people were reached through the 819 Paravets / middlemen / collectors trained in the project.

2.6. List of all materials (and no. of copies) produced during the Action

Name of Materials No. of copies How the item produced Distribute to Whom

Report on Mapping of Non State Actors and Local Authorities

100 Bidding process, (competitive) through Procurement department of CARE Bangladesh Head Office

UP, Upazilla, PNGO, PRODUCE Staff, Different departments of CARE

Best Practices of Empowerment of LAs and NSAs in Responding to Economic Development

300 Bidding process (competitive) by PNGO for hiring of consultant, and bidding process for printing by CARE

CBHQ, Other project of CARE , PNGOS of CARE projects, and PRODUCE Staff


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Opportunities and Climate Change and Disaster Vulnerabilities

Comprehensive study On Agriculture Value Chains

1 soft copy Bidding (competitive) process by PNGO

PNGOs of PRODUCE, PNGOs of CARE, CBHQ and different evaluator group

Capacity Building Training Manual of MMC

1 hard copy & 1 soft copy

Bidding (competitive) process by PNGO

MMCs,PNGOs of PRODUCE, PNGOs of CARE, CBHQ and different evaluator group

Training Manual on Capacity Building and Sustainable Development Strategy formulation for UP and Local Authorities

1 soft copy Bidding process (competitive) of PNGO through CARE Bangladesh Procurement department

UPs, Local Actors, PNGOs of PRODUCE, PNGOs of CARE, CBHQ and different evaluator group

2.7. List of all contracts (works, supplies, services) above 10,000€

Goods purchased

Amount €

Contractor Award procedure

Motor Cycles 14,135 Atlas Bangladesh Ltd. Tongi 1/A, Gazipur, Dhaka. Tel: 02-9803170, 02-9802397

Negotiated Procedure (3 bids) Quotations collected from three enlisted vendors such as Atlas Bangladesh Ltd, HS Enterprise, Karnaphuli Industries Ltd. Winner Vendor: Atlas Bangladesh Ltd. PR approved by: Director-PDU, GM-TSD, ACD-PS. PO # 15643-1, Dated: 0/05/10, Procurement Process: Purchased within the three quotations from approved vendors, Request For Quatation issues to four approved vendors namely: HS Enterprise Ltd, Atlas Bangladesh Ltd, Karnaphuli Industries Ltd and, Uttara Motors Ltd.

Computer with UPS

10,781

GLOBAL BRAND PRIVATE LTD, Information Solution Ltd and Nobel Technology PLEASE ADD

Negotiated Procedure (3 bids) Quotations collected from three enlisted vendors for 20 Desk tops and GLOBAL BRAND PRIVATE LTD winner vendors, similarly three quotation collected from 3 enlisted vendors for 2 lab tops and winner vendor was Information Solution Ltd and 3 quotations collected from enlisted vendors for 20 UPSs and Nobel Technology was the winner vendors. Accordingly PO # 15607, PO # 15608 and PO # 1936 respectively issued. Then PR & PO issued by the respective Authorities.

Consultancy on Baseline Survey and M&E framework

10,778.96

Insights & Ideas Ltd. Six (6) vendors were invited. Three (3) vendors submitted proposals. The lowest bidder was awarded through PO #16091,date:18/09/10 PR was approved by ACD (Program), CARE Bangladesh


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Capacity Development of Extremely poor IGA Karchupi training

11,428.92 Monzoor Silk Industries (MSI)

Soul sourcing on quotation. Only MSI submitted as they specialized in this regards. MSI has taken responsibility for market linkage of the product of beneficiaries with their existing business for the project period and in long run. MSI will provide their technical support. to ensure participation and competitive bidding, initially the committee negotiated it with various vendors who are involve such business but not interested to participate. MSI has good working record in working with CARE Bangladesh & recommended by CARE Bangladesh. The purchase committee has decided with a consensus of all members to award and to sign the MoU with MSI. MSI was awarded PR # 13 dated 8/11/2010 through PO #13, dated:19/12/10 PR was approved by Executive Director (ED) of ESDO.

Capacity development of UP and relevant LAs

11,100.27 Insights & Ideas Ltd. Five (5) vendors were invited. Three (3) vendors submitted proposals. The lowest bidder was awarded PR # 372 through PO #16397, date:05/01/11 PR was approved by ACD (Program), CARE Bangladesh

Capacity development of extreme poor for IGAs-hand made product training.

11,493.97 Creation private limited

Three (3) vendors were invited, they were submitted their proposals. The lowest bidder was awarded through competitive analysis and PO # 01/01-2012 and MoU signed on dated 25.02.2012 between ESDO and Creation.

2.8. Describe if the Action will continue after support from the European Community has ended / sustainability prospects

The PRODUCE Project has covered 29 UPs under Rangpur, Nilphamari and Kurigram Districts. Out of the 29, SETU Project of CARE Bangladesh has already been working with 8 under Nilphamari and Rangpur Districts. At the end of PRODUCE Project, SETU has taken over some interventions of the project and continues the Governance work in the 8 UPs. At the end of the Project, the PRODUCE team has formally handed over and shared the learnings of the project with local actors and locally elected bodies. PRODUCE has initiated and successfully introduced Coordination Meetings in the UP. It is believed that through the coordination meetings, planning, budgeting and implementation of the poor people’s agenda will continue. The final evaluation asked community platforms which activities they will continue (p. 18): - Monthly meeting of community platforms and groups - UP coordination meetings - Business activities in the market - Market Management Committee meetings - Savings groups meetings (operated by partners SKS and ESDO)


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- Linkages with government institutions - Cultivation of crops installed under PRODUCE and livestock rearing

In addition to that Implementing PNGOs have planned to continue Savings groups of the Project in order to broaden the scope of Economic Development opportunities. The project is sustainable at UP level in that it supports UPs to implement the Local Governance Act.

2.9. Explain how the Action has mainstreamed cross-cutting issues

Governance as a cross-cutting issue is mainstreamed throughout CARE’s programming in Bangladesh. The following is CARE’s theory of change under the ultra poor programming in rural areas: Theory of Change for CARE Bangladesh’s Program to address Extreme Rural Poverty:

Approaches tested under PRODUCE have been taken up in the CARE internal governance learning group and will inform future programming. Learnings relate particularly to the mechanisms to increase accountability of UP, to ways of improving participatory management of local markets and of mainstreaming climate change and DRR issues into local planning. Gender aspects and women’s empowerment have been mainstreamed throughout the project. This is reflected in outcomes in the social dimension which were not strictly planned for in the project document: - Women stressed how their involvement in community groups has increased their economic

activities and their social status and mobility (see final evaluation p. 24). - With women’s involvement in economic activities, households could diversify their sources of

income. - Women are now involved in standing committees in UPs, participate in discussions etc.

Attitudes towards women’s participation have changed. - Through women’s economic empowerment, children are being sent to school.

2.10. How and by whom have the activities been monitored/ evaluated? Please

summarise the results of the feedback received, including from the beneficiaries

An external Mid term evaluation, an external ROM by the European Union and an external final

X + Extremely poor

people overcome

the barriers that

prevent fulfillment

of their rights by…

= Better

access to

and use of

resources

& services

Active

engagement

of the

poorest in

local

governance

and

devpt.proces

ses

Reduced

exploitation

and

dependence

on others


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evaluation have been completed. Ongoing monitoring through the project team supported by the M&E Officer was conducted. Case studies and best practices have been documented. All reports have been shared with the project partners, interested stakeholders as well as representatives of LG and other local actors, including beneficiaries. EC ROM: - Highlighted the positive impact that UP are allocating funds to the issues raised in CAPs - Climate Change, Governance, human rights and gender are properly mainstreamed - Highlighted need to make IGAs sustainable - Distinctions between benefits from the various projects implemented in the same area as well

as differences between normal climate hazards and hazards due to climate change should be made clearer.

Project’s Response: - Value chain analysis conducted to ensure sustainability on the market of IGAs, further

discussion with private sector alternative buyers to ensure market access of products. - Information for beneficiaries on distinction from other CARE projects renewed.

Mid Term Evaluation: - Recognizes links and networks created through the project - Asks for more impact of IGAs on poor women while recognizes that economic activities are

organised from a holistic perspective - Notes that civic engagement has increased through coordination meetings - Criticises lack of progress under ER 3 and lack of documentation - Recognizes new concepts for governance and potential for replication as well as for larger

scale impact through focusing on governance - Does not see the value added of participatory budgeting per se - More awareness raising on the concept of Climate change needed

Project’s response: - Learning and sharing workshops all conducted during year 3. Improvement of documentation

of best practices. - Increased efforts for people’s meaningful participation in participatory budgeting – we do see

the intrinsic value of these processes. - PRODUCE can only provide income to a certain extent, the idea of the project is to link poor

people to service providers and thereby render income generating activities sustainable - Organisation of a refresher training

Final evaluation: The outcome of the final evaluation is integrated into the assessment of impact per result and objectives above. In general, the evaluation found the model of effective governance that PRODUCE tried to promote highly valuable and evaluated the overall performance as very good. Lessons from the final evaluation will be taken up in future planning under the CARE governance portfolio as well as be disseminated and share with other stakeholders in Bangladesh, Austria and at international level.


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2.11. What has your organisation/partner learned from the Action and how has

this learning been utilised and disseminated?

CARE sees climate change as a major threat to development efforts and increasingly concentrates on mainstreaming climate change into all of its actions and to implement projects that strengthen people’s capacity to address the challenges raised by a changing climate. PRODUCE is a milestone in addressing adaptation issues in Northwest Bangladesh, exploring new ways of integrating adaptation into community-level and regional-level development planning. It has been recognized by various actors as highly innovative and timely and its lessons learned will be documented and contribute to further development planning within and beyond CARE. The project has also yielded valuable insights into governance and gender equality aspects which will be taken forward in future programming. Learnings include: - The CVCA tool was highly effective in structuring analysis of complex processes. However,

there is a need to better explain key theoretical concepts about climate change in a simple way.

- When working on governance issues, it is beneficial to focus on a particular entry point – such as climate change adaptation and economic empowerment, market development, as PRODUCE did – in order to target governance processes per se.

- There is a need to work beyond UP level as resource distribution is decided at higher levels. Party involvement is a critical obstacle to transparency.

- Integration of gender equality is key – in a highly patriarchal society there is a risk that women’s participation remains tokenistic as long as men’s attitudes are not changed. Targeting men for behaviour change on women’s social empowerment is key.

- Pumpkin production on unused sandy land proved extremely successful and was taken up by other actors.

- PRODUCE was extremely efficient in that it coordinated with local NGOs to a large extent which allowed to create many synergies.

The best Practices of PRODUCE have been documented and circulated within and outside CARE.

3. Partners and Co-operation

3.1. How do you assess the relationship between the formal partners of this Action? Throughout the Project Period, the formal partners of PRODUCE – SKS Foundation and ESDO – have been involved at all stages in a real partnership: they contributed to planning, implementation and monitoring. The partners have been active in the North West part of Bangladesh for a long time therefore they had a functional relationship with the Local Actors and Non-state Actors, which was significant for the success of the project. Throughout the project, responsibilities were divided between the partners. SKS was working in the Rangpur district and ESDO was working in the districts of Nilphamari and Kurigram. ESDO was responsible for 17 UPs and SKS was responsible for 12 UPs.


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Both PNGOs have planned to continue PRODUCE activities in three districts and five Upazillas through the savings groups which have formed during the project period. ESDO will work on governance in PRODUCE working UPs in Kurigram and Nilphamari and on SKS will also facilitate Governance activities in Mithapukur and Rangpur Upazila. During Year 3 of the project, SKS and ESDO team along with the management team of both organizations have been actively engaged in the implementation of the defined activities. The Executive Directors and the senior team members of both organizations have provided their leadership support to the project teams. In the quarterly Coordination meeting, we have observed that EDs have tried to facilitate the team in order to accomplish activities in a timely manner.

3.2. Is the partnership to continue? If so, how? If not, why?

ESDO and SKS are long term partners of CARE Bangladesh under the ultra poor in rural areas programme. Currently, they are also partners in CARE’s SHOUHARDO project. We are expecting that the partners will benefit from the learning experience through PRODUCE project and we are also hopeful that the partnership continues with other projects. They are also strategic allies when it comes to policy dialogue and long-term planning.

3.3. Relationship between your organisation and State authorities During the last three years, the Project has gradually become more involved with state actors in order to ensure practical support from them. Strong relationships were established with the Department of Agriculture, the Department of Livestock and the Department of Women affairs. Throughout the project the respective department took part in the monthly coordination meeting of UP and were involved with the planning and implementation of certain project activities. Coordination and leadership support for ensuring Union level service provision has been ensured from district and sub district level state authorities. Department of Livestock and the department of Agriculture along with the Executive Officer of sub district provided support to the IGA participants of PRODUCE. The Department of Agriculture has provided technical support during flood tolerant paddy cultivation and in the sand bar crop cultivation. Department of Livestock provided training and vaccination support to project beneficiaries and the Department of Women affairs have provided significant support to the project beneficiaries in regards to women empowerment. During year 3, the project has shared its learning to all relevant departments at UP, UPZ and district level. The department submitted their plan and intended assistance. Department heads along with head of District (Deputy Commissioner) have asserted their commitment to continue support to the beneficiaries group. CARE, SKS and ESDO were pleased with the commitment and interest of state authorities towards project activities. Furthermore, in March 2012, the project has received a certificate from five Upazilla Nirbahi Officers for the implementation of the project. The UNOs praised and acknowledged the issues which are addressed by the project like climate change vulnerability, disaster vulnerability and the issues related with economic development.

3.4. Where applicable, describe your relationship with any other organisations


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involved in implementing the Action Associate(s) – if any: N/A Sub-contractor(s) – if any: N/A Other third parties involved: 10 participants were involved in "flood tolerant paddy" cultivation with the technical assistance of Dan Church Aid and RDRS. Following the learning culture of CARE Bangladesh this is one of the initiatives that hold up a culture of learning from others. Through this very simple but meaningful collaboration with DAN-Church and RDRS, PRODUCE was able to hand over the technology of flood tolerant paddy cultivation to the poorest farmer which will help them to address the vulnerabilities created for Climatic change in the north west region of Bangladesh.

3.5. Where applicable, outline any links and synergies you have developed with other actions

The project has capitalized the inbuilt solidarity i.e. the platforms developed by the other actions of CARE that is why during this period series of discussions, dialogues and workshops have taken place with the leaders and facilitators of CARE supported projects like SETU, SHOUHARDO and SDVC. We have also invited local NGOs to certain project activities in order to coordinate services they offer with PRODUCE’s project activities.

3.6 How far has this Action been able to build upon/complement the previous one(s) targeting the same beneficiaries? EC-NSA Governance Project (same implementation period) and SHIFT (ended in October 2011) are two EU funded projects, working in the region and their initiatives for empowerment of local government and ensuring food security have significantly influenced the service providers as well the lives of marginalized people. PRODUCE has captured learning and replicated the ideas in the action level as the geographical areas and targeting are different from those EU funded projects.

3.7. How do you evaluate cooperation with the Contracting Authority?

Cooperation was excellent. The responsible manager at the Delegation visited the project twice and provided support whenever required; feedback on reports was smooth and timely. CARE Austria is looking forward to continuing the cooperation with the European Union. We would like to stress that even after the end of the project, we look forward to continuing a strategic cooperation, for example on the planning of the Multiannual Financial Framework 2014-2020 and any activities that might relate to strategising on the improvements of livelihoods of ultra poor.


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4. Visibility

Visibility received high priority during project implementation. The overall objective of the Communication and Visibility Plan was to create awareness and increase knowledge among the project’s impact groups, its diverse stakeholder as well as the wider public in Northwest Bangladesh on the achievements and impacts of the EU’s support to the empowerment of non-state actors and local authorities. The communication & visibility (C&V) plan was followed throughout all activities. Communication and Visibility Plan of PRODUCE sets out a strategy to ensure the proper implementation of information, publicity and promotion activities to be carried out throughout the project period by CARE and partners (SKS Foundation and ESDO). Visibility of EU is ensured in Furniture, Fixture, Vehicles, Equipments and Sign boards of the Project through logos in the FF&E and Sign boards. All materials produced by this project such as training

manuals, hand books, reports, power point presentations, note books, banners, sign boards and stickers were clearly marked with the EU logo. Input/tools provided by the project like seed packet, irrigation pump, bucket, mug etc are affixed with the EU logo. Likewise, signboards in IGA centres clearly state the EU contribution to the project and job vacancy announcement in local and national newspapers and websites carried the EU logo and clearly identified the project is funded by EU. PRODUCE has ensured visibility of EU in all case

studies, lesson learned workshop and UP Capacity building training. In addition, all published information regarding this project clearly state EU funding. On the CARE Bangladesh website (www.carebangladesh.org) the PRODUCE project state that it is EU funded. CARE Austria is displaying project related information according to our transparency and accountability policy, including approved reports and project-related research. The project is described prominently on our website: http://www.care.at/projekte/klimawandel?country=82&option=com_content&view=category&layout=blog&id=39&Itemid=206

http://www.carebangladesh.org/

http://www.care.at/projekte/klimawandel?country=82&option=com_content&view=category&layout=blog&id=39&Itemid=206

http://www.care.at/projekte/klimawandel?country=82&option=com_content&view=category&layout=blog&id=39&Itemid=206


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The European Commission may wish to publicise the results of Actions. Do you have any objection to this report being published on Europe Aid Co-operation Office website? If so, please state your objections here. No objections. Name of the contact person for the Action: Katharina Auer, Programme Officer, CARE Österreich

Location: Vienna Date report due: 31 October 2013 Date report sent: 31 October 2013

Documents

FINAL NARRATIVE REPORT - CARE Österreich€¦ · FINAL NARRATIVE REPORT-PRODUCE – FEBRUARY 2010 - APRIL 2013 2012 Page 5 of 44 1. Description 1.1.Name of beneficiary of grant contract: