IFMC Annual Report 2015-2016IFMC Annual Report 2015-2016 2 2. Executive Summary This is the third annual Progress Report of the Integrated Farm Management Component (IFMC) covering

IFMC Annual Report 2015-2016

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TABLE OF CONTENTS

1. Component Data .................................................................................................... 1

2. Executive Summary ............................................................................................... 2

3. Project Area ........................................................................................................... 3

4. Introduction ........................................................................................................... 6

5. Human Resources .................................................................................................. 8

6. Administration and Management ...........................................................................14

7. Main Activities Description...................................................................................17

8. Progress towards objectives...................................................................................29

9. Achievement of Outputs ........................................................................................37

10. Strategic Issues .....................................................................................................55

11. Risk Analysis and Mitigation ................................................................................59

12. Budget and Expenditure ........................................................................................61

Table

Table-1: Status of the Manpower in IFMC ................................................................................. 8

Table-2: Database records ....................................................................................................... 15

Table-3: Knowledge level of participating farmers in IFM FFS ............................................... 30

Table-4: Practice of knowledge gain from IFM FFS ................................................................ 30

Table-5: Changes of production rate after IFMC intervention .................................................. 31

Table-6: Control over income by the female members of the HH ............................................. 31

Table 7. Capacity building activities for IFM-FFS implementation under IFMC ...................... 38

Table 8. Number of FFS and farmers coverage by IFMC region .............................................. 42

Table-9: DAE Officials trained ............................................................................................... 46

Table-10: FOs established ...................................................................................................... 48

Table-11: FO Leaders and Focal Persons trained ..................................................................... 49

Table-12: Financial target and achievement as of June 30, 2016 as per ADP allocation (Figure in

Lac Taka) ................................................................................................................................ 61

Table- 13: Financial target and achievement as of June 30, 2016 as per DPP (Lac Taka) .......... 62

Table-14: Cumulative Expenditure in Danish Kroner, including Embassy Payments ................ 62

Annexes Annex 1: Success Stories......................................................................................................... 63

Annex 2: Annual work plan 2015-2016 ................................................................................... 72

Annex 3: Details budget and expenditure for 2015-2016 .......................................................... 74


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ABBREVIATIONS

AAO - Assistant Agriculture Officer

ABDC - Agri-business Development Component (ABDC)

ACDO - Assistant Community Development Officer

ADP - Annual Development Plan

AEO - Agriculture Extension Officer

AESA - Agro-Ecological System Analysis

AFSP - Agriculture and Food Security Project

AGEP - Agricultural Growth and Employment Programme

AM&EO - Assistant Monitoring & Evaluation Officer

APD - Assistant Project Director

ASPS II - Agricultural Sector Support Programme, Phase II

AWP&B - Annual Work Plan and Budget

BADC - Bangladesh Agriculture Development Corporation

BBT - Ballot Box Test

BDT - Bangladeshi Taka

BEFTN - Bangladesh Electronic Fund Transfer Network

BFP - Business Focal Person

CDO - Community Development Officer

CMU - Component Management Unit

CSC - Component Steering Committee

DAE - Department of Agricultural Extension

Danida - Danish International Development Agency

DG - Director General

DKK - Danish Kroner

DLS - Department of Livestock Services

DoF - Department of Fisheries

DPA - Development Project Aid

DPD - Deputy Project Director

DPP - Development Project Proforma

DT - Departmental Trainer

EC - Executive Committee

ECNEC - Executive Committee of the National Economic Council

EoD - Embassy of Denmark

FBF - Farmer Business Facilitator

FBS - Farmer Business School

FF - Farmer Facilitator

FFS - Farmer Field Schools

FGD - Focus Group Discussion

FMA - Farm Management Analysis

FO - Farmer Organisation

GoB - Government of Bangladesh

HC - Horticulture Center


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HVC - High Value Crop

IA - Internal Auditor

ICM - Integrated Crop Management

ICT - Information Communication Technology

IDA - Institutional Development Adviser

IDO - Institutional Development Officer

IFM - Integrated Farm Management

IFMC - Integrated Farm Management Component

IMED - Internal Monitoring and Evaluation Department

IPM - Integrated Pest Management

M&E - Monitoring and Evaluation

M&EO - Monitoring & Evaluation Officer

MF - Master Facilitator

MFI - Micro Finance Institution

MIS - Management Information System

MLT - Market Linkage Training

MoA - Ministry of Agriculture

MoU - Memorandum of Understanding

MT - Master Trainer

NA - National Adviser

NATA - National Agriculture Training Academy

NGO - Non Government Organization

PD - Project Director

PIC - Project Implementation Committee

PM&E - Participatory Monitoring and Evaluation

QA - Quality Assurance

R&P - Review & Planning

RDPP - Revised Development Project Profoma

RFLDC - Regional Fishery and Livestock Development Component, ASPS-II

RIC - Regional IFMC Coordinator

RTC - Regional Technical Coordinator

SAAO - Sub-Assistant Agriculture Officer

SAPPO - Sub-Assistant Plant Protection Officer

SLL - Season Long Learning

SL-TOT - Season Long Training of Trainers

SMS - Subject Matter Specialist

T&E - Training & Extension

TA - Technical Assistant

TNA - Training Need Assessment

ToT - Training of Trainers

UAO - Upazila Agriculture Office

UFO - Upazila Fishery Officer

ULO - Upazila Livestock Officer


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1. Component Data

Country : Bangladesh

Name of Program : Agricultural Growth and Employment Program.

(AGEP)

Name of Component : Integrated Farm Management Component (IFMC)

Executing Agency : Department of Agricultural Extension (DAE)

Sponsoring Ministry : Ministry of Agriculture (MoA)

Component Period : July 2013 to June 2018

Date of Approval of ECNEC : 19 January 2014

Administrative Approval from MoA: 12 February 2014

Estimated cost of the Project :

i) Total : 43,200.00 million BDT

(300 million DKK)

ii) GOB : 10,800.00 million BDT

(75 million DKK)

iii) DPA : 32,400.00 million BDT

(225 million DKK)

Project Area: 61 Districts and 373 Upazila (Excludes 3 Hill Districts).

Project Director :

Md. Iqbal

Telephone No. 9121847 (Ext. 102)

Email : [email protected]

Danida Senior Adviser :

Rilla Norslund

Telephone No. 9121847 (Ext. 101)

Email : [email protected]

mailto:[email protected]

mailto:[email protected]


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2. Executive Summary

This is the third annual Progress Report of the Integrated Farm Management Component

(IFMC) covering the period July 2015 to June 2016. The report covers the third full year

of component implementation and the middle period of the project which is planned to run

until mid-2018.

Staff, Regional and district offices. Monitoring and data collection systems.

During the year Steering committee met xx as well as xx meetings of the Project

Implementation Committee chaired by the DG DAE. Review. Joint and Special monitoring

teams of GOB also visited activities and made recommendations for improvement.

During the reporting period xx IFM FFS were implemented in 371 Upazilas of 61 districts.

The FFS were facilitated by xx project trained Farmer Facilitators (FFs) who all received

regular refresher courses and participated in review and planning workshops at the start of

each FFS seasons. xx DAE officers received xx training in IFM FFS and from all IFMC

Upazilas DAE officers received crash course, refresher courses, orientation courses and

participated in review and planning workshops to build capacity and ensure quality

monitoring of FFS activities. A total of xx farmers participated in IFM FFS during the

reporting period, of which x% were female.

FO implementation, by DAE market linkage activities. Scale up.

This report contains a detailed description of major activities in Chapter 6 for those not

familiar with IFMC, as well as a number of case studies and success stories in the annexes

which give a more in-depth picture of the impact of IFMC activities from the point of view

of beneficiaries.


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3. Project Area

Region District Upazila

(Nos.)

Region District Upazila

(Nos.)

Barisal Barguna 5 Noakhali 9

Barisal 10 Brahmanbaria 7

Bhola 7 Chandpur 8

Jhalokathi 4 Comilla 11

Patuakhali 7 Khulna Bagerhat 8

Pirojpur 7 Chuadanga 4

Faridpur 7 Jessore 7

Gopalganj 5 Jhenaidha 6

Madaripur 4 Khulna 7

Rajbari 5 Kushtia 5

Shariatpur 5 Magura 3

Dhaka Dhaka 2 Meherpur 2

Gazipur 2 Narail 3

Manikganj 6 Sathkhira 6

Munshiganj 4 Rajshahi Bogra 12

Narayanganj 1 ChapaiNawabganj 5

Narshingdi 5 Joypurhat 5

Tangail 8 Naogaon 11

Jamalpur 7 Natore 6

Kishoreganj 8 Pabna 9

Mymensingh 7 Rajshahi 9

Netrokona 10 Sirajganj 9

Sherpur 5 Rangpur Dinajpur 12

Sylhet Habiganj 4 Gaibandha 7

Moulavibazar 4 Kurigram 9

Sunamganj 4 Lalmonirhat 5

Sylhet 4 Nilphamari 6

Chittagong Chittagong 3 Panchagarh 5

Cox's bazar 3 Rangpur 8

Feni 6 Thakurgaon 5

Laxmipur 5

Total 61 Districts, 373 Upazilas


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Project area map


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Map of Project Regions


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4. Introduction

IFMC is one of three components of the Agricultural Growth and employment Programme,

(AGEP) financed jointly by the Governments of Bangladesh and Denmark. IFMC is

implemented through the Department of Agricultural Extension (DAE) of the Ministry of

Agriculture (MOA) and will run for five years, from July 2013 to June 2018.

This report covers the activities of the Integrated Farm Management Component (IFMC)

for the period July 2015 to June 2016, the third year of project implementation. IFMC

operates in 373 upazilas of 61 districts of Bangladesh. The three Hills districts are not

covered by IFMC but are covered in a separate UNDP implemented program, Agriculture

and Food Security Project (AFSP), also supported by AGEP funding.

The target group of IFMC is landless, marginal and small farm households cultivating up

to 2.5 acres of land. Activities focus on total farm activities, and diversification and

adoption of Integrated Farm Management (IFM) Farmer Field School (FFS) promoted

technologies and management practices. Focus modules included rice, homestead

production, small pond fisheries and livestock. The component emphasizes empowerment

of female and male farmers through formation of, and support to, Farmer Organizations

(FO) including linking farmer groups and organizations to markets and service providers

and increasing farm profitability.

The Development objective of IFMC is ‘Pro-poor, inclusive and sustainable growth and

employment creation’ and the immediate objective is ‘Increased agricultural production

among female and male members of landless, marginal and small farming households.’

The specific objectives of the project are:

Female and male farmers have been empowered and increased number of total farm

activities and diversification adopting Integrated Farm Management (IFM) Farmer

Field Schools (FFS) promoted technologies and management practices

Female and male farmers have been empowered in Farmer Organization (FO)

formation and linked to service providers, market actors and micro-finance

organizations/services to increase farm profitability

National dialogue on farmer-centered extension approaches has been strengthened

The three objectives are reflected in the three outputs of IFMC each of which focus on the

achievement of one of the specific objectives.

Output 3 on National Dialogue includes a subset of activities relating to collaboration

with AFSP as well as collaboration with the third component of AGEP, Agri-business

Development Component (ABDC) on the National Platform for extension actors.


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Due to delays in start-up the first year of the project period (2013-2014) was mainly

concerned with approval of project documents and recruitment of staff, therefore 2015-

2016 has effectively been the second year of full activity implementation. For Output 1,

which is concerned with the implementation of FFS activities, implementation has been

smooth and efficient with focus on quality control of activities which are familiar to IFMC

and DAE officers and which build on the FFS concept. This concept has been developed

in Bangladesh, with Danida engagement, over the past 20 years. Implementation of Output

2 and Output 3 have been more demanding as these activities have required piloting and

developing new systems and procedures as well as strategies. During the year the strategies

have been finalized and roll out of activities is well underway, with some adjustments

taking place as part of the process.

Due to the delays in start of full implementation a no-cost extension is expected to be

approved by the Government of Bangladesh at the time of Development Project Pro-forma

(DPP) revision.

HE Hanne Fugl, Ambassador of Denmark visits Chandpur Garo Bazar IFM Club


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5. Human Resources

Staffing and recruitment

2014-2015 was IFMC’s first year with a full complement of staff. While almost all GOB

positions (27 of 29) including PD, DPD, and two APD’s were deputed by the end of last

fiscal year (2013-2014) the recruitment of TA staff was only completed during 2013-2014.

Recruitment or replacement of TA staff in IFMC is done through a five member Selection

Committee chaired by Additional Secretary (Extension), Ministry of Agriculture. By

January 2015 all the recruitment had been completed and all 150 TA staff, including

outsourced staff, joined the project between November 2014 and February 2015. During

the reporting period there have been minimal few changes in staffing, due to resignations

or replacement of staff.

Table-1: Status of the Manpower in IFMC

Personnel Category

(female in brackets)

Deputation Direct

recruitment

Out-

sourcing

Total %

female

a) GOB Personnel:

GOB Officers

Head office 4 0 0 4

Regional office 12 0 0 12

District office 0 0 0 0

Total officers 16 0 0 16

GOB Service Staff

Head office 2 2 (1) 3(1) 7 (2) 29%

Regional office 0 0 6(1) 6(1) 17%

District office 0 0 0 0

Total Staff 2 2 9 (1) 13(3) 23%

Total GOB personnel 18 2(1) 9(1) 29(3) 7%

b) Danida Personnel:

Danida Officers

Head office 0 14 (3) 0 14 (3) 21%

Regional office 0 42 (5) 0 42 (5) 12 %

District office 0 40 (13) 0 40(13) 32%

Total officers 0 96 (21) 0 96 (21) 22%

Danida Service Staff

Head office 0 7 (1) 1 8 (1) 13%

Regional office 0 12 18 30 0%

District office 0 0 20(1) 20(1) 5%

Total staff 0 19 (1) 39(1) 58(2) 3%

Total Danida staff 0 115 (21) 39 (1) 154 (22) 14%

Total IFMC manpower 18 117 48 183 (25) 14%


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The table above shows the breakdown of total staff including percentage of female officers

and service staff. Actual numbers of female staff are mentioned in brackets. For Danida

staff and outsourcing a great effort was made to recruit females, however with limited

success. To recruit females it was sometimes necessary to accept candidates with lower

skill levels than their male counterparts, and for this reason it is also necessary to keep focus

on building the capacity of female staff members.

Amongst GOB officers, Deputy Project Director was replaced at the end of 2015 and

replaced by the RIC Barisal. Position of RIC in Barisal was consequently filled by

deputation from within DAE by the middle of January. SMS Jessore was promoted and

replaced in August 2015.

Changes in Danida staff including the replacement of RTC, Rajshahi Regional Office,

following non-confirmation of the original recruitment. One driver in Barisal was replaced

and another in Comilla fired for misconduct.

There were a number of changes in Output 2 staff. Most importantly, a National Advisor

was recruited. He began duties half into the year and the team has greatly benefitted from

his contributions since his arrival.

At CDO level one was not confirmed, one was fired and two resigned (all four men). The

Output 2 team saw promotion as an opportunity to reward hardworking, capable ACDOs

and as a signal to others that it pays to do a good job. Therefore, two ACDOs were promoted

after thorough testing of their technical level (one male with indigenous background and

one female). By year end there were two vacant CDO positions, and short listing of

candidates had taken place for a new round of interviews.

Concerning ACDOs, one was not confirmed (female) and one resigned (male). There were

two potential male ACDOs on waiting list since the initial recruitment in 2014. These two

candidates were still available and agreed to fill the positions. Both have proved capable

and have caught up with their responsibilities and duties. By year end there were two vacant

ACDO positions as two ACDOs had been promoted to CDOs. Short listing of candidates

had taken place for a new round of interviews.


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Capacity building of Staff

Output 1- FFS – Capacity Building of Staff

Capacity of the FFS core team has been built through a number of different activities

during the reporting period.

In the July 2015 the FFS Headquarters team organized a 2 days training workshop for

regional FFS team at IFMC conference room. The objectives of the workshop was to

understand the FFS as a group extension approach; to realize the role and responsibility for

maintaining quality assurance and to review the FFS curriculum, guide book, register

according to feedback from R&P workshops of the previous season. The strengthening of

IFMC regional offices was also discussed.

During the third week of October a Regional FFS Team Workshop was held at Mushroom

Development Institute, Savar for the regional IFMC FFS team. The major topics were IFM

FFS formation and implementation procedure, IFM FFS categories and how best to verify

the session plan of IFM FFS, the use of IFM FFS lesson plans and lesson guides for guiding

FFS Sessions and the use of session and trial materials in FFS. In this workshop the team

also shared experience and lessons learnt on Trial setup and AESA, FMA and IFM exercise

procedure in different regional training venue. There was a session on addressing gender

issues in IFMC activities and one on the role of MF and RTC in different training and

workshop for FF development. As always issues of ensuring quality implementation of

IFM FFS were discussed.

On 21 March 2016 Headquarters team organized another FFS team workshop to prepare

for a number of trainings and workshops to be implemented regionally by the teams. The

workshop introducing session plans for ‘Special Training’ for FFs on Fruit tree propagation

and poultry vaccination. The workshop also prepared and agreed the program of FF

Refreshers course, review and planning workshop for FF and the day’s program of DT

Review and Planning Workshops. Sessions included how to deliver the topics, FFS

Categories in the coming season, the guideline for FFS allotment (Extra FFS allotment for

well-performing FFs) the FFS Budget for the up-coming season as well as materials, trial

budget and distribution procedure. Finally the teams discussed ways to improve the

monitoring and backstopping skill of the regional FFS teams.

Besides workshops and trainings there is monitoring and feedback on regular monthly work

plans and quarterly reports from RTCs and MFs. During field visit regional team get

feedback from FFS core team. Mentoring by Headquarters FFS team to Regional IFMC

FFS team during FFS backstopping was found useful for the improvement of backstopping

skill of team as questions and concerns could be given practically, individually and on the

spot.

All staff faced annual assessments during which time they had the opportunity of an

individual interview with senior managers and were given feedback on their performance

and areas for improvement.


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Output 2 – FO – Capacity Building of Staff

Within the past year the FO team has started a roll out of the FO strategy and their workload

has increased significantly. At the same time their experience and knowledge has grown.

The following measures were taken to build the FO team members’ technical capacity and

to ensure their coordination:

Before starting implementing of the new strategy a 3-day orientation for CDOs and

ACDOs was conducted in two batches where CDOs and ACDOs were introduced

to the strategy as well as to the ‘FO collective marketing handbook’ and to FO-level

sessions and linkage activities. Their role in preparation and backstopping of

workshops, sessions and trader meetings was discussed.

To further ensure the technical level and development of facilitator skills among

CDOs and ACDOs, all 40 went through the 10-day BFP training once as

‘Apprentice Facilitators’. In this way, they did not only gain confidence on

facilitation and technical matters, they also experienced the challenges and conflicts

raised by BFPs and built relations with BFPs and FOs from their jurisdiction. After

this training CDOs and ACDOs have been given tasks according to their individual

progress and skills. IDOs are responsible for mentoring of CDOs and ACDOsas are

representatives from HQ, such as IDA, DPD, APD T&E, APD M&E and NAID

who have attended session in the horticulture centers to support and enhance quality

of facilitators and training courses.

All RTCs and SMSes have attended the 10-day BFP training course to broaden the

knowledge of the output 2 activities and increase the facilitator pool.

IDO Bi-monthly Meetings have been conducted throughout the year, five in total.

Most meetings have been of two days with one day to present and discuss progress

in regions and another day to analyze, discuss and improve tools and data. It should

be mentioned that whereas IDO meetings appear successful, it is observed that not

all information trickles down to the level of CDOs and ACDOs. A different type of

coordination meetings have therefore been proposed for the upcoming year.

The new National Advisor has effectively mentored IDOs, CDOs and ACDOs in

the field participating in their activities, given on the job training, mentoring, and

corrections. He has checked their work in-depth, thereby filling a critical gap.

In February and March all field staff had an annual assessment, except newly joined. It was

conducted through the personal form filled by the concerned staff member and commented

on by regional supervisors (IDO, RIC, RTC). This was accompanied by an assessment by

HQ (IDA, APD, NAID), which included a technical interview and an assessment of their

field results. From regional and HQ comments they finally got an annual score for their

efforts. Most individuals, though nervous, expressed appreciation for the HQ interviews

where they got a chance to discuss their duties and work conditions.


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A number of field staff showed poor performance and/or motivation which hampers field

implementation in the concerned areas, especially where both CDO and ACDO are weak.

The scattered location of district offices makes it difficult to effectively supervise team

members, who do not have enough personal drive or lack work sincerity.

Finally, it should be noted that it has been a constant struggle to get female field staff to

ride the motorbikes. One female ACDO has even handed back her motorbike to the project

declaring that she will never ride it in spite of this being a pre-condition for filling the

position. The situation impacts on field work and session backstopping in many areas. The

situation with current staff has not yet been settled, but new candidates are taken through a

practical test before they are allowed to proceed in the recruitment process.

FO team capacity building plans for 2016-17

To address the above described challenges the following will get attention in the upcoming

year:

Shortcomings in trickle down from IDO to CDO/ACDO level: instead of bi-

monthly IDO meetings it has been suggested to conduct quarterly North-South

meetings for the FO team. In these meetings RIC/RTC, IDOs, CDOs and ACDOs

would participate. The meetings would be led by DPD, NAID and IDA.

Low-performance team members: closer supervision by regional team (IDO, RIC,

RTC) and by NAID with specific tasks and a month or 3-month period to improve.

M&E Team – Capacity Building of Staff

To improve the performance of M&E staff, IFMC has arranged 3 bi-monthly meeting

cum workshops during the reporting period. These meetings are held over two days,

where the first day is for discussion on plans and progress and second day is for capacity

development activities. Under the capacity development activities the following areas

have been addressed:

- Database and computer skill development

- Preparation and presentation of field progress, result and outcome of IFMC

- Technical orientation on FFS implementation in line with monitoring

backstopping of FFS activities

- Documentation of success stories

- Technical orientation on FO implementation activities

- Orientation on different FO and FFS monitoring tools and data collection

techniques

The M&E team members also participated in different technical training and workshop

like SLL, MLT for BFP and FO leaders, Review and Planning Workshops and refresher

course for Farmers Facilitators. All M&E staff faced annual interviews with a team from

HQ visiting the regions to take interviews and assessments.


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Accounts team – Capacity Building of Staff The IFMC project has a finance and accounts team consisting of 10 members, led by the

chief accountant. It consists of one chief accountant, one accounts officer, two internal

auditors based in the IFMC HQ, Dhaka, and six accountants based in the IFMC regional

offices. The Admin officer guides and supports Regional Accountants on administrative

issues related to the regions including the management of support staff, inventories and

stocks and supplies.

Accounting software has been installed in regions and in HQ for maintaining IFMC books

of accounts. The software of regional offices is linked with that of HQ to facilitate the

update reporting of financial information. IFMC is transferring its funds to 373 upazilas,

and is making payments to its different stakeholders through Bangladesh Electronic Fund

Transfer Network (BEFTN).

The two member internal audit team regularly visits regional offices to support and check

on all financial activities as well as checking inventories, logbooks and administrative

systems.


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6. Administration and Management

Regional offices

IFMC has six Regional Offices in Mymensingh, Rajshahi, Rangpur, Jessore, Barisal and

Comilla. IFMC decentralizes activity implementation and monitoring to regional offices as

much as is practical and possible with the aim of empowering regional teams to take

ownership of activities in the regions.

RIC and RTC are responsible for management of the regional office with support from the

whole regional team. Regions have monthly meetings for Regional staff. In most cases the

IFMC district staff under supervision of that regional office is invited to meetings on a

monthly basis. These meetings are for delegation of activities and discussion on challenges,

progress and upcoming activities.

Major activity of Regional Offices in the implementation of trainings and workshops at the

regional level, ensuring training facilities at the Horticulture Center used by that region are

maintained and monitoring of the implementation of regular activities including FFS and

market-linkage activities. Regional offices regularly co-ordinate with IFMC district offices

through visits, meetings, mobile and online communication and assist them in making

activity plans and solving any problems as they arises.

The Regional office is responsible to maintain regular communication with DAE officials

at District and Upazila levels to get updates on IFMC activity implementation, progress and

any problems. The relationship with DAE is considered vital not only for the

implementation of activities but also for the sustainably of all activities after the end of

project implementation. For FFS activities coordination meetings at the Upazila and

District are organized twice per season. To the extent possible IFMC team members attend

these meetings.

During the reporting period regions gathered information on all FFs for issuance of ID cards.

These cards have been printed and distributed, and at the same time a tripartite agreement

signed between the FF, the Upazila and IFMC spelling out the roles and responsibilities of

each.

District Offices

IFMC has 20 district offices, each staffed by a CDO and ACDO. This team is responsible

for the implementation of Output 2 activities in a number of adjacent districts. They are

provided with motorcycles to allow them to move around to the various FOs under their

supervision.


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Database

The IFMC web-based database, developed by M&E unit, is running smoothly and

providing all required information for IFMC officials and staff for reporting and decisions

making. During the reporting period records of 4258 FFS were recorded as well as entering

records for 406 newly trained FFs. The database helps the FFS team to get all sorts of

information on farmers and training modules instantly, nationally and for various regions.

Information on capacity development of FFs, BFPs and farmer organization leaders as well

as on GoB officers who receive all kinds of training and orientation are available in the

database.

Besides the main IFMC database is a smaller FO related database with baseline information

on FOs. So far 265 FOs are included which will increase.

Table-2: Database records

Training 2015-2016 Cumulative

BFP on MLT 742 1002

GoB Officers (AEO,SAPPO,UAO,SAAO)

on MLT

394 924

FF on IFM 406 2217

FFS on IFM 4258(Rabi-2108 and Kharif-2150)

9105

GoB Officers (AEO,SAPPO,UAO,SAAO)

on IFM

199 972

Farmers on FFS

Rabi (15-16) 105400 - 48443 (M) 56957 (F) Cumulative

Kharif- (15-16) 107500 - 49386 (M) 58114 (F)

Total (15-16) 212900 – 97829 (M) 115071 (F) 455250 – 242506 (M) / 212744

(F)

Procurement

Procurement of assets for IFMC was, for the most part, completed in the first two years of

the programme. During the reporting period the only major procurement was a Prado jeep.

There were also minor procurements of computers, printers and photocopy machines, as

required by the various newly established offices and according to the DPP provisions.

Other procurements were those directly relating to implementation of activities such as

training materials and FFS materials including trial materials, materials for FFs and

Upazilas for FFS implementation.

Sl. No. Items Target 2015-2016 Procured Progress%

01 Vehicle (Nos.) 1 1 100

Computer (Nos.) 13 12 92

UPS (Nos.) 13 17 131

Printers (Nos.) 13 18 138

Photocopy Machines (Nos.) 6 6 100

Cameras (Nos.) 4 4 100

Component Steering Committee (CSC)/ Project Implementation Committee (PIC)


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In IFMC DPP there is provision for two committees to guide IFMC implementation:

Component Steering committee (CSC) and Project Implementation Committee (PIC). The

CSC is an inter-ministerial committee composed of 14 members and headed by the

Secretary, Ministry of Agriculture. PIC is composed of 10 members and headed by the

Director General, DAE; the implementing agency of IFMC. The CSC is responsible for

reviewing progress, approval of annual work-plans and budgets, as well as progress reports.

PIC reviews IFMC progress and achievements.

During the reporting period the second CSC meeting was held on August 17, 2015. The

CSC encouraged IFMC to move forward with a review of the DPP for any changes to

budget lines and approved the annual work-plan and budget for 2015-2016.

PIC meetings were held on August 11, 2015 and May 09, 2016. Progress was reported

against work plans and budgets and the 2016-2017 work-plan was approved and the Output

2 strategy for Market Linkage activities was discussed.

CMU Meetings

The IFMC CMU holds regular meetings to approve activities and expenditures. During

CMU meetings there are discuss on-going activities, delegation of duties including

organizing trainings and monitoring visits to the headquarters team. The CMU consists of

Project Director and Senior Adviser, but all members of headquarters team act as resource

persons to the CMU and attend and contribute to CMU meetings when possible and

necessary. Minutes of CMU meetings are sent to Regional Offices to guide activity

implementation there.

CMU and Regional Meetings

Every alternate month RICs and RTCs attend meetings in headquarters where they present

progress from the regions and discuss challenges and achievements with the headquarters

team. Each region presents an update on progress against the work-plan as well as reports

on administrative and financial issues, on monitoring and back-stopping. These meetings

are an essential management tool and a wide range of issues are raised and discussed. If

any issues are raised and not immediately dealt with they are brought forward at the

following CMU meeting to be addressed. Once decisions are made by CMU the minutes

of the relevant CMU meeting are circulated to the regions for their action.


17

7. Main Activities Description

The main activities of IFMC are (Output 1) implementation of Farmer Field Schools on

Integrated Farm Management (IFM) with a module based curriculum allowing farmer

groups to select amongst crop, livestock and aquaculture modules and (Output 2) support

to farmer clubs and associations as a way to improve farmers links to input and output

markets and increase farm profitability.

Output 1 – FFS – Main Activities Description

IFMC uses the Farmer Field School (FFS) extension methodology to provide demand

driven extension services to its target group. The approach of FFS is a non-formal education

model. In this approach, adult learning principles such as valuing farmers’ field experiences,

listening to their explanations, collaborative activities and encouraging group interactions

but mutually supportive and challenging are incorporated in order to promote the learning

process for conceptual change to take place. The Farmer Field School is not like a normal

school. It does not have four walls, tables, chairs and black boards, rather the participants

of this school sit near their crop field in an open place under the shade of a tree and the site

of school is not permanent. Crop field and homestead are the learning places for the

participants of FFS. An FFS lasts for one cropping season and next season the facilitators

move on to another village to work with a new group of farmers in the Upazila. The IFM

FFS will be established twice a year. First cycle will start from Rabi season (October/

November) and second cycle from Kharif II season (May).

IFM FFS curriculum and modules

FFS is field oriented and based on learning by doing. IFMC implements FFS on Integrated

Farm Management (IFM) through 9 modules which deal with rice, livestock, fisheries,

homestead vegetable production and family nutrition. The curriculum of IFM FFS includes

Integrated Crop Management which includes soil health management, importance of

improved variety/seed, water management and Integrated Pest Management (IPM) in the

rice and homestead vegetable gardening modules. In addition, homestead livestock

management (poultry, small and large ruminants) and pond fisheries management are

included. Nutrition through homestead gardening, hygiene, fruit tree management and

improved food preparation, and introduction to Farmers Organizations are also included.

In IFM FFS integration is practiced in two way, firstly integration of improve management

practices in each component of a farm and second integration is one component resource

verses other component that is byproduct of one component used as input of other

component. Modules on High Value Crops will be added as they are developed.

FFS is a holistic approach to increasing production and improving livelihood of small, poor

and marginal farmers who represents about 85% of farmers in Bangladesh. FFS follows an

Experiential Learning Cycle using Agro-Ecological System Analysis (AESA) and Farm


18

Management Analysis (FMA) as decision making tools. Included in the curriculum are

several small studies or trials that are carried out by the participants to build up their

confidence.

In general an FFS has 50 participants from 25 households (in most case one female and one

male from each household, though female headed-households are welcomed to join with 2

female members). At the end of an FFS cycle the participants a field day is held near the

field to create awareness on IFM activities among the wider community.

Field Day

At the end of the IFM FFS, with guidance from FF and Upazila team, the participants

organize a field day to share their new knowledge with the neighboring farmers. Six

‘learning booths’ are prepared and FFS graduates present the FFS topics to the visitors

giving an opportunity to share technologies and ideas as well as to reinforce the topics

learnt. The learning booths include an Integrated Farm Management booth, an integrated

rice cultivation booth, a poultry rearing booth, goat and cattle rearing booth, Homestead

garden and Nutrition booth and a Farmer organization and aquaculture booth. At least 160

farmers are expected to attend in the field day including the FFS farmer. For an FFS which

includes rice module

there are 6 booths and 5

for FFS without rice

module. At the end of

touring the booths and

listening to presentations

from the FFS farmers,

the invited farmers join a

discussion meeting

where visitors can share

their questions and

opinions on the

displayed IFM technology. FFS participants receive their certificate for FFS graduation and

best scorer 3 participant get prizes at the same occasion.

Facilitators

Each FFS is facilitated by a pair of trained facilitators, in most cases by Farmer Facilitators

(FFs) though in some cases field level officers of DAE i.e. Departmental Trainers (DTs)

may support FFS facilitation. DTs get training through Season-Long Training of Trainers

(SL-TOT) course prior to acting as a facilitators. FFs, who are FFS graduates, receive a 26-

day intensive TOT course.

Each pair of FFs runs two FFS per season in their local area and during the first season of

FFS implementation they also get training (Season Long Learning) twice. This training

focuses on effective implementation of FFS and the duration of the training is normally 3


19

days. The FFs also get backstopping support from the trained Upazila team (Agriculture

Extension Officer, Sub-Assistant Plant Protection Officer and Sub-Assistant Agriculture

officer (SAAO)) and also from IFMC regional officers and headquarters of the component.

IFM FFS organization

An IFM- FFS is implemented mainly through a crop life cycle, starting with seed sowing

and ending with the harvesting of the crop. Normally there are two sessions per week,

lasting two to three hours depending on topics to be covered. The Upazila Agriculture

Officer (UAO) is responsible for the implementation of FFS in his/her upazila. The UAO,

Livestock officer and Fisheries Officer and also the concerned DAE officers of the district

are responsible for monitoring the FFS for its quality. Each FFS maintains a register of

activities in the FFS which also as a record and as a monitoring tool. For each FFS a Sub-

assistant agriculture officer (SAAO) is attached and has responsibility for backstopping.

IFMC organizes half yearly review and planning workshops. These workshops are held at

the end of each FFS cycle, and over a period of two days, FFS progress is reviewed and

planning of FFS for the next season is carried out. The DTs/FFs who have implemented

FFS are called for the workshop and are given the opportunity to discuss any problems

encountered during implementation of FFS. Short training sessions are also included to

address new issues and review some important topics to improve the training quality of

FFS. To improve the skill of FFs as facilitators of FFS, IFMC organizes occasional

refreshers courses for 6 days.

Development of Farmer Facilitators

Farmer Facilitators (FFs) are the main

implementers of FFS in IFMC. They are

selected among the farmers of previously

participated FFS following certain

criteria for selection. The main criteria

are those have shown interest and

potential during their participation in the

FFS and who have organising capability

in the community. However, age,

educational level and knowledge of FFS

promoted technologies are also

considered during final selection of

farmers. IFMC encourages selecting

more female farmers to train as Farmer Facilitators. Selection is done by component staff

in close collaboration with Upazila staff and includes individual interviews.

Training of Trainers

The finally selected farmers receive 26-days’ residential Training of Trainers (TOT) course

where facilitators from IFMC act as course facilitators. The TOT curriculum follows the

FFS curriculum combining practical and few theoretical sessions with emphasis on the

development of facilitation skills. After successful completion of FF-TOT course the FFs


20

begin implementation of IFM FFS in their localities under the supervision of the Upazila

Agriculture Officer and backstopping support from IFMC. Under backstopping support the

concerned officers visit the FFS at least three times during the FFS cycle to provide hands-

on training after assessment of their performance in implementation of FFS. New FFS

attend a number of short SLL courses during the first year to reinforce learning from the

TOT.

Season long learning (SLL)

After attending the TOT course FFs start to implement IFM FFS. During the first season of

implementation these FFs attend two, 3- day trainings, known as season long learning

(SLL). During SLL, FFs have the opportunity to present their feedback and questions on

completed sessions, and receive feedback on any weak areas. They also receive an

overview of how to conduct the remaining sessions of that season.

Mentoring and follow up

The FFs do not have the depth of knowledge as of the departmental trainers but they have

the advantage that they are always easily available to the farmers in their community. To

build the capacity of the FFs, IFMC arranges backstopping support as well as periodic

refresher courses to improve their knowledge and facilitation skills. FFs also attend review

and planning workshops twice a year and during these workshops they have the opportunity

to interact and learn from their fellow FFs, ask questions and seek advice from Master

Facilitators on FFS topics.

Through the whole process of development, the FFs become valuable resource persons in

their communities on agricultural related aspects. Most are involved in advising their

community farmers on farm management technologies. In many cases the FFs develop

strong linkages with the Upazila level officers of the department of Agriculture, Livestock

and Fisheries and also other service providers, thus linking their community to a variety of

services.

Capacity building in Department of Agricultural Extension (DAE)

An important activity of IFMC is the development of facilitators from DAE for mentoring

of FFs and for the implementation, monitoring and backstopping of IFM FFS. To address

this need IFMC has designed a season long (seed to seed) Training of Trainers (SL-TOT)

course for Upazila level DAE officers (AEO, SAPPO and SAAO) following the principle

of an FFS.

Season-long Training of Trainers

The curriculum of SL- TOT has been designed to develop all the qualities of a good FFS

facilitator. The 84 day course is divided into 7 spells with a break of 2 weeks between spells

allowing participants to see all stages of growth of a rice crop and other activities of other

modules.


21

The 50 participants of a typical SL-TOT are divided into two groups for effective training

purposes. It is a residential training where minimum of six highly qualified Master

Facilitators are assigned as the facilitator of the course. The curriculum of SL-TOT has

been developed in such a way that the participants can spend 60% time in the field and 40%

in the class room. The class room training is developed to be participatory and engage the

participants fully, avoiding lecturing and encouraging experience sharing. Participants visit

and observe FFS in the vicinity of the training center and practice acting as facilitators. In

the curriculum of the course there is provision for evaluation of the participants at various

stages and the evaluation system includes not only technical matters but also practical and

facilitation skills. Only the successful participants are given certificates of completion of

course and can act as facilitator of an FFS.

In the SL-TOT, the participants get thorough field oriented, participatory and discovery

based training on the entire process of running an FFS effectively which include facilitation

skills, field observation techniques, discussion process, analyzing data and how to make

decisions for themselves based on observation/data. Besides, the participants get training

on backstopping and monitoring the FFS.

The curriculum also includes a study trip (2-3 days) for the participants to see the ongoing

FFS of IFMC in the field, and visit farmers’ organisations. This gives participants an

opportunity to understand IFMC’s programme more fully and to encourage them for future

engagement in these activities. Therefore, the SL-TOT course is not only for the

development of facilitators for FFS but also it is considered as a part of human recourses

development and capacity building of DAE’s field level officers more widely.

Concrete Support to Farmers through IFM FFS

In the past there have been comments on the lack of financial incentive for farmers to

participate in IFMC activities, particularly FFS. It

is the policy of IFMC not to pay farmer to

participate but rather to encourage participation

through the quality of the interventions and the

usefulness and reputation of our work. For FFS

participants, however, there are certain concrete

benefits to supplement the advantages of training.

Farmers who participate in FFS receive exposure

to new technologies that can help them increase

their production and income. They are encouraged

and advised on how to maximize income for the resources they have in terms of land and

labor, including proper utilization of space in the homestead area and increasing income by

integrating their various farm activities as well as resources.


22

Each FFS has a number of trials depending on the modules selected. The FFS budget

includes 18,000 Tk for purchase of materials for trials, studies and demonstrations. These

can include vegetable seed, sapling of fruit trees for those involved in space utilization trials,

50% of the cost of feed for beef fattening trials, fertilizer and rice seed for rice trials, feed

and renovation of housing cost for poultry trials, etc.

The FFS budget further includes an allocation for snacks for the field day held at the end

of the FFS. The field day budget is 5500Tk in total, for preparation, snacks and prizes.

For the implementation of one motivational tour per upzilla per FFS-season budget is

30,000 BDT.

Each participating family receive 1,500 Tk at the end of the FFS which may be used to

procure relevant inputs such as seeds, seedlings, ducklings or fish fingerlings based on

interest generated from the learning during the FFS.

Farmer Facilitators, who are themselves farmers, receive an honorarium of 400 BDT

including travel costs to the FFS site for each FFS session. There are also back-stopping

allowances for the Upazila IFM team.

Total FFS budget including all modules is 108,000 BDT, however in most cases it will be

somewhat less depending on the modules selected.

There is a provision in the DPP to increase the budget by 5% per year based on inflation.

Output 2 – FO - Main Activities Description


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IFMC supports Farmers organizations (FOs) to increase farmers’ income through improved

access to markets and services, and a deeper understanding of agricultural markets. IFMC

works to improve efficiency of the FOs so they can serve as collection points and collective

marketing units through which farmers can bulk and sell their produce in larger volumes

and at better prices. To facilitate this development IFMC has developed an activity package,

which provides FO members and focal persons with marketing skills, business planning

skills, ability to organize producers and collection points, doing proper book keeping and

ensuring good FO governance and gender balance.

Target FOs and selection process

IFMC selects one in each target upazilla through an assessment of existing farmers’

organizations and two FOs from among newly completed IFM FFS groups.

The organizational landscape of rural Bangladesh is such that most existing farmer

organizations are small village groups formed as channels for service provision for

government projects or NGOs. While a number of FOs collect monthly fees from members

and accumulate savings, most groups focus on social activities and rarely venture into

business. Among groups made up of the poorer social segment of the rural population

IFMC’s target group can be found, and among these existing groups IFMC selects one FO

per Upazila.

IFMC selects primarily among IPM or ICM club, which are groups formed in earlier phases

of the project. IPM and ICM groups are made up of the smallest land holding households

in the villages, marginal and small scale

farmers, but landless households are not

represented. The IPM project focused on

rice and the ICM project on integrated

crop production. The existing FOs are

selected according to interest, bylaws,

females in executive committees, regular

meetings, book keeping, savings,

business experience, surplus production

and potential commodities.

The two newly completed IFM FFS groups are selected among the nearby FFS groups in

the Upazila. Same selection criteria are applied. However, the criterion on having savings

accumulated is removed as it is not relevant to the new groups. DAE Upazila Officials help

the FFS group to constitute, make bylaws, elect an executive committee and open a bank

account. Groups of landless households can be found among the IFM FFS groups, and

mixed groups of landless, marginal and small.

Selecting Business Focal Persons (BFPs)


24

In the MLT model the main FO personnel to work with are the Business Focal Persons

(BFPs). The BFPs’ role is twofold. They are supposed to facilitate FO-level training in the

village and organize and to manage collective marketing.

Eight potential BFPs (4M/4F) are selected by the FO leaders and ordinary FO members in

collaboration with DAE and IFMC. The

main criteria for becoming a BFP are:

available time, interest, business

experience, facilitation skills,

education, commitment to project

activities, dedication to facilitate FO-

level sessions and to engage in FO

business and collective marketing,

possibly as commission agents.

The eight shortlisted candidates are invited for a test and interview at the DAE Upazila

Office and finally two male BFPs and two female BFPs are selected. It turns out that around

25% of the BFPs also hold leadership positions in the FO as members of the Executive

Committee. 75% are not involved in FO leadership. In general, BFPs have an average lower

age than if FO-leaders, who are many times male elders.

The gender quota has been imposed because ordinary selection generates very few female

candidates. Field staff reports that there is a lack of qualified and interested females, but

after introducing gender quota each FO is able to select the required number of females.

An implication of the gender quota was that the number of BFPs per FO was raised from

two to four. Having two females from each FO makes female candidates more confident

because they can travel, sleep and study together. It also gives room for lowering the

selection criteria without compromising project results and for accepting if some BFPs

decline.

Training of BFPs

Before starting activities at FO-level BFPs

receive a 10-day residential training on

farming-as-a-business, agriculture

marketing, business planning, value

addition, food safety, gender, good FO

governance, civic rights and facilitation

skills. BFPs are tasked, upon their return to

the village, to conduct one dissemination

meeting with the FO. In this meeting some

BFPs suggest reforming the Executive

Committee to make it more gender balanced. BFPs do also start registering producer groups


25

so they have a tentative idea of the potential commodities and volumes when the FO-level

activities start. See training information sheet in annex 2.

Developing the capacity of DAE Officials

Immediately after training BFPs DAE Officials from same Upazila and districts are trained.

The DAE officials are divided into three groups and three different trainings:

Sub-Assistant Agriculture Officers (SAAOs) and Sub-Assistant Plant Protection Officers

(SAPPOs) are the frontline

extension workers with direct

contact to FOs and supervisory

responsibilities. SAAOs and

SAPPOs are a relatively

homogenous group of diploma

graduates and it is possible to

tailor the training content to match

their requirements. They receive

five-days residential training on

the IFMC FO approach and

process, agriculture marketing,

collective marketing, business

planning, gender and good FO governance;

Upazila Agriculture Officers (UAOs) and Agriculture Extension Officers (AEOs) are

involved in IFMC FO implementation at more strategic level. They do not participate in all

FO visits and sessions but supervise at Upazila level. The training content is tailored to

their educational level, expected role in FO activities and general work load. They receive

a three day residential training on the IFMC FO approach and process, agriculture

marketing, collective marketing, business planning, gender and good FO governance;

DAE District Officers, mainly the District Directors (DDs) and District Training Officer

(DTOs) are trained and receive a one-day orientation on the IFMC FO approach so they

can support implementation and ensure commitment of Upazila level officials.

Inaugural workshop

Before starting the FO-level training sessions the UAO calls an inaugural workshop at DAE

Upazila Office. The objectives of this workshop are to: 1) orient and get acquainted to each

other, 2) make the first market linkages, and 3) sign a MoU between DAE and the FO. The

participants in the workshop are the BFPs, FO-leaders, extra female FO-members, input

traders, arodthers (output traders), bank representatives and officials from DAE, Livestock,

Fisheries, Women Affairs, Social Welfare and District Marketing.


26

Market Linkage Activity package at FO-level

The FO-level Market Linkage Training has eight sessions, each of approximately 3 hours.

They are conducted once or twice a

week depending on timing with the

upcoming harvest. The training content

is the same as in the BFP training but at

a less technical level. The sessions are

meant to get FO-members’ buy-in to

collective marketing, and to orient

them on farming-as-a-business,

agriculture marketing, cyclical trends,

risks, different business models, value

addition, food safety and gender. The

training also provides tools for FO-members to exercise their civic rights in the FO and to

hold their leaders accountable. The training is participatory and has many role plays,

discussions, brainstorming, trials and group exercises. The first session includes a linkage

meeting with output traders and the FO’s business model and business plan are made in

session 7. Upon completing the eight sessions there is a market linkage visit to a nearby

market or to a producer, an Arodther or another FO. There is also a follow-up linkage

workshop convened by the DAE Upazila Office.

Collective marketing starts at FO level

After having completed the FO-level training sessions the FO is encouraged to start

collective marketing and to search for traders that can offer better prices when buying bulk.

FOs are encouraged to have a commodity calendar so they can shift between different

commodity businesses in the different seasons and off-seasons. Other producers in the

village, i.e. non-FO-members, are encouraged to sign up to the producer groups and use the

collective marketing system. In this way the FO can generate large volumes.

Mentoring and follow-up visits

There will be mentoring and follow-up visits by IFMC staff, DAE, Livestock and Fishery

departments. There will be at least five visits per FO and they will be planned and

conducted according to individual needs of the FO. The visits are meant to support the FO

in its business planning, business management, market linkages, good governance, gender

balance etc. At these visits IFMC staff and DAE also assess the training needs. Identified

training needs should be related to the FO’s capacity to perform its business.

Need-based trainings Need-based trainings will be organized based on the information gathered through the

mentoring and follow-up visit. Subjects can be: bookkeeping, good governance, value

addition of selected crop/commodity, processing, packaging, food safety, cleanliness,

storage, preservation techniques, production matters and any other subject related to the

selected businesses of the FO. Need-based training can be conducted by DEA, Livestock


27

and Fishery Officers at FO, Upazila or district level. It can also be organized centrally as

residential trainings. It depends on identified needs and number of interested FOs.

MLT Model Process illustration

1. Selection of Farmer Organizations (FOs) According to criteria and procedure

2. Developing Business Focal Persons (BFPs)

According to criteria and procedure

3. Market Linkage Training (MLT) for BFPs Farming as a business, business planning, collective marketing, gender

and marketing, transparency and good governance & adult learning

4. Market Linkage Training (MLT) for DAE Officials DAE officials are trained immediately after BFPs and on same subjects.

5. Inaugural Workshop at DAE Upazila Offices

Orientation, acquaintance, cross-departmental, input and output traders

present for linkages, MoU between DAE and FO.

6. Market Linkage Activity Package at FO-Level

Eight sessions in the village, meeting with output traders, follow-up

linkage workshop at DAE office and market linkage tour..

7. Mentoring and Follow-up Visits At least five visits per FO to support ongoing business, new business

analysis, market analysis, market linkage and training needs.

8. Need-based Marketing Trainings Related to the specific FO businesses, possible subjects: value addition,

post-harvest management, preservation, storage, book keeping etc.


28

Output 3 – National Dialogue - Main Activities Description

According to the component document IFMC has as one of its specific objectives to

develop a National dialogue on farmer centered extension approaches. In the DPP this is

modified to a National meeting/seminar to discuss farmer-centered extension approaches.

The target of this third objective is that 80% of projects following farmer centered extension

approaches.

The concept is to support the development of a platform where various progressive

extension actors can meet and exchange ideas. The aim is to systematically strengthen

linkage in the field of agricultural extension through close and frequent collaboration

between all actors be the public sector, NGOs and private sector. It is planned that by the

end of project IFMC will develop a “Best practice guidelines” for group extension

methodologies in Bangladesh in a useful format for the use of all partners and future

participants in agricultural extension in Bangladesh.

The National platform is an exit strategy for Danida assistance to ensure wide application

of successful extension approaches developed through many years of project support.

Further, it is a platform for wider exchange of information, ideas, best practises and joint

cooperation between different players, including existing and future projects. The other

components of AGEP use this platform for sharing lessons learned from their interventions

and disseminating information on technologies and best practices. Specific FFS and FO

learning and quality issues are also discussed amongst the components.

Identification of scope of National platform creation

Building on the recommendation of the FFS evaluation and on past experience this output

contributes to the ongoing process of strengthening extension services, making them more

farmer-centered, participatory and based on experiential learning where possible. The

initial ideas on the scope of the platform have been modified as part of the process

according to the interest and suggestion of the many collaborators under the guidance of

the Director General of DAE.

Establishment of National platform of different extension actors

Bringing together all the actors in agricultural extension, be they public sector, NGOs or

private sector in a systematic effort to strengthen linkages through close and frequent

collaboration is being ensured through the formation of Bangladesh Agricultural Extension

Networks (BAEN) under the leadership of DAE. The formation of this forum with the

participation and support of IFMC is enhancing opportunities for coordination and sharing

of experiences and lessons learnt as well as developing best practices. Depending on

demand and the interests and ideas of the collaborating institutions there are meetings,

seminars and field visits for the exchange of information and ideas.

Use of National platform in CHT perspective

This output specifically ensures collaboration between the two components of AGEP

engaged in extension activities: IFMC and AFSP, to maximize lesson learning and sharing

and FFS quality enhancement and development. The third component, ABDC, in the form

of Katalyst, is also participating where relevant, particularly where there are field visits and

seminars that focus on marketing and business activities of farmers.


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8. Progress towards objectives

Introduction

IFMC carries out monitoring of component output and outcome indicators according to the

monitoring plan described in the IFMC M&E manual. To compliment in-house impact

monitoring an external Mid-term Evaluation is to be carried out.

Impact assessment:

Impact of IFMC activities are measured against baseline situation and against non-

intervention households. At the time of reporting a contract has been signed with Kranti

Associates and as per agreement they have submitted inception report of the mid-term study

at the end of June 2016. Field work will be started during July-August 2016 and the final

report is due in mid-September 2016.

Outcome monitoring:

With reference to the M&E Manual IFMC has developed result monitoring systems to

assess outcomes of the project interventions against targets in the Logical Framework.

Result monitoring aims at establishing the success of IFMC in diffusing knowledge and

technologies to the target group as well as to ascertain if this increase in knowledge and

empowerment contributes to improved livelihoods of participating farmers.

Output 1 – FFS - Progress towards Objectives

Objective of outcome monitoring by IFMC M&E Unit:

- To assess the knowledge and understanding as well as the adoption level of IFM

FFS technology by the participating farmers,

- To assess the increase in number of total farm activities by farmers after

participating in IFM FFS

- To make initial assessment of progress of IFMC activities against Log Frame

outcome indicators such as ‘control over income from homestead vegetables, fruits,

poultry and fish production by the female members of the HH.’

Sample Selection:

Random sampling has been used in selecting FFS and FFS members in this assessment. A

total of 106 FFS (7%) were selected for focal group discussions (FGD) and 530 farmers

(20% of each selected FFS) were selected for individual interview from 1,598 FFS

established during Robi 2014.

Tools and methods:

For data collection both PRA and face to face interview were used. A format was developed

and used to record data. The format was pretested before being used for data collection in

the field. For data entry and analysis MS Access Software has been used. Xx date/period

of collection of data


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Findings:

Knowledge and adoption of IFM FFS curriculum:

The table below shows that based on an assessment of group members knowledge during

FGD, on average 43% of farmers have good knowledge on the 9 different modules of IFM

FFS curriculum, while 47% have moderate knowledge and 10% have poor knowledge.

Table-3: Knowledge level of participating farmers in IFM FFS

FFS Module Knowledge Level (% of Farmers) Robi, 2014

Poor Moderate Good

IFM 9 45 47

Rice Cultivation 12 37 51

Homestead Gardening –Veg. 10 51 40

Homestead Gardening -Fruit 8 45 49

Poultry Rearing 12 49 39

Goat Rearing 5 58 37

Milking Cow Rearing 12 51 37

Beef Fattening 13 51 36

Pond Fish Culture 10 46 44

Average 10 47 43

Practice or adoption of knowledge by the FFS trained farmers in their own farms are shown

in the table below. Data shows that in most of the areas practice rate is more than 80% with

the exception of fish culture and large ruminant where adoption rate is somewhat lower

than the other farm activities. Field observation indicates that low cost or no-cost

interventions are more easily adopted.

Table-4: Practice of knowledge gain from IFM FFS

Name of Module HH received

training

FFS farmers Practice in

their own farm

Baseline

(%)

HH HH %

Rice Cultivation 224 224 100 100

Homestead Gardening (Veg.) 526 475 90 33

Homestead Gardening (Fruit) 522 463 89 65

Poultry Rearing 520 487 94 79

Cow/Buffalos Rearing 426 316 74 65

Goat Rearing 103 66 64 28

Fish Culture 367 184 50 28

Increase number of farm activities:

Regarding the total number of farm activities it is the target to have 80% of FFS trained

households increase their number of total farm activities. At baseline 3.8% farms

households had more than 5 farm activities. For the assessment carried out during the

reporting period IFM FFS participating farmers has increased to 48% with 5 farm activities

indicating a considerable interest in diversifying farm activities by FFS participants. It is

expected that new activities will further increase with time and the project target of 80% of


31

households increasing farm activities will be easily achieved, especially with follow up

from DAE.

Adoption of IFM FFS technologies:

There are 45 technologies, including integration among farm enterprises of 9 different farm

activities that have been promoted through IFM FFS to increase sustainable agricultural

production. Baseline data shows that only 15.8% HH were using at least 5 of these

technologies. Present data shows that 99% of IFM FFS farmers adopted at least 5

technologies out of which 96% HH adopted more than 10 technologies.

The least adopted technologies are vaccination, de-worming and balanced feed for goat and

cattle, maintaining proper density and species of fish fingerling stocking. These are mainly

due to unavailability of input and technical persons within the community.

Farm Production

The majority of the FFS member’s household has adopted different IFM technology as a

result farm production has increased in a certain level. Table 4 shows the percentage of

increment of production compare to the IFMC baseline survey. As the control group data

are not available so that these increased productions are not only due to IFMC

intervention. The remarkable increment of production has taken place in poultry rearing.

Table-5: Changes of production rate after IFMC intervention

Item Baseline Present Increase

(%)

Project

Target (%) Point

higher than control

group Rice (kg/ha) 4273 5434 27 8% Homestead Vegetable Non Leafy

(kg/HH)

243 308

27 15% Annual Chick Production Nos. per

HH

22 34

55 15% Egg (No/HH/year) 110 210 91 50% Milk kg/HH/year 176 235 34 10%

Control over income by the female members of the HH:

One of the most important indicators of women empowerment is control over income. Data

shows that the situation of the IFM FFS members in case of control over income has

changed remarkably. The main area of change is in the income from poultry rearing and

homestead gardening.

Table-6: Control over income by the female members of the HH

Members % of control over by income Sources

Poultry

Rearing

Homestead

Gardening

Field Crops Fish Culture

By female members (baseline) 38 3 No baseline data No baseline data

By female members (Present) 82 49 11 11


32

Output 2 – FO - Progress towards Objectives

M&E team has conducted a short evaluation during the reporting period on 24 selected FOs,

where FO level MLT training has been completed during the last quarter of 2015. Primary

findings on evaluation arereported below;

Assessment of selected Farmers Organizations following Market Linkage

Training

Introduction:

Following the FO strategy the project has begun the training of Business Focal Person

(BFP). BFPs from 24 organizations were trained during the third quarter of 2015. This

training prepared BFPs to support their FO on agri-business development and market

linkage activities through a Market Linkage Training for the FO members. During the

fourth quarter of 2015 these

trainingswere carried out. Most of the

FOs also received a grant of Tk 35,000

as startup capital by the end of January

2016.

These 24 FOs have now been assessed

on the outcome of the FO level MLT

training and use of startup capital

provided by IFMC. At the same time

institutional strength and year round

business activities of the FOs was also

assessed. This report covers both outcome of FO level MLT facilitated by BFP, use of

startup capital, changes in institutional strength and business activities carried out over the

past one year.

Methodology:

Two different tools have been used to assess the MLT and FO. For MLT session and use

of startup capital a focal group discussion has conducted with the FO members using a pre

designed checklist. For FO assessment an Evaluation Data Collection Format for FO has

been developed jointly by M&E and FO unit of IFMC has been used to collect data.

Part A: Findings from FGD on FO level MLT

All 24 FOs have completed the 8 session MLT for FO members. On average 35 members

from each FO have received the training with more than 50% of those attending being

female. Four trained BFPs facilitate the sessions.

According to the participants opinion the MLT training was very useful for them. From the

training they came to know the commercial importance of their farm products, value

addition of their product to get better price and proper storage of their product amongst

other things. They also know about developing a production plan, about crop selection to

maximize the price and importance and benefit of collective marketing. After training each


33

FO has started collective marketing for the members through the organization with the help

of BFP.

It was observed that for conducting the 8 week MLT training the number of BFPs were

excessive. However the value in terms of ensuring gender inclusiveness may justify the

high number of BFPs. It is known to be challenging to engage women in an active role in

marketing outside of the home.

A positive observation was that after completing the MLT training all FOs initiated some

type of business activities. However to be successful and sustainable in the longer term,

ensuring that there are real benefits to farmers and BFPs the volume of business needs to

be scaled up and expanded to a range of produce.

During the data collection period it was found that 14 of the 24 FO’s studied had received

the startup capital (BDT 35,000) from IFMC through Upazila DAE office. Lack of clarity

on the fund distribution was claimed as the reason why in some cases Upazila DAE office

had not disbursed the money as planned. The FO’s did not express or show strong

motivation to receive the startup capital as all the FO has their own capital for running the

small business initiatives planned or started.

Part B: Annual Activities Evaluation of FO

General information of FO:

A total of 24 FOs have been assessed during February 2016 to March 2016. Only one FO

was formed from IFM FFS and other 23 are IPM or ICM clubs. All 24 FOs commenced

working with IFMC from first quarter of 2015. Of the 24 FO’s studied 8 FO are registered,

the majority either with the social welfare or Cooperative department of GoB. On average

there are 47 members of which 50% are female. Executive committees average 8 members

of which 5 are male and 3 are female. Only one FO has no female in three executive

positions (President, Secretary and Treasurer).Of the FO 16 have a constitution, 13 hold

regular Annual General Meeting (AGM) and 22 have regular EC meetings.

Record Keeping:

During assessment 10 different registers and books in each FO were checked, whether

available and whether updated regularly. These 10 registers/books are listed below;

- FO Member register

- Meeting register

- Savings register

- Stock/Asset Register

- Saving Passbook for individual members

- Buy and sale register/Collection Point Register

- Business Register

- Cash Book/Accounts

- Bank Cheque Register

- Loan Register (recipients, disbursements, interests, collection)


34

It was observed that only 8 FO has all 10 registers and 11 FO regularly update all available

registers, 9 FO update partially and 4 FO do not update those registers/books which they

have.

Financial strength:

Average capital per FO is BDT 264,608 where highest BDT 21, 27,225 in Nehalpur Farmer

Organization of Chudanga and lowest BDT 35,000 in Mohammadpur IPM Club of Magura.

All 24 FOs has bank account. During the assessment period 14 FO received startup capital

(35,000 BDT) from IFMC. Twenty one FO have running business activities, out of which

11 use own fund along with startup capital from IFMC, while 7 FOs are using only own

capital and only 3 FO start business using exclusively the capital provided by IFMC.

Business Activities:

Before joining with IFMC only 5 FO did small-scale business on a limited scale with

average investment of BDT 25,000 from which they gained an average profit of BDT 7,880

per year. The businesses included Indian jujube, eggplant, jute, and paddy seeds.

Twenty one FO has detailed business plan but very few of them running business according

to the plan. These 21 FO have been running business with 20 different types of agricultural

product and agricultural inputs. The most common businesses are egg bulking, vegetable

bulking and agricultural inputs (seeds, fertilizer and pesticide). Average investment for

each FO is BDT 64,200 and average annual turnover is BDT 138,671 and average profit

for each FO is BDT 12,334. The exceptional is Uttar Dharar Char ICM Club, Bakshigonj,

Jamalpur, their investment was BDT 338,000 yearly turnover was BDT 1,003,438 and

profit was BDT 101,307. Most of this profit comes from potato bulking. Excluding this FO

average profit of other 23 FO is only BDT 8,813 (highest 28,399 and lowest 280).

Producers and Employment Creation:

In the year-round business activities of 21 FOs a total of 1392 (male-621 & female-771)

producers have benefited through selling their products to the FO. It is observed from the

record that all these 21 FOs employed 96 female and 56 male part-time hired labors for

collecting, weighing, cleaning, sorting, packaging and carrying purposes. Each labor

worked average 7 hours a week and average duration of business was 9 weeks, in this

respect a total of 1197 (756 man days for female) man days employment created.

Linkage with Market and Service Providers:

Linkage development with market and other organization is an important aspect of running

a business for an FO. It was observed that out of 24 assessed FO 16 FO has good relation

with upazila level GoB official, 12 FO with input traders, 11 FO with upazila/district level

arotder/buyer and 8 FO with private sectors service providers.

Part C: Conclusion and Recommendations The FO level MLT training has been completed successfully in all 24 FOs. As a producer

participants gained knowledge on value-addition, proper storing, importance of collective

marketing and importance of linkage with different market actors. All FO started business

on a limited scale making use of own funds and/or startup capital provided from IFMC.

After completions of the training most of the BFP have no activities, few of them are

involved with FO business on profit sharing arrangement. The volume of business and level

of profit is unlikely to provide them with incentive to continue working with the FO

business.


35

Intensive follow up support from IFMC is necessary to increase the volume and diversify

of business carried out by the FO, including involving the BFP’s to ensure their continuing

involvement. In future special attention should be given during selection of BFP to select

those who are committed and thus reduce the rate of dropout.

All FOs fulfill most of the IFMC selection criteria especially for female members, EC

committee, women in EC position and initial capital. Available books and registers, and

regular update of books and registers are found to be poor. To make the organization more

transparent all the records should be update properly and regularly. Proper mentoring and

follow-up is needed from district and upazila team of IFMC.

It is observed that capital is not a problem at all to initiated business by the FO. Most of the

FOs operate micro-credit among their members as income generating activities of FO.

These savings can, and in many cases are being utilized to initiate small businesses. The

FOs generally do not have capacity to engage in larger businesses initially.

Out of 24 FOs volume of business and annual profit of maximum FO are very poor and

unlikely to make sustainable business and give substantial benefited to members. Attention

should therefore be given to increase the volume of business and to further diversify the

business. For continuing year-round business all FO should do the input business along

with the bulking of agri-product.

It is observed from the data provided by the FO that employment is created within the

community due to the agri-business of FO. At present average 49 man days of work

opportunity has been created in each FO which will be increased in future with increasing

volume of business by the FO.


36

Output 3 – National Dialogue - Progress towards objectives

The concept of introducing a National platform for extension advisers in Bangladesh was

achieved through the establishment of Bangladesh Agricultural Extension Network (BAEN)

under the leadership of DAE. With DAE taking the lead other GO, NGO, National and

International extension providing organization have been meeting for discussions and

exchange of experience under the BAEN banner.

With support from IFMC amongst others, BAEN developed and approved its Constitution

and agreed on objectives for the network. According to constitution of BAEN, DG DAE

acts as president of the BAEN executive committee and Director Field Service, DAE is

Chairman of Advisory Committee of BAEN.

As DAE has taken ownership and responsibility for BAEN, in respect of sustainability, the

network is highly likely to continue its activities in the long-run. The objectives and

activities of Output 3 are closely aligned with those of BAEN and are adjusted to maximize

the catalytic effect of IFMC’s input in developing a useful forum for extension actors. In

this way the objectives of Output 3 are well on way to being achieved and the impact is far

ahead of expectations in terms of DAE taking leadership and ensuring the sustainability of

this activity.


37

9. Achievement of Outputs

Output 1 – FFS - Achievement of Outputs

Output 1.1 - Update of curriculum and training materials

The curriculum for IFM FFS as well as training curricula for Training of Trainers and

monitoring officers - farmer facilitators and DAE officers has been updated during the

reporting period. Various training materials to support the IFM FFS are regularly updated

and improved based on experience as part of normal project implementation.

Curriculum for Farmer Facilitators Training-of-Trainers

There have been only minor changes in TOT curriculum during the reporting period.

Curriculum for IFM FFS

The IFM FFS curriculum lies at the core of IFMC activities and the development

and piloting of this curriculum was started during ASPS II. Annual reviews and

adjustments are on-going to make any necessary adjustments. During September

2015 a workshop was held to review and update the curriculum based on lessons

learning.

Curriculum for Farmer Facilitators Season Long Learning (SLL) Refresher

courses:

In the development process of new farmer facilitators, IFMC has followed several

steps; a 26 day FF ToT for the selected facilitators after which the newly trained

facilitators start to implement a single FFS. During implementation of this first FFS

the new FFs are called for further six days training, called season long learning

(SLL). During SLL the new FFs have an opportunity to present and discuss their

feedback on completed sessions and receive further training and information on

weak areas. They also receive an overview of how to go about conducting the

remaining sessions of the FFS for that season. For this purpose a curriculum was

develop in the first year of project implementation which was further improved and

updates during the current year based on feedback from the field and FFS team.

Curriculum for Farmer Facilitators Refresher courses:

FFs attend refresher courses during which they are introduced to new issues

included any update in curriculum and implementation modalities of FFS. For this

purpose a curriculum was develop in the first year of project implementation and

during the reporting period this was updated based on feedback from FFS

implementers.

Curriculum of Special Training for Farmer Facilitators:

According to DPP there is a provision of special training for capacity building of

farmer facilitators. In the reported year one day’s special training curriculum on

vegetative propagation and poultry vaccination was developed based on needs of

FFs.


38

Output 1.2 - Capacity building of Farmer Facilitators and Field Level officers of

Department of Agriculture (DAE) to implement IFM-FFS

Output 1.2 focuses on the capacity building of Farmer Facilitators (FFs) and DAE officers

involved in the implementation and monitoring of IFM FFS activities and is an important

part of establishing and maintaining quality FFS implementation. The output included

initial training of facilitators as well as on-going refresher trainings throughout the period

of the project.

Table 7. Capacity building activities for IFM-FFS implementation under IFMC

Sl Name of

Training/Workshop

Duration

and

batches

Participants (‘15-‘16) Since inception to June

2016

Mal

e

Fem

ale

To

tal

Mal

e

Fem

ale

To

tal

01 ToT for Farmers

Facilitators on IFM FFS

26 days 8

batches

268 138

(34%)

406 776 319

(29%)

1095

02 Season Long Learning

(SLL) for FFs

6 days in

2 spell, 11

batches

298 177

(37%)

475 702 292

(29%)

994

03 a. Refresher Training for

FFs Robi 2015-2016

2 days 665 378

(22%)

1043 1,910 654

(26%)

2564

b. Refresher Training for

FFs Kharif 2015-2016

2 days 938 131

(26%)

1068 2503 610

(20%)

3113

c. Special Training for

FFs

1 days 938 131

(26%)

1068 938 131

(26%)

1068

04 Departmental Trainers

Crash Course on IFM

FFS

5 days, 4

batches

195 4

(2%)

199 902 70

(7%)

972

05 Orientation workshop of

upazila, district and

regional level officers of

DAE and other related

organization

1day, 9

batches

383 15 398

(4%)

1796

74

(4%)

1868

Capacity building of Farmer Facilitators

FF TOT

During IFMC there is provision for the development of 1,000 new farmer

facilitators to implement IFM-FFS. These FFs join 1,250 trained farmers who were

responsible for implementation of FFS under ASPS II, and who all attended an 18

days crash course (in two spells) on integrated farm management. The crash course


39

focused on aspects of IFM which vary from the earlier ICM FFS and introduce the

module approach.

For the development of 1,000 new farmer facilitators selection of FFs has aimed to

increase the number of FFS in areas where there a relatively few FFs (less than 6

per upzilla), and an important criteria in selection has been that the future FFs

should have participated in an IFM FFS, whether ICM or IPM. Great effort has been

made to identify and attract suitable female candidates as FFs. During the reporting

period the component conducted 8 batches of FF-TOT courses for new FFs where

406 (male 268 and female 138) farmers have successfully completed the course and

graduated as Farmer Facilitators. Regional Offices areresponsibile for FF TOTs

under guidance from Headquarters.

Season long Learning (SLL):

As per work-plan 8 batches of SLL course were held giving FF opportunity to give

feedback on completed session and prepare for remaining sessions. A total of 382

FFs (134 female) receive SLL. Rsponsibility for organizing and implementing SLL

was with regional offices.

Refresher course for FF

During the reporting period the component also organized four day (two day during

Robi 2015-2016 and 2 day Kharif 2015-2016) refresher course for all FFs, focusing

on new issues included the update version of curriculum and implementation

modalities of FFS and area of identified weakness. A total of 2111 FFs participated

in the refresher course of which 509 (24%) was female. Regional offices were

responsible for organizing and implementing refresher courses in their respective

regions with support from headquarters.

Special Training for Farmer Facilitators

During the reporting period the component organized day long special training for

FFs, focusing on vegetative propagation and poultry vaccination. A total of 1068

FFs participated in this course of which 131 (12%) was female. Regional offices

were responsible for organizing and implementing refresher courses in their

respective regions with support from headquarters. DD horticulture and Master

Facilitators (Livestock) act as key facilitators in special training.

Capacity building of DAE officers

Crash course for DAE officer

Upazila level officers of DAE have the role of providing backstopping support to

the IFMC FFs. To be able to carry out this task effectively field level officers require

training of IFM FFS which includes a number of new modules. A total of 199 field

level officers (SAPPO, SAAO) of DAE were given 5 days intensive course on


40

monitoring and backstopping of IFM-FFS so that they can provide backstopping

support to the FFs implementing FFS in their Upazila and also monitor the FFSs.

Crash courses for DTS were organized by IFMC headquarters with support from

regions.

Orientation workshop of Upazila, district and regional level officers of DAE

and other related organization

To ensure the quality of FFS, the Upazila Agriculture Officers (UAO), Livestock

Officers (ULO), Fisheries Officers (UFO) and district level DAE Officers will

monitor the FFS periodically. For this purpose 398 officers from 334 Upazilas, 60

districts and 4 region were given a one day orientation in batches on IFMC and

IFM-FFS. These workshops are organized by regional offices for the DAE officers

within their regions.

Study tours of Farmer, IFMC staff and relevant GOB officers

A total of 12 participants took part in international study tours under IFMC during

the reporting period. Of this group four were FFs (two male and two female), and 8

were GoB officers including four IFMC. The participants were divided into two

groups one group visited Malaysia and other group in India. The main activities

during the tours were visits to Farmer Field Schools and related activities, small

scale farmer cooperatives, collective marketing, vegetable processing, value

addition and marketing chain/channels.

The participants, especially Farmer Facilitators learnt about small scale processing,

value addition, market chain/channels (producer to farmer cooperatives/collection

point to super shop, supermarket, hotels, local markets etc.) After returning from

the study tour FFs are very much encouraged to practice their learning at their own

locality or farmer organization according to their capacity.

Support for Physical Renovation of the Training Centers

The vast majority of training courses under Output 1 have been implemented at the

DAE Horticulture Training Centers, as planned. The six centers are Kallyanpur,

Chapai Nawabganj; Burirhat, Rangpur; Jamalpur; Daulatpur, Khulna; Rahmatpur,

Barisal and Panchgasiya, Feni, each one falling under one of the six IFMC regional

offices. The component has a provision to upgrade the necessary training facilities

for the training of 50 male and female farmers and facilitators, including their

accommodation. The primary renovations to ensure all regions have capacity to

training at least 50 trainees at one time, including two training rooms, dining

facilities and suitable facilities for female and male trainees have been successfully

carried out. The number of female trainees is expected to grow gradually throughout

the life of the project and any arising issues in terms of facilities will be met.


41

Horticulture Centre Major renovation work carried out

Rangpur Constructing a new bathroom in the 1st floor for female participants and

Supply of a Generator.

ChapaiNawabganj Water tank 2000L,Water tank fitting including pipe and Repairing of damp

wall in dormitory -2.

Jamalpur 9 sets of Reading Table chair(Wooden), Supply of 30 sets of quilt with cover

Barisal Renovation of kitchen and facilitator room

Feni Building repairing and maintenance, supply of Khat, bedding, table for

training room, Supply of Water pump(1 HP) and other accessories and

Supply of a Generator and other accessories, Supply of 24 sets of quilt with

cover

Khulna Roof top screeding, Renovation of facilitator bath room(civil ,sanitary and electrical work),Plastering-taking off and making new plaster, Painting and weather coating

Output 1.3 - Implementation of FFS

Workshops to review and plan for IFM FFS

Seasonal review and planning workshops for DTs have been conducted at regional,

twice during the reporting period, as planned. These workshops ensure coordination

and link bottom up plans with targets set in the DPP for the achievement of IFMC

targets within the planned time. Review and planning workshops also provide an

opportunity to review the performance of IFM FFS across the regions and upazillas

including the performance of individual FF’s. These are an opportunity to address

issues arising, to clarify issues and for two way communication between field level

implementers and component managers. Discussion includes challenges faced and

constraints, including issues concerning the IFM FFS curriculum and problem

encountered for running the FFS. FFS plans along with issues raised for resolution

are then channeled back to the IFMC management. Feedback from these workshops

is then reviewed by the core team who make any necessary adjustments. A total of

373 SAPPO/SAAO participated in the R&P workshop twice in the reported year.

IFM FFS implementation

IFMC established 4,400 FFS in two seasons (Robi and Kharif-2) during the

reporting period. FFS were implemented in 373 upazilas of 61 districts under 6

IFMC regions where 220,000 farmers (54% female) participate in IFM FFS.

Each pair of farmer facilitators were allocated 2 FFS per season of which one

included rice module and other one was without rice and targeted former ICM or

IPM groups (who have previously been trained on rice production through FFS) or

land-less farmers (who do not have access to land for rice production). For many of

the facilitators this was the first experience of working with land-less farmers.

At the conclusion of each FFS a field day is organized and neighboring communities

are invited to attend. FFS participants prepare a number of demonstration booths

and explain what they have learned during the FFS. This is an opportunity to


42

reinforce and share learning. A total of 3,968 field days were held during the

reporting period. In these farmers field days approximately 634,880 participated

where around 436,480 non-project farmers receive an overview of IFM

technologies in the reporting year. The estimate is based on an assumption of 160

attending each field day, however the number is often higher.

Table 8. Number of FFS and farmers coverage by IFMC region

Region Nos. of

District

Nos. of

Upazila

Nos. of

FFS

Members

Male Female Total Female %

Barisal 11 66 850 20,014 22,486 42,500 53

Comilla 12 68 712 15,340 20,260 35,600 57

Jessor 10 51 532 11,963 14,637 26,600 55

Mymensingh 12 65 785 17,778 21,472 39,250 55

Rahsahi 8 66 824 19,324 21,876 41,200 53

Rangpur 8 57 697 16,896 17,954 34,850 52

All 61 373 4400 101,315 118,685 220,000 54

Coordination meetings at district and upazilas levels

Successful implementation of FFS as well as FOs needs strong coordination

between the IFMC staff and district and upazila level officers of DAE and other

related organizations. To facilitate this coordination IFMC has been provide support

to organize 2 coordination meetings per FFS season at the upazila and at the district

levels to discuss relevant issues on FFS and FO development. To the extent possible

regional and district level staff of IFMC has participated in these meetings along

with participants from DAE and other related organizations. FFS facilitators also

participate in upaliza level coordination meeting. In the reporting year total of 1734

including upzilla and district coordination meetings were conducted. The initial

plan was for monthly meetings to be held, however this has found to be impractical

and unnecessary, with 2 meetings per season being sufficient to ensure good

coordination.

Monitoring and Backstopping of IFM FFS

This activity involves independent monitoring by local Upazila level GOB officers

to ensure the technical integrity of the IFM FFS. There is a provision of 11

monitoring and backstopping visits by upzilla IFM team including UAO, ULO,

UFO, AEO, SAPPO per FFS and 2 monitoring by DAE district office per upzilla in

a season. Besides this IFMC regional office FFS team also monitor the IFM FFS in

their respective region.

During the monitoring of FFSs, the monitor provides on the spot mentoring and

advise to the FFs as well as communicating their monitoring data and observations

to the regional office. The regional team of IFMC review all the data provided by

the Monitoring Officers and take initiative to discuss at the district and Upazila level

coordination meetings for the issues to be resolved locally and forward issues to

IFMC management which require involvement of the core team. In the reporting

year an estimate of 15,872 monitoring and backstopping visits were conducted.


43

Motivational tours

IFMC has provision for one motivational tour per Upazila per FFS season. The tours

are organized to learning

areas within the district.

Thirty farmer participants

are selected from

amongst the implemented

IFM FFS for each season.

From the motivational

tour FFS farmer are

exposed to new ideas as

well as confirming their

learning during the FFS. During this reporting period 746 motivational tours were

implemented in all ongoing project Upazilas.

Information services to FFS facilitators and participants through mass media

& ICT

The component has a provision to support information provision to Farmer

Facilitators and the participants in FFS through ICT and mass media initiatives.

Information provision should be in support of FFS learning, general training and

capacity development. For these purpose 89,520 copies of Krishikotha was

distributed to IFM FFS facilitators and farmers, as well as member of the IFM team

in UAO office during the reporting period. In the reported year FFS team of IFMC

also develop and printed IFM component banner and six type of festoon on

different farm component technologies. This banner will be used in different FFS

sessions and field days. Total 534 no of IFM component banner and 4518 no of

festoon (753 for each of 6 farm component) are printed.

Foreign Study Tour

In addition to orientation and training at the local level, there will also have

provision in IFMC on capacity development initiatives for IFMC staff and the

relevant GOB officers directly related to implementation of IFMC activities through

study tours and short courses within Bangladesh and in relevant countries of the

region (Vietnam, Cambodia, LAO PDR, Sri Lanka, Thailand, Malaysia, Indonesia,

Philippines, Nepal, India). This support also extended for the farmers, farmer

facilitators and higher level officers of the related organizations directly related to

IFMC. The objective of these study tours is to contribute to new learning as well as

new initiatives and improvements in IFM FFS curricula and implementation and

should have a specific learning objective.

During the reporting period foreign study tour has been conducted for 12

participants (in two teams, 6 in each team) during May 22-26, 2016. One team

visited Indonesia and other one visited India. Among the participants 2 from MoA


44

(1 Joint Secretary, 1 Deputy Secretary), 1 from ERD, 1 from Planning Commission,

4 from DAE and 4 Farmers Facilitators.

After completion of study tour teams submitted report to IFMC Management

mentioning the learning’s from these tour which are stated below;

Agriculture in Indonesia and India and the Challenges.

Emerging the Dynamic Markets and How to Create the Value.

Integrated Pest Management and Efforts.

Traditional markets.

Agricultural product distribution system (Marketing and value addition).

Agricultural product value chain.

How the Farmer Organization works in the farmer community.

Co-Operative system.

Farming System.

Small scale seedling production.

Vegetable cultivation and production as high value crops.

How governmental land cultivated by the farmer.

How the small scale farmers marketing their production through Packing House

for supplying fresh produce to hotels and supermarkets.

How they uses their natural resources (water) through Farmer Organization.


45

Output 2 – FO - Achievement of Outputs

Output 2.1 - Curricula Development

The target of developing three curricula was reached last year, actually four were

developed. However, as output 2 is experimental by nature and the team constantly

assesses the field situation, it was decided to introduce a new type of training by the end

of this project year. This training is of FO leaders and supplements the training of the

BFPs. A curriculum for this training was developed, and the full list of curricula now

counts:

1. Curriculum for a 10-day residential BFP Market Linkage Training (MLT), which is

also used to train IFMC staff (IDOs, CDOs and ACDOs) alongside BFPs. A detailed

training schedule has been developed in both English and Bangla. The curriculum

was still in draft form last year but is now complete. A full facilitator’s guidebook

remains to be developed.

2. Curriculum for a 3-day residential FO leaders Training on ‘Vision Development

and Good Governance’ has been developed. This includes detailed training

schedules in both English and Bangla and a draft facilitator’s guidebook.

3. A draft FO-level handbook for BFPs in English and Bangla has been developed to

facilitate eight FO MLT sessions. The handbook comes together with a workshop

guideline for DAE officials, a MoU for FO and DAE to sign and other technical

papers.

4. A draft MLT curriculum for DAE officials, which contains similar topics to the

BFPs curriculum, but is adapted to the level of education and skills of officials and

the role they are envisioned to play in implementation. Two different schedules are

used for two and three days of residential training respectively. It remains to

develop a full facilitator’s manual.

5. An ‘IFMC Field Worker Tool Box’ with all the guidelines and forms used in the

field.

Practical, hands-on, experimental and participatory teaching methodology has been

mainstreamed in all trainings courses and this greatly contributes to empowering the

beneficiaries. The teaching methodology is described in depth in the Annual report for

2014-2015. The subjects of gender, good governance and transparency have also been

mainstreamed into the curricula.

Output 2.2 - Building Capacity of DAE officials

Training of staff from DAE and other related organizations

In this project year training of DAE officials has been rolled out alongside FO

activities. A big number of Upazila level officers such as UAOs, AEOs and


46

SAPPOs have been trained as well as union level Tag-SAAOs. The project

conducted one training course for DDs and one for DAE HQ. The HQ level training

course helped secure buy-in of the FO strategy from DAE Directors

It has been difficulties to ensure full batches of 50 participants during the training

of DAE officers. This is caused by transfers, promotions and foundation training of

officers. On average training course for DAE officers had 39 participants. Twenty-

three batches have been conducted with a total attendance of 901 officers.

??????

There is a discrepancy of physical target in the log frame and the budget. The

logframe has a target of 3,500 DAE officers to be trained, while as the budget has

1,500 officers, i.e. 30 batches of each 50 officers. The logframe target will therefore

be revised in the revision of the DPP.

Table-9: DAE Officials trained

Title 2015-16 2013-16

Cumulative

SAAO 348 423

SAPPO 247 263

UAO 184 203

AEO 46 49

DTO/ADD 61 73

HQ 15 15

Total 901* 1026*

* Female attendance is 5%

At the beginning of the year IFMC experimented with training of Metro-SAAO to

facilitate urban market linkages. Results in terms of linkages were not visible and

therefore Metro-SAAOs’ participation was omitted. A role for them might be

considered in future.

This year a 10-day ToT for AEOs was conducted aiming to expand the pool of

facilitators for training BFPs and FO Leaders. It proved difficult to gather a suitable

batch of AEOs. During the first half of 2016 DAE was characterized by promotions,

transfers and foundation training (conducted by DAE for AEOs). Therefore, many

AEO positions were vacant and from the filled positions only few AEOs could make

themselves available. Despite the challenges, a ToT for 35 officials (5-6 from each

region) was conducted in February at the Horticulture Center in Natore, Rajshahi.

Afterwards, unfortunately, it has proven difficult to get the AEOs released for the

training courses and the regions have only in 5 cases used trained AEOs as

facilitators. Three of these cases were in Rajshahi where the regional IFMC team

has made great efforts. Mymensingh has used one AEO, who is now promoted to


47

UAO and therefore inaccessible as future facilitator. Comilla region has used one

during half a training course. Concerning AEOs’ suitability to act as facilitators it

should be mentioned while they are generally academically sound, they are for the

most part young and inexperienced. In their academic life they have little experience

of practical and participatory learning methods and have not had time to understand

how to build relationships with farmers. This can have serious implications for the

quality of learning outcomes.

The IFMC team has many times brainstormed if other types of DAE officers could

be trained and used as facilitators in the residential training courses on marketing,

but SAPPOs who are the most experienced are bound to their Upazila and cannot

be called to other venues for trainings. SAAOs are also bound to their

union/Upazila, and many are young and little experienced. Other officers at Upazila

level are overloaded with work and unavailable. Therefore, no other officers can

really be considered.

Output 2.3 - Building capacity of FOs

The first four months of the year IFMC ran a pilot with 23 FOs from 23 different Upazilas.

In this pilot the new training modules for residential MLT and FO level sessions were tested

and adjusted along with the field tools. Up to November all residential training courses for

BFPs and DAE officials were convened and conducted by IFMC HQ staff, but from

November the training was decentralized and the regions started conducting the courses.

From this time activities were scaled up six-fold.

FOs established with Executive Committees

The number of FOs established rose dramatically during the year and by year end

the project was working with 278 FOs in 256 Upazilas. Most FOs were selected

among existing IPM and ICM groups and from these BFPS were selected and

trained

The IFMC project has a long assessment procedure for selection of FOs. Existing

FOs should be FFS groups from earlier DAE projects. They must have executive

committee, bank account and savings/capital of around 50,000 Tk. They must be

willing and interested in collective marketing, have surplus production or several

potential cash crops. They should preferable not be supported by other projects,

especially not by other marketing projects. Assessments are conducted by the IFMC

field staff, CDOs and ACDOs, with support and participation of DAE officers such

as UAO, SAPPO and/or SAAO.

In spite of these guidelines there have been serious problems in identifying suitable

groups. Selected groups are often well-known to DAE and in many cases have

received support from other projects, particularly IT equipment from AIS of DAE.

Capacity of most groups is low with serious book keeping gaps, lack of


48

transparency or having been through a leadership crisis. Some are led by a village

strong man, or dominated by few individuals.

It is hard to know if these are really the best groups or if their prior relationship

leads to selection. The project will continue to analyzing this situation and working

to identify more suitable groups in close cooperation with DAE. In general DAE

officials have a strong say in the selection process, so ensuring that they understand

the importance of the selection criteria is essential.

Table-10: FOs established

Year # of

Upz

# of FOs Remarks

2013-14 11 11 11 x Farmer Business School Pilot (FBS) FOs

2014-15 11 33 22 x FBS-FOs from same 11 pilot Upz + 11 MLT-

FOs from new Upazilas

2015-16 234 234 234 MLT-FOs from new Upazilas. 162 of them

completed FO-level sessions. The remaining 72 had

BFPs trained only and were still waiting to start FO-

level activities

Total 256 278

Most FOs are selected from former FFS and were formed to receive services from

DAE. This is naturally reflected in the leadership, vision and activities of the

groups. Few go beyond collecting monthly fees, running a loan scheme and maybe

conducting some kind of social activities. They are not set up for the purpose of

marketing and marketing may not be a key priority. In addition, the FO members

produce a variety of crops, so it requires considerable effort to increase the bulking

volumes for individual commodities.

By the end of this project phase it is important to evaluate the FFS groups’

effectiveness in terms of establishing and sustaining collective marketing activities.

Other organizations/projects, e.g. iDE, have experience with marketing activities

with groups that their field staff has mobilized around specific potential crop

(PROCHAR/USAID), but also with existing IPM groups (PROFS/Dutch DC). It

would be useful to continue sharing experience with them. If a later phase of the

project decides to mobilize new producer groups instead of working with FFS

groups it should also be thought through which DAE Officers would do so and how

to ensure quality and avoid the above described biases.

FO Leaders and Focal Persons trained

Initial indications are that the 10-day residential training of BFPs has been

successful in making most FOs start some form of collective marketing activities.

The BFPs are prepared for their exact tasks and the different steps in collective

marketing during the training, i.e. how to conduct dissemination meeting, how to

mobilize producers and establish producer groups, how to establish collection


49

points, how to run the collection points, how to keep the accounts, how to make a

business plan, etc. They agree on deadlines on each step and this seems to be

successful. It is not uncommon to see that the groups have started collective

marketing even before the FO-level sessions have started, purely based on

enthusiasm generated by the newly trained BFPs.

The gender mainstreaming and gender equity also seem to be successful.

Participants are selected in quota, i.e. two men and two women from each FO.

During the 10-day training the women change from being shy and quiet at the

beginning to become actively participating in everything from plenum discussions,

presentations and group work by end of the training. How women are encouraged

and supported during the training courses is described under ‘Activity Description’.

It has taken a time to get BFP selection right, a BFP should neither be too young

nor too old, should be an energetic, literate person, with experience and authority

enough to make FO members listen. Students should be avoided due to time

constraints, however in some female student have been allowed to ensure sufficient

female participation. It was decided to train two male and two female BFPs from

each FO to ensure quality and female participation, and guard in case of drop-out.

In fact relatively few BFPs have dropped out.

During the year a short training of the FO leaders, i.e. chairman, secretary and

cashier was introduced. A 3-day training curriculum on FO vision development,

book keeping and good governance was created. This training is conducted some

months after collective marketing has started at a time when many FOs struggle to

get the expanded bookkeeping right. FOs have identified their knowledge gap and

the training becomes practical instead of theoretical. IFMCs regional accountants

will act as facilitators for some sessions and give mentoring on bookkeeping. Of

participants 67 % are men and 33% are women. The training targets these three

afore mentioned leadership positions and FOs are told to send at least one woman.

Bookkeeping and financial management is evidently a serious challenge, a risk to

the concept of collective marketing and a barrier to scaling up. Therefore, book

keeping skills will be further emphasized in the coming year.

Table-11: FO Leaders and Focal Persons trained

Year # of

FOs

# of

BFPs

trained

# of

BFP

batches

# of

leaders

trained

# of

leader

batches

Remarks

2013-14 11 22 1 In the FBS the trained persons

were called Farmer Business

Facilitators (FBS)

2014-15 33 44 1 22 FBS-FOs did not have any

FBFs trained because of general

strike (hartal)

2015-16 234 936 20 315 6 162 completed FO-level sessions & 72 had BFPs trained


50

Year # of

FOs

# of

BFPs

trained

# of

BFP

batches

# of

leaders

trained

# of

leader

batches

Remarks

Total 278 1002 22 315 6

Female (%) 50 33 As per quota

Participants/

batch (avg)

47 53 Target is 50 per batch

FO Members trained

An estimated 6122 farmers have participated in the eight sessions at FO level. Half

of these were women as per quota.

Item # FBS FO # of MLT FO Remarks

# of FOs in 2013-14 11

# of FOs in 2014-15 22 11

# of FOs in 2015-16 234

# of FOs not yet conducted sessions -72

FO Total 33 173

Av # of members trained per FO 23 31

# of trained members in total 759 5363 Av # x # of FOs

Grand total 6122 50% women

FOs with agri-business plans

All 33 FOs that have completed FBS or FO-level MLT have a business plans, i.e.

100% against a target of 90%. At this point 206 FOs have completed their FO-level

session and their business plan. The size of the investment in the plans is not often

reflected when collective marketing actually starts, and the team is now working to

make better guidelines for commitments, business planning and actual investment.

To mobilize initial investment, the field team encourages saving of snack money

from the session budget. This budget is 125 Tk per participant per session and totals

35,000 Tk for an FO. This amount is transferred to the FO account and earmarked

for collective marketing according to their business plan. The FO is also required

to mobilizes 35,000 Tk in joint investment fund. Thus the initial fund available is

70,000 Tk and the FOs has a sense of ownership over the fund. The joint investment

strategy will be initiated from July 2016.

FOs maintaining relationships with MFIs

Based on experience IFMC works encourage own savings rather than linkage to

MFIs. There has been some success but savings efforts need to be scaled-up. Many

FOs start collective marketing with as little as 5,000 to 20,000 Tk and do not show

capacity or interest in scaling up. There are however cases where investment is far

higher and where there are significant funds in FO savings


51

FOs successfully linked to market opportunities

According to the field reports almost all FOs establish new links to market actors

and in many cases they manage to obtain slightly higher prices either through

linkage to a trader at a higher level of the value chain, by introducing price per kg

instead of price per mond, or simply by bulking, sorting and grading the produce.

The target for this indicator is 80% of FOs linked to marketing opportunities and

this seems to be fulfilled. The next challenge is to sustain it and scale it up to a level

where it becomes sustainable and significant.

Typically, the FOs start bulking two to three crops/commodities. Some FOs bulk

only one type of produce, and the more progressive bulk four or five types. In many

FOs the women bulk eggs which highly increase women participation, number of

active female BFPs and the so called ‘gendered spaces’. Investment in egg bulking

is typically very low, and so are profits, but for the involved women this might be

their only opportunity for generating income and get involved in marketing.

Therefore, IFMC emphasizes egg bulking in spite of its lack of scale.

The estimated average number of producers bulking a commodity in an FO is 15-

20. If the FO bulks several commodities there are typically some overlap of

producers, which makes it difficult to track exact numbers. However, it is evident

that the number of producers has to be scaled up to reach profitable volumes for the

involved BFPs and for the FO. As mentioned poor book keeping skills and

organizational capacity in general is a barrier for scaling up.

Despite challenges, benefits for the producers, are clear from the beginning. See

below two examples of beneficiary accounts from an FO that just had completed

FO level sessions, had established a garlic collection point, and had bulked garlic

7-8 times.


52


53

Output 3 – National Dialogue – Achievement of Objectives

3.1 - Meetings to identify potential stakeholders to establish national dialogue forum

A working committee meeting of National Platform for Extension Actors was held during

mid of July 16 and decided to work with Bangladesh Extension Networks (BE-net). A

subcommittee was formed and tasked with developing terms of reference for the combined

organizations (NPEA and BE-net). The subcommittee developed a draftToR which was

discussed and finalized at a joint meeting in September. The meeting consisted of the NPEA

and BE-net working committee representatives, who decided to develop a new name for a

join organization. A 7 member sub-committee was tasked with making e a draft bylaw for

the newly proposed organization. The Draft bylaw preparation subcommittee proposed not

only a bylaw but also the name ‘Bangladesh Agricultural Extension Network’ (BAEN).

The first joint meeting of NPEA-BEnet was held during the last week of November and the

draft bylaw of BAEN was presented and discussed. Feedback from different partners was

incorporated into the bylaws.

3.2 Create national platform for extension actors for coordination and exchange of

lessons

The second Joint meeting of NPEA-BEnet was held during mid-December/15 and

approved the BAEN bylaws. They also formed the first executive committee of BAEN and

discuss a work-plan for 2016.On 28.12.15 the first executive committee meeting of BAEN

was held. The meeting made a number of important decisions including the formation of a

subcommittee for the collection, presentation and field visit of extension approaches.

BAEN organize a second executive committee meeting duringJanuary/16 and decide to

prepare website, logo and letterhead. It was also agreed toseek registration through the joint

stock company and to open a bank account.

Joint activities including visits to field implementation and presentations on

extension approaches

On September 2015 IFMC supported DG DAE in organizing an extension

organizations sector leader’s workshop. This workshop recommended the

establishment of a national platform for extension service provider in Bangladesh.

An important role of BAEN is to identify good extension approaches in the country.

To address this need, BAEN invited 32 department/ NGOS/ private /research

organization to submit what they considered to be their good extension approaches

to BAEN. Eight organisations (IFMC, SCDP, BRAC, WVB, iDE, KATALIST,

BIID, and Practical Action Bangladesh) submitted papers to BAEN. In May 2016

BAEN organized a daylong presentation workshop on “Agriculture Extension

Approaches and Experience Sharing” at the IFMC conference room, with IFMC

financial support.Representatives of those who had submitted papers were present

to present their good practices in extension. After the presentation a field visit was

organize to activities in Khulna and Rangpur regions, covering eight organizations’

field activity during 16-18 June and 23-25 June respectively, again with the

financial assistance of IFMC.


54

3.3 Joint field visit and Organize national seminar with AFSP of CHTDF, UNDP

According to IFMC work plans 2015-16 joint field visits should be organized twice per

year. During January 2016, IFMC team visited AFSP II project activities in Khagrachari

and Rangamati. To continue this sharing of experiences, AFSP visited IFMC project

activities in Comilla region during 31May 2016. At the same time IFMC and AFSP visited

Katalyst activities at Feni on 1st June 2016.

During last January 2016, IFMC organized a National Seminar at Rangamati with AFSP II.

After the field visit of IFMC and Katalyst activities by AFSP team IFMC organized a

National seminar with AFSPII of UNDP and Katalyst of ABDC on 02.06.16 at BARD,

Comilla. This Seminar provided an opportunity for lesson learning, sharing, FFS quality

enhancement and market linkage activities to each other components.


55

10. Strategic Issues

The following section contains information and discussion on issues which have emerged

as important or strategic during the reporting period and where new initiatives have been

taken.

Good Governance and Rights

IFMC works with farmer organizations to build their sustainability and link them to market

opportunities. A crucial element of this work centers on the governance of these

organizations and the ordinary members’ right to demand transparency and accountability

within their organizations.

The need for good governance and transparency emerges at a very practical level; to

succeed in collective marketing the farmers need to trust each other in money matters. To

build trust, decision-making and book keeping need to be transparent, and the executive

committee and Business Focal Persons must act according to their mandate, and not

monopolize power, collude or abuse the trust of the members.

To keep a satisfactory level of good governance and transparency in the organizations the

ordinary members are empowered to understand their rights, i.e. their right to hold their

leaders accountable.

Photo: Role play at residential training. A female member raises the question of why the last loans from the organization’s savings were not distributed to women as previously agreed. Male leaders are laid-back and try to avoid answering. The executive committee (sitting) consists of males exclusively. Attentive training participants watch, laugh and record on their mobile phones.

Selection of farmer organizations When IFMC selects farmer organizations to work with, before starting any collaboration,

the organizations are assessed on several governance parameters such as updated accounts

and loan registers, regular meetings with minutes and women in the executive committees.

IFMC officers selecting the organizations also look at more subtle indicators of potential

governance problems such as: members coming from different social segments, selection


56

of politically powerful leaders, or groups having received grants from donors in the past.

Based on past experience these characteristics, if not addressed, can lead to leadership and

trust issues, leading to problems within the group and impeding the achievement of

progress.

Empowering Business Focal Persons

The Business Focal Persons attend a 10-day residential training on collective marketing,

business planning and market analysis. One of these 10 days is allocated solely to the topic

of governance and rights where participants, learn in a participatory way, about good

governance in a farmer organization, including roles and responsibilities of leaders, women

in leadership positions, election instead of selection of executive committees, transparency

as a key element of good governance, and keeping leaders accountable if they abuse their

mandate. Participants also learn that ordinary members have not only the right but also the

duty to demand transparency and to challenge bad leadership.

The key points are presented through a series of well-elaborated role plays, which always

cause a high level of attention, laughter and surprising interpretations by the selected actors.

The role plays lead to discussions on what is to be expected of the leaders, who gave them

their mandate in first place, and ways in which members can confront mismanagement in

non-conflicting ways that lead to solutions rather than ‘negotiation break-downs’. The role

plays give examples of how members can involve extension workers to keep a neutral and

respectful tone in discussions and make the meeting and decisions more formal.

On the topic of record keeping BFPs learn about registers and accounts at FO-level and at

collection point. They learn what kind of books and registers an FO requires for its basic

operations, such as registers for members, savings, resolutions, loans, stock and bank

account. They also learn to enter records in collection point registers, where producer,

volume, and price are registered. During the training session they practice filling these

books and they learn to fill them properly and regularly. Not least, they learn that the

records are not confidential and access confined to cashier and chairman, or chairman only,

but rather that all members have the right to access information in the books.

Photo: Farmer Organization in Bhaluka, Mymensingh. Register and account books are put on the table and information shared on the wall.


57

Dissemination at level of the Farmer Organization

When the newly trained Business Focal Persons return to their organizations they conduct

a dissemination meeting with the leaders and the members. Sometimes these meetings lead

to spontaneous changes in the composition of the executive committee as some

organizations at this stage decide to introduce women in leadership positions. The newly

trained members also prepare flip charts with information about the training and hang it in

their meeting place or club house. When sessions start at village level, again one session

out of eight, is allocated to good governance and rights. The role plays are repeated with

new actors in the ‘staring roles’ and with new surprises and animation.

Good governance and rights in a wider perspective The farmer organization is the grassroots of rights and good governance. The skills

participants learn to use in their organizations are transferable to society’s other

organizations. When farmers learn to think differently about their rights they can use the

skills in other contexts. Thus, by creating a transparent organization and by demanding their

rights they have taken the first little step to challenge embedded power balances in society.

Special training for Capacity Development of Farmer Facilitators

FFs are trained farmers who facilitate IFMC FFS. They also have a role as resource persons

and role-models in their communities. This role continues after FFS sessions are complete

and even after the end of IFMC. Many FFs become service providers of various sorts,

offering advice and simple technical services to their communities while building on the

training and experience gained working with IFMC.

To encourage FFs in the role as resource persons and service providers in their communities

IFMC offer them occasional

‘special training’, to build not

only their capacity, but also their

opportunities to find profitable

ways to offer much needed

services to the farmers of their

community.

During the reporting a Special

training was held for the half of

the FFs and the remainder of the

group will be trained in the

coming year. The training was

on nursery management and

propagation techniques as well

as on vaccination and

deworming of livestock and

poultry. The day long training


58

was organize with eight sessions including practice and planning sessions with support of

experienced horticulturists at the Horticulture Training Centers and Livestock facilitators.

The intension of the training is to develop confidence among the FFs to become a local

service provider of these two useful areas, both of which can be easily practiced in their

own homestead. During training it was observe that FFs were highly motivated to absorb

and make use of the technologies covered in this training. They were given guidance and

group facilitators who ensured that every participant practiced every activity. At the end of

the training all FFs were asked to make future action plans for making use of the new

knowledge. This was seen as a way to encourage participants to think about how to make

use of and generate income from the technologies learned.

In the nursery management session facilitators gave a brief introduction on propagation

techniques of different plant giving emphasis on propagation by seed. After this participants

engaged in practice on seedling

raising techniques and methods.

In vegetative propagation

techniques, after introduction

practice sessions were carried out

on cutting of citrus, layering in

guava, grafting-veneer and cleft

grafting in mango, budding-ring

and patch budding in jujube.

In afternoon sessions an

introduction on vaccination and

de-worming was given for

poultry, small ruminant and large

ruminants informing participants

about schedule, dose and

precaution to be taken during

vaccination and de worming. This was followed by a practice session of vaccinating poultry

using distilled water in injection and dropper. The highly participatory sessions were much

enjoyed by participants. Regional teams will monitor the extent to which FFS make use of

their new knowledge and skills in their FFS and local community.


59

11. Risk Analysis and Mitigation

New Risks and their Mitigation

During the reporting period two unexpected risks developed which have had some impact

on IFMC implementation. The first is the relative weakness of the Danish kroner against

the Bangladeshi Taka and the second is a perceived deterioration in the security situation

in Bangladesh. Both issues are discussed below.

Exchange rate fluctuation

IFMC component document and DPP were developed at a time when the exchange

rate was 14 BDT to 1 DKK. This rate soon dropped and has been under 10:1 for a

short period, but around 11:1 for most of the life of the project. This has serious

implications for the overall budget of the program. As project implementation is

carried out following DPP budgets and working in BDT the reduction in the overall

BDT amount means substantial readjustment and reduction in the activity level for

the project. Overall targets will be reduced.

This challenge will be addressed during the DPP revision, which is on-going at the

end of the current reporting period.

Security Situation

The security situation in Bangladesh has to some extent deteriorated during the

reporting period due to attacks on bloggers, journalists and foreigners. The day after

the end of the reporting period a serious attack took place which put new focus on

security. Within IFMC the security situation is not seen as a serious risk to

implementation. However there are new restrictions and requirements for travel by

expatriate staff and visitors. Long-term impact will depend on how the current

situation is dealt with by the relevant authorities and by the Government of

Bangladesh.

Working with GOB and with good support from local authorities IFMC is able to

continue work relatively undisturbed in the new security environment.

Risk Assessment and Mitigation according to Component description and DPP

Based on the risk analysis in the IFMC component document and DPP an update of the

major predicted risks are discussed below:

Slow and inflexible implementation

The initial delay in start-up of IFMC activities was not unexpected and for most

major activities and budget lines there has been some catch-up, and few serious

delays. With a six-months to one year extension IFMC is likely to achieve

component targets as planned, in terms of outputs. Indications on outcomes are

preliminary but positive. There have been delays in finalizing and agreeing on


60

details of the implementation strategy of Output 2 which are still not fully addressed

and which continue to cause delays in full roll-out of this Output.

The risk which has emerged under FFS implementation (Output 1) has related more

to ensuring quality of interventions in so large a program. A quality control strategy

was developed in the previous year and is being implemented. The mid-term

evaluation will give a thorough assessment of the success of this strategy.

For Output 2 there have been some delays as a result of developing and agreeing on

a new strategy. These delays give cause for thought in terms of the appropriateness

of developing and implementing strategies on marketing within a large public sector

institution. It is too early to say if the challenges can be overcome as there are both

positive and negative indications.

Lack of clear sector policy for integration of extension services will inhibit

objectives

This risk appears to be declining and the expectation that successful integration of

various farm activities (including field crops, household production, livestock and

fisheries) by IFMC would lead to a positive trend in terms of integration more

widely seems already to be on the way to being met. At Upazila level departments

are working well together, UAOs are taking the lead in a positive way and IFMC is

not meeting any resistance due to inflexibility in terms of traditional roles and

mandates. The level of interdepartmental cooperation at Upazila level is somewhat

variable, but is improving and is the focus of efforts by IFMC.

Gender social conditions will not allow for full participation of female

members in FFS, training and FO activities

In general there is good progress and IFMC is able to benefit from enormous shifts

in gender perceptions that are taking place throughout Bangladeshi society during

these years, however the threat to progress remains. Gender perceptions are a

societal battlefield in Bangladesh in these years and there are enormously positive

shifts as well as terrifyingly negative ones. IFMC plays an important role in

supporting the positive side of the argument, demonstrating women’s invaluable

contribution to nutrition, agricultural growth, economic development, and

employment creation.

Market opportunities will not exist for farmers producing high value crops and

other high value agricultural commodities.

It is too early to assess these risks; however there are indications that access to

markets may be a concern in some areas and for some commodities due to the

control systems operating in many market places. These will be addressed on a case

to case basis and cannot be addressed in a general way. A greater challenge may be

the capacity of supported FOs to scale-up production to a level where collective

marketing becomes really profitable; these efforts are on-going.


61

There is no change in the assessment of risks in terms of coordination mechanisms

and fiduciary risk and sufficient mitigation measures are in place.

12. Budget and Expenditure

When drawing up annual work-plans IFMC follows the budget of the DPP of the GOB

which is developed based on the component description but which has some differences.

Allocations from GOB and the budget monitoring process is based on the Annual

Development Program (ADP) and the Project Director is held accountable to the latest ADP

budget.

According to the Component document the third year (2015-2016) budget was 51 million

DKK from DPA (including contingency allocation of about 2.7 million) and 16 million

DKK from GOB, total 67 million DKK.

Based on DDP allocation initially 985.5 million BDT (78.84 million DKK) were budget

for 2015-2016. Due to readjustment of some activities the ADP budget amount was revised

to 755.5 million BDT (60.44 million DKK). At June 30, 2016 actual expenditure was 735.8

million BDT (58.87 million DKK) of which DPA is 87.15 million DKK and GoB 19.41

million DKK which are 97% of the revised ADB budget for 2015-2016.

Output wise financial target and achievement of 2015-2016 period is shown below (Details

in Annex 3);

Table-12: Financial target and achievement as of June 30, 2016 as per ADP

allocation (Figure in Lac Taka)

Description

2015-2016 Total Project

Target Achievement % DPP

Target

Cumulative

as of June

30, 2016

%

Output-1 5,257.50 5,298.37 100.78 26,474.30 9,432.24 35.63

Output-2 367.13 334.67 91.16 2,094.52 388.63 18.55

Output-3 14.00 8.50 60.71 60.00 9.43 15.72

Manpower 1,347.00 1,230.27 91.33 7,866.95 2,132.86 27.11

Operational 524.49 449.57 85.72 3,109.95 921.29 29.62

Capital 44.88 37.29 83.09 768.14 441.59 57.49

7,555.00 7,358.67 97.40 40,373.86 13,326.04 33.01

Contingencies 2,826.14

Total BDT (in

lac)

7,555.00 7,358.67 97.40 43,200.00 13,326.04 30.85

Total DKK

(in million)

60.44 58.87 300.00 106.6 -

1 DKK= BDT 12.50 Estimate


62

Table- 13: Financial target and achievement as of June 30, 2016 as per DPP (Lac

Taka)

Description

2015-2016 Total Project

Target as

per DPP

Achieveme

nt %

DPP

Target

Cumulative

as of June

30, 2016

%

Output-1 6,359.71 5,298.37 83.31 26,474.30 9,432.24 35.63

Output-2 485.13 334.67 68.99 2,094.52 388.63 18.55

Output-3 11.50 8.50 73.91 60.00 9.43 15.72

Manpower 1,660.12 1,230.27 74.11 7,866.95 2,132.86 27.11

Operational 656.19 449.57 68.51 3,109.95 921.29 29.62

Capital 38.15 37.29 97.75 768.14 441.59 57.49

9,210.80 7,358.67 79.89 40,373.86 13,326.04 33.01

Contingencies 644.76 - - 2,826.14 -

Total BDT (in lac) 9,855.56 7,358.67 79.89 43,200.00 13,326.04 30.85

Total DKK

(in million)

78.84 58.87 - 300.00 106.6 -

1 DKK= BDT 12.50 Estimate

To the above cumulative expenditure must be added the expenses carried out by Embassy

of Denmark on behalf of IFMC. These including International Adviser costs, recruitment

costs and the Exchange rate losses charged to the component. At the time of DPP

development, when budgets were estimated, the exchange rate was 1 DKK: 14.4 BDT, but

for long periods of the project life the actual rate has been closer to 1 DKK: 11 BDT. This

has led to substantial losses in the budget as all expenses are carried out in BDT.

An additional 9.9 M DKK (5.2 for adviser costs, 4.3 for exchange rate losses and 0.4 for

other direct costs) must be added to the total expenditure 106.6 M DKK.

This gives a cumulative expenditure of 116.5 M DKK. Of this 97.06 DKK (87.2 M DKK

direct + 9.9 M DKK via EOD and exchange rate losses) is Danida (DPA) funds and 19.4

M DKK is GOB funds.

Table-14: Cumulative Expenditure in Danish Kroner, including Embassy Payments

Component data Cumulative Expenditure in

DKK

Percentage

achievement

Total 43,200 M BDT

300 M DKK

116.50

39%

GOB 10,800M BDT

75 M DKK

19.44

26%

DPA 32,400 M BDT

225 M DKK

97.06

43%

Expenditure amounts are not reflected in BDT as the expenses carried out by the Embassy

of Denmark are not yet reflected in the component accounts and figures given here would

therefore appear confusing. The level of exchange rate fluctuations means that all figures

are best estimates.


63

Annex 1: Success Stories

Success Story 1

Hajol1 brings income and daily eggs for Rupali’s family

“Now my two children consume eggs daily and I am getting additional income from hajol

preparation and sale and poultry rearing”

Today Rupali Dewa (40) is a self-confident local entrepreneur, well respected in her

community. However, only one and a

half years ago Rupali and her family

were struggling to secure three meals

a day. They lived close to destitution

with no savings in case of any family

emergency. Her family consists of her

husband, one son and one daughter

living at Boalmara village, Gazirvita

Union in Haluaghat Upazilla of

Mymensingh district.

Rupali’s husband formerly did wage

labor on a poultry farm but his

earnings were too poor to sustain their

family’s basic needs.

The situation started to improve after the couple joined an IFM FFS in 2013. Through the

FFS they were trained in various modules learned about improved technologies of rice

cultivation, homestead gardening, poultry rearing, cattle rearing and fish culture. Through

FFS they got enough confidence on introducing integrated farming.

Among the IFM technologies the ‘Hajol’ drew the attention of Rupali. Hajol is a simple but

effective technology poultry rearing. It’s a no cost technique, requires only locally available

inputs and the main requirement is skill and experience. At first Rupali used hajol method

in her own poultry rearing and found better result than the traditional method. She found

that by following the hajol method the frequency of hatching eggs became double in a year,

and increases hatching percentage.

Later Rupali got the idea to make hajol for sale to others. FFS members come to her to buy

hajol and encourage her to make hajol commercially for FFS members and neighbours. In

some cases customers even pay in advance. Rupali makes two hazzol every day and earn

2000 Tk per month.

1 Hazzol is improve technology of indigenous poultry rearing and use as hatching pan.


64

Rupali also improves her own poultry rearing, and now has 7 broody hens and 30 pullets.

She is continuously increasing her

egg and chick production. ‘Now

my two children consume eggs

daily and I am getting additional

income from hajol preparation,

poultry rearing and have leisure

time to spend without hampering

my household activities’. After

family consumption she earned

1500 Tk per month from poultry

rearing. This money is spent by

for purchasing reading materials

and educating her children. She

told that now she is empowered in

the family, her family members

consider her decisions and thinking. Rupali hopes to be able to renovate her house in future

and to be able to ensure good schooling for her children.

As a direct result of the DAE-DANIDA programme, Rupali believes that she has learnt a

lot about integrated farming and is now able to plan their investments in a more productive

manner. She has ability to handle her income independently and is involved with decision

making process of family affairs. This has allowed her family to have a better livelihood.

She believes that this project has enabled a strong understanding between her and her

husband and has resulted in a better livelihood.

Written by: Md. Rafiqul Islam

M&E Officer, IFMC Mymensingh


65

Success Story 2

Awakening of Hosne Ara: Her Journey towards the Sky

People can easily tell others about their dream but there are only a few who can show it to

others rather than just telling about it. Hosne Ara (55) is among the very few people who

have been able to show their dream to others by taking challenges and working hard. She

is the inhabitant of Dholahash Modhdhopara

village under Debidwar upazila of Comilla

district. She has three daughters and one son.

Her daughters are happily married and she lives

with her husband Shofiqul Islam and son. Life

has always been a roller coaster ride for her. She

got married at a very early age back in the mid-

70s. Her in-law’s family had 22 members in

total. Her husband had worked as a construction

worker in abroad. Finally he moved to

Bangladesh and bought a land for his family

with all his savings.

Hosne Ara had always been very supportive to

the family and used to do poultry rearing utilizing the free space of her household to earn

money. However, destiny had chosen something else for her. She spent all her savings to

educate her daughters and get them married. A time came when she had to divide the

household land and she got a small piece of land as her own. Life became more difficult

and life was a daily struggle. After receiving training on poultry farming, she started to

work as a vaccine worker for poultry.

She also started to rear a cow on shared

basis. However, it became difficult for

her to manage her family with the little

income she made.

Around this time FFs from IFMC Project

went to her household as they were

enlisting members from her village for

the FFS of Rabi 2014. They had talk to

her and they found her knowledgeable

and interested in learning new farming

technologies. Therefore, they enlisted

her as a member of Dholahash

Modhdhopara IFM FFS and she started to attend the sessions.

She learnt about the improved method of homestead gardening, poultry rearing, beef

fattening and goat rearing from there. She had never utilized her homestead to grow

vegetables before being one of the members of IFM FFS. Right after finishing the FFS

sessions she started to prepare the seed bed utilizing the little space of her homestead and

she got a good production from there. She grows vegetables like spinach, red spinach, bean,

bottle gourd, coriander and many more and after fulfilling the family needs she sells those


66

to the nearby market. Recently, she grew coriander in her homestead and got a good

production. She sold it to the nearby market and got Tk. 1,500. She gets around Tk. 1,000

per month by selling the homestead vegetables.

She had an experience of doing poultry farming but she never knew about the hajol method

before attending IFM FFS. Now by using the hajol method she is getting more eggs and

chicks than before.

She earned Tk. 750.00 in the last three months by selling the chicks. She also earned Tk.

2500.00 in last three months by selling 10 hens.

She bought a doe (female goat) at Tk. 1200 from a villager, who sold it because it had poor

health and he didn’t want to invest

any further amount on it. However,

Hosne Ara knew how to take care of

it and made an improved housing for

the doe and started to give it

balanced feed and proper

vaccination. Within few months it

completely recovered and became

healthy. The doe has now two kids.

The market value of the doe is now

Tk. 12,000.00 and the value of the

kids is Tk.6, 000 each. The doe is

going to deliver more kids in the next

month. Hosne Ara’s plan is to milk

the doe after delivery and sell half liter of milk daily at a rate of Tk. 30.00.

She also bought cattle on shared basis and invested Tk. 15,000. She used improved housing

method and gives it vaccination on time. She also uses balanced feed and de worms it in

due time. She hopes she will make a profit of Tk. 30,000.00 after selling the cow and

paying the percentage of the share.

She recalled she could hardly give quality time to her family and daughters after joining

IFM FFS as she was so engrossed in learning new farming technologies and applying the

new methods practically. Initially her daughters kept complaining about it but she hold

patience as she knew hard work always pays off. Finally when they saw her dream

vegetable garden and her healthy doe, kids and cow they couldn’t help but praise her. The

hard days have finally gone. She said from vegetable, poultry, goat and cattle rearing she

would earn Tk. 1, 50,000-2, 00,000.00 per year. Her house is a model of integrated

management in her village and villagers often come to her to take advice and ideas of

integrated management. This makes her happy and motivates her to go forward as she

believes the sky is her limit.

Collected by: Rinita Rezwana

Designation: M&E Officer, IFMC, Comilla


67

Success Story 3

World of Hiramon Begum – fruit and vegetable helps pay medical expenses

“After getting IFM training now I have at least ten types of vegetables in my house.”

Mst. Hiramon Begum (27), wife of Md. Khodabox (35) lives in NarayonpurPurbapara

Village of Gurudaspur Upazila of Natore District. She has been married for 9 years and has

a son (7 years) and a daughter (2 years).

Her first child was a son but she couldn’t

come out from the hardship. His elder son

is 7 years old but he can’t walk, talk or

move. They came to know about these

abnormalities after 6-7 months of his

birth. Since then they had gone to many

ayurvedic practitioners and physicians

but those were not fruitful and they

became impoverished. They only have 6

decimal of inherited land and other than

this they don’t have any other asset.

Md. Khodabox has a small computer compose shop in Upazila sadar from where he runs

the family expenses and his son’s treatment. It became near to impossible for him to run

the family expenses after bearing his son’s treatment cost. On the other side, Hiramon

couldn’t leave her child alone at home and go for work. Their family was suffering a lot

due to poverty.

In the last of 2014, Gurudashpur Agriculture Office started IFM FFS in Narayonpur

Purbapara village and Khodabox and Hiramon became members of the FFS. During

attending the IFM sessions they tried their best to adopt the learning and prepare themselves.

Hiramon Begum selected two modules as suitable for her which are Vegetable and Fruit

Cultivation using improved technology and Poultry rearing using improved technology.

She applied her knowledge and cultivated fruits and vegetables in a planned way in the 6

decimal of household land and started to rear poultry by using ‘Hajol’ methodology.

When asked to talk about herself she said ‘My elder son is not well. All the time he needs

to be on bed. He even can’t go and use the washroom, I can’t keep him alone and go outside

to work. Considering our poverty I was thinking to support my family by poultry rearing

and vegetable cultivation. However, as I didn’t know the planned and developed way I was

not getting good production. After getting IFM training now I have at least ten types of

vegetables in my house. By rearing poultry using hajol methodology I sold 5 hens and I

still have 6 hens. I am able to remain by the side of my son and take care of my daughter

and I can start to save for their future.’

After entering Nayanpur Purbapara one can get a different view of Hiramon Begum’s house.

The homestead is full of brinjal, chili, papaya and bean plants. Side by side spinach, red

amaranth, drumstick and taro are planted in rows. In the homestead guava, Indian jujube,

star fruit and lemon are also being produced by practically implying the knowledge learned

from FFS.

Collected by: Md. Mamunar Rashid

M&E Officer, IFMC Rajshahi


68

Success Story 4

Happiness of Molina, Facilitating herself and others

“It is my pleasure to work together with many people and giving valuable input in community

to change farmer’s production and income through IFM FFS.” -Molina

Molina Rani Biswas (24) lives in Raipur village

at Modhapur union under Kalukhali Upazila. Her

father is Anukul Chandra Biswas (52). He has

little land (33 decimal) for cultivation. But he has

a large family consisting of five members and

they depend on agriculture. Anukul Chandra had

been struggling to support his family and has

seen the earth with darkness in his eyes. During

this time Molina and her father jointed Raipur

IFM FFS as members. Here learned about

integrated farming, using unused homestead area

and improving tree management to increase

production of fruits and many more.

They also learned about modern technology of poultry and cow rearing. Besides learning,

she is applying her knowledge practically. Anukul has begun vegetable gardening in his

own land. He cultivated vegetables using all the unused household space and vegetables

like Red Amaranth, Indian spinach, Wax gourd, Okra, Green Papaya, and Cucumber etc.

were also cultivated in 47 decimal of land by taking lease.

Molina always helps her father in cultivation and encourages him to follow IFM methods.

Anukul has cultivated different types of vegetables through bedding system, insect

controlling and improved management. They have become successful producers of

vegetables. As a result vegetable production increased allowing increased consumption as

well as sale. After covering the family need they sell vegetables round the year at taka

50,000/-approximately.

Molina is also rearing 30/35 poultry birds and sell eggs in the local market. She has hatched

chicks 12-13 times by hajol where she hatched 12 to 14 eggs each time. After hatching she

sells chicks by rearing for some days. By following IFM technology, hatchability rate has

been increased and mortality rate has been decreased. In front of her House, she has fruit

trees like Pomegranate, Wood Apple, Nut, Shaddock, Guava, Jujube, Mangoesteen,

Coconut, Mango, Berry, Jackfruits etc. She has nurtured those by terminating unexpected

stem, timely irrigation and improved management. So Fruit production is increasing day

by day. She gets taka 10.000 -12000 tk per year from sale of fruits. She is also rearing eight

cows and seven goats by improved management. She utilizes cow dung for FYM

production. She sold one goat and gave a cow on lease last year.


69

She has a 10/12 decimal pond near her house and

cultured fish there by following IFMC technology. By

taking lease, Anukul Chandra has cultivated rice in 150

acres of land by using improved fertilizer and doing

insect management. He has also used guti urea in his

field. He said that day by day production is increasing

because they follow IFM method. He gets a profit of

taka 40000/- per year from these cultivations.

Now Molina is a farmer field school facilitator and she

received crash course training from IFMC. She is

facilitator of Chandon Mrigi IFM FFS at Rajbari

Upazila under Rajbari District. She is getting the

opportunity to replicate her knowledge to her

community and contributing to change farmers’

income and production. ‘All credit goes to

Kalukhali Agriculture office for providing

necessary orientation, training, instructions,

supports, encouragement and overall

cooperation through IFMC project, so that my

family could come at this stage.” They show

gratitude to IFMC for giving the opportunity to

learn modern technologies and encouraging

them for using their knowledge. So day by day

their income is increasing and the family is full

of happiness.

Collected & Written by-Pratul Kumar

Roy,M&EO

IFMC, Barisal Region

For more success stories visit IFMC website www.ifmcbd.org

http://www.ifmcbd.org/


70

Success Story 5

Success Story of Jathian Farmers’ Organization

Introduction:

Natore, Rajshahi, is known for having a climate and soil favorable for growing garlic. It is

a profitable cash crop and many farmers in the area grow it for its business potentiality. The

farmers store their surplus garlic under their roof where it keeps dry and safe. This is a

convenient way to keep their values and it is easy to sell some of it if the household needs

cash.

Members of Jathian FO were immediately interested in garlic bulking business. The FO

dates back to 2008. It is located in Jathian village in Natore Sadar Upazila. It was originally

an ICM FFS. Today, it has 54 members (26 male and 28 female). The executive committee

has 13 members (9M & 4F). Both secretary

and cashier are females. Jathian FO has

collected weekly savings since 2008 and

keeps them in Rajshahi Krishi Unnayan

Bank. They run a loan scheme for members.

In 2015, Jathian FO was selected by the

IFMC project to participate in the marketing

and FO capacity building activities. Four

BFPs (2M & 2F), all members of the

executive committee, attended a 10-day

residential training course organized by

IFMCon business planning, market linkage,

collective marketing and good FO

governance. Afterwards, the BFPs conducted 8 sessions in their FOand obtained buy-in

frommembers for the idea of collective marketingand made their business plan accordingly.

Collective marketing and market linkage

For the purpose of organizing the collective garlic business they formed a sub-committee

with five members (3 male and 2 female). They established a collection point and registered

a producer group. They bulk garlic from surrounding producers and sellit to a local

businessman, Md. Habibul Rahaman, who has premises in a village 5 km away. One of the

sub-committee memberssearched the areaand identified this buyer. Md. Habibul has a

number of collectors working for him in the surrounding villages.He sendstwo lorries of

garlic every week, one for Dhaka and one for the haor area in Kishoreganj. He is willing to

buy garlic from Jathian FO based on kg rather than mond (local measure), which is more

profitable for the farmers. He also pays better than local agents in Jathian village, because

the FO supplies him directly after sorting and grading. Through this arrangement, farmers

from Jathian FO skip one link in the value chain and get a bigger share of the final price.

Investment:

Jathian FO invested 90,000 tk. in its garlic business. They raised this amount from their

account and by saving snack money from the sessions and using it as primary business

capital instead of ‘eating’ it. They purchased a weighing scale and some packaging

material. The remaining money is used to pay farmers cash at the collection point on

bulking days, and is returned when the buyer collects the garlic.


71

Distributing the profit:

50% of the profit goes tobusiness sub-committee and 50% to the FO. From April to June

2016 a total number of 3765 kg garlic was traded at the collection point for a purchase

value of 263,550 tk. (including the cost of cleaning, sorting, packing and transporting). The

average price per kg was Tk. 70. The total selling price was Tk. 286,140. (averageTk. 76

per kg). Thus, the total profit was Tk. 22,590 of which the sub-committee got Tk. 11,295

and the FO got Tk. 11,295. The FO distributed its profit among the total number of

members (wrote it into their passbooks). Therefore, members have become confident that

they benefit from collective marketing, even those who do not sell garlic through the

collection point. Many new farmers have applied for membership in the FO, and so far four

new members have been accepted (1 male and 3 females).

Scale up

Could Jathian FO scale up their collective marketing and replicate Md. Habibul’s business?

In that case they would need to bulk, sort and pack two times 8 MT per week to send off in

8-ton lorries. If they did this throughout the peak season from April to June they would

need to bulk around 200 MT instead of the 4 MT, which they bulked this rabi season.

Therefore, they would need a producer group of around 1000 producers instead of 20. This

would generate a profit of Tk. 1.1 mil to be shared between the sub-committee and the FO,

and this would be enough to make the activities and incentives sustainable. The main

challenge is the organizational and human capacity, especially book keeping skills. The

investment itself is revolving.

Written by: Md. Abdul Alim Sarker, CDO, Rajshahi & Katrine Plesner, IDA.

Translated by: Rinita Rezwana


72

Annex 2: Annual work plan 2015-2016


73


74

Annex 3: Details budget and expenditure for 2015-2016

Line

Code Activities/Items

DPP Provision Cumulative Expenses up to June

2015 Target 2015-16 Achieved 2015-16

Cumulative Expenses Up to

June 2016

Phy. GoB DPA Total GoB DPA Total GoB DPA Total GoB DPA Total GoB DPA Total

Manpower

HQ, Region & District (DPA

staff 146 + GoB 33) 179 623.40 5,559.00 6,182.40 75.28 607.37 682.65 131.00 900.00 1,031.00 121.89 809.33 931.22 197.17 1,416.70 1,613.87

International Consultant 10mm 120.00 120.00 - - -

Local Consultant 35mm 70.00 70.00 3.05 3.05 - 3.05 3.05

Allowances 179 293.60 1,200.95 1,494.55 66.63 150.26 216.89 66.00 250.00 316.00 62.05 237.00 299.05 128.68 387.26 515.94

Sub-Total of Manpower 917.00 6,949.95 7,866.95 141.91 760.68 902.59 197.00 1,150.00 1,347.00 183.94 1,046.33 1,230.27 325.85 1,807.01 2,132.86

Output - 1

1.1.1

TNA, workshops, consultation

meetings, etc. to identify HVC,

livestock and 45 fish

enterprises for curriculum

development

4 2.00 2.00 - 0.90 0.90 0.90 0.90 - - - - 0.90 0.90

1.1.2

Workshops, etc. to develop and

update curricula for IFM FFS

menu modules

4 2.00 2.00 - 1.10 1.10 - - - 0.88 0.88 - 1.98 1.98

1.1.3 Field testing of curricula,

modules, lesion plans 4 4.00 4.00 - - - - - - - - - -

1.1.4

Support to adaptive research

trials targeting IFM curriculum

development

100 200.00 200.00 - - - 25.00 25.00 - 5.77

5.77

-

5.77

5.77

1.2.1 Orientation & training for MFs,

SMSs, other officers of IFMC 2 4.00 4.00 - 4.00 4.00 - - - - - - 4.00 4.00

1.2.2 a) FF-TOT 20 batch 300.00 300.00 - 184.12 184.12 115.00 115.00 - 111.92 111.92 - 296.04 296.04

b) FF-SLL 20 batch 72.00 72.00 - 49.89 49.89 21.44 21.44 - 21.61 21.61 - 71.50 71.50

c) Refresher course for FFs 50 180.00 180.00 - 85.35 85.35 71.50 71.50 - 68.45 68.45 - 153.80 153.80

d) Special training for FFs 10 36.00 36.00 - - - 17.87 17.87 - 9.89 9.89 - 9.89 9.89

1.2.3 a) DT-TOT 6 batch 384.00 - 384.00 108.22 - 108.22 - - - - - 108.22 - 108.22


75

Line



2015 Target 2015-16 Achieved 2015-16


June 2016


b) Crash course for DT 30 batch

100.50 - 100.50 46.41 - 46.41

13.00 - 13.00 12.04 12.04 58.45 - 58.45

c) Orientation of Upazila,

district & regional level staff of

DAE & other related

organizations

30 batch

54.00 54.00 35.30 - 35.30

14.00 - 14.00 9.46 9.46 44.76 - 44.76

1.2.4

Study tours/short course/

international travel for project

staff & GOB officers

60 180.00 180.00 - 71.41 71.41 36.00 36.00 - 33.52 33.52 - 104.93 104.93

1.2.5 Coordination meetings at

district and Upazilas levels 11580 115.80 115.80 17.95 - 17.95 17.35 - 17.35 17.34 17.34 35.29 - 35.29

1.2.6 Support for physical renovation

of training centres 6 HC. 60.00 60.00 - 26.25 26.25 30.00 30.00 - 23.73 23.73

- 49.98 49.98

1.3.1

Implementation of IFM FFS

(including cost of motivational

tours and mass media activities)

20000 5,435.00 16,305.00 21,740.00 105.43 3,158.94 3,264.37 544.40 4,002.79 4,547.19 545.39 4,095.10 4,640.49 650.82 7,254.04 7,904.86

1.3.2 Review & Planning Workshops 200

batch 260.00 260.00 - 100.48 100.48 11.85 11.85 - 8.56 8.56 - 109.04 109.04

1.3.3 Monitoring/backstopping IFM

FFS LS

1,088.00

1,632.00

2,720.00 132.42 1.27 133.69 314.25 - 314.25 312.47 - 312.47 444.89 1.27 446.16

1.3.4

Information services to FFS

facilitators and participants

through mass media & ICT

LS 60.00 60.00 - 4.43 4.43 - 22.15 22.15 - 22.24 22.24 - 26.67 26.67

Sub-Total of Output - 1 7,177.30 19,297.00 26,474.30 445.73 3,688.14 4,133.87 903.00 4,354.50 5,257.50 896.70 4,401.67 5,298.37 1,342.43 8,089.81 9,432.24

Output - 2

2.1.1

Workshop to develop & update

curricula for DAE staff, FO

leaders and FO focal persons

5

2.50

2.50 -

0.90

0.90 1.62

1.62 - - - - 0.90 0.90

2.2.1 Training of DAE staff to

facilitate development of FOs 30

90.00

90.00 -

0.73

0.73 42.20

42.20 - 35.43

35.43

-

36.16

36.16

2.2.2

Refresher trainings for DAE

officers in support of FO

development

60

120.00

120.00 -

1.59

1.59 4.05

4.05 - 3.51

3.51

-

5.10

5.10

2.3.1

Assess producer groups/

farmers clubs with potential to

graduate into higher level FOs

5000

50.00

50.00 -

3.27

3.27 6.00

6.00 - 2.97

2.97

-

6.24

6.24

2.3.2 Training of FOs leaders and

focal persons 360

720.00

720.00 - 14.58

14.58 126.80 126.80 116.73 116.73 - 131.31 131.31


76

Line



2015 Target 2015-16 Achieved 2015-16


June 2016


2.3.3 Mentoring and follow up visits 5000 50.00 50.00 - - - 4.56 4.56 - - - - -

2.3.4

Support to FOs for linkage

building, cooperation,

registration, etc. (FBS Piloting)

1062 1,062.00 1,062.00 - 32.89 32.89 181.90 181.90 176.03 176.03 - 208.92 208.92

Sub-Total of Output - 2 - 2,094.50 2,094.50 - 53.96 53.96 - 367.13 367.13 - 334.67 334.67 - 388.63 388.63

Output - 3

-

-

3.1.1

Meetings to identify potential

stakeholders to establish

national dialogue forum

20 10.00 10.00 - 0.41 0.41 2.50 2.50 0.37 0.37 - 0.78 0.78

3.2.1

Create national platform for

extension actors for

coordination and exchange of

lessons

20 10.00 10.00 - - - 2.50 2.50 0.57 0.57 - 0.57 0.57

3.2.2

Joint activities including visits

to field implementation and

presentations on extension

approaches

20 20.00 20.00 - - - 5.00 5.00 4.89 4.89 - 4.89 4.89

3.3.1 Organize national seminar 20 10.00 10.00 - - - 2.00 2.00 0.92 0.92 - 0.92 0.92

3.3.2 Joint field visit 10 10.00 10.00 - 0.52 0.52 2.00 2.00 1.75 1.75 - 2.27 2.27

Sub-Total of Output - 3 - 60.00 60.00 - 0.93 0.93 - 14.00 14.00 - 8.50 8.50 - 9.43 9.43

Project Operation Cost - - - - - - - -

Vehicles Maintenance (16

jeep+52 motorcycles) 119

27.00 330.00 357.00 9.51 88.51 98.02

3.00 72.50 75.50 3.00 74.02 77.02 12.51 162.53 175.04

Stationary & supplies

LS

140.00 305.00 445.00 20.92 34.72 55.64

13.05 56.25 69.30 13.05 27.52 40.57 33.97 62.24 96.21

Telephone, internets, postage

LS

63.00 588.00 651.00 - 15.55 15.55 - 32.00 32.00 17.52 17.52 - 33.07 33.07

Repair & Renovations

LS 180.00 100.00 280.00 7.50 8.46 15.96

5.00 22.50 27.50 5.00 4.39 9.39 12.50 12.85 25.35

Book, journals, CDs, etc. LS - 28.60 28.60 - 0.36 0.36 7.15 7.15 0.38 0.38 - 0.74 0.74

Audit fee LS 12.36 12.36 - - - 3.09 3.09 - - - - -

M&E (impact assessment) 3 - 120.00 120.00 - - - 10.00 10.00 2.98 2.98 - 2.98 2.98


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June 2016


M&E (progress monitoring) 15 15.00 - 15.00 - - - - - - - - - -

Office rent and others 26 - 300.00 300.00 - 50.52 50.52 14.00 59.00 73.00 13.60 54.61 68.21 13.60 105.13 118.73

Support to DAE Field Office - - - - - - - - -

Upazila Agriculture Offices 373 708.00 708.00 177.97 - 177.97 186.50 186.50 186.50 - 186.50 364.47 - 364.47

Deputy Director Offices

61

183.00 183.00 30.50 - 30.50

31.75 31.75 30.50 - 30.50 61.00 - 61.00

Additional Director Offices 14 10.00 10.00 27.20 - 27.20 8.70 8.70 16.50 - 16.50 43.70 - 43.70

Sub-Total of Operational

Cost

1,326.00 1,783.96 3,109.96 273.60 198.12 471.72

262.00 262.49 524.49 268.15 181.42 449.57 541.75 379.54 921.29

A. Total Revenue 9,420.30 30,185.41 39,605.71 861.24 4,701.83 5,563.07 1,362.00 6,148.12 7,510.12 1,348.79 5,972.59 7,321.38 2,210.03 10,674.42 12,884.45

Capital - - - - - - -

Vehicle 2 100.00 100.00 - 56.74 56.74 - - - - - - 56.74 56.74

Motorcycles 91 136.50 136.50 - 93.07 93.07 - - (2.45) (2.45) - 90.62 90.62

Photocopiers 23 69.00 69.00 - 15.40 15.40 12.75 12.75 8.25 8.25 - 23.65 23.65

Laptop 7 3.50 3.50 - 3.31 3.31 - - - - - 3.31 3.31

Computer sand UPS 50 25.00 25.00 - 19.03 19.03 5.97 5.97 5.97 5.97 - 25.00 25.00

Printers 52 6.24 6.24 - 3.76 3.76 2.37 2.37 2.03 2.03 - 5.79 5.79

LAN establishment 6 3.00 3.00 - 0.98 0.98 - - 0.41 0.41 - 1.39 1.39

Furniture, & equipment (HQ,

Region and District Offices),

IPS

LS

70.35 25.50 95.85 38.00 11.01 49.01 - 0.79 0.79 - 0.17 0.17 38.00 11.18 49.18

Multimedia with screen 3 1.80 1.80 - - - - - - - - - -

Cameras 20 2.00 2.00 - 1.58 1.58 - - - 0.39 0.39 - 1.97 1.97

Scanner 4 0.24 0.24 - 0.09 0.09 - - 0.09 0.09 - 0.18 0.18

CD/VAT LS 325.00 325.00 161.33 - 161.33 23.00 23.00 22.43 - 22.43 183.76 - 183.76

B. Total Capital 395.35 372.78 768.13 199.33 204.97 404.30 23.00 21.88 44.88 22.43 14.86 37.29 221.76 219.83 441.59

Physical Contingency 281.24 526.23 807.47 - - - - -


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2015 Target 2015-16 Achieved 2015-16


June 2016


Price Contingency 703.11 1,315.58 2,018.69 - - - - -

Grand Total (A+B) 10,800.00 32,400.00 43,200.00 1,060.57 4,906.80 5,967.37 1,385.00 6,170.00 7,555.00 1,371.22 5,987.45 7,358.67 2,431.79 10,894.25 13,326.04

Documents

IFMC Annual Report 2015-2016IFMC Annual Report 2015-2016 2 2. Executive Summary This is the third annual Progress Report of the Integrated Farm Management Component (IFMC) covering