1
NETZ Partnership for Development and Justice
A German based organisation exclusively working with bottom 20% people of Bangladesh since 1979 for establishing human dignity, and against hunger through partnership.
Identity of NETZ Bangladesh
The German Central Institute for Social Issues (“Deutsches Zentralinstitut fÜr soziale Fragen”,DZI) has given the DZI seal-of-Approval to NETZ. This certifies the careful handling of the donations we receive.
2
Working Area and Partner NGOs in Bangladesh
Focus Geographical Areas: Monga-Area; Barind Tract. North of Dhaka Division
3
Core Programmes:
Sustainable Livelihood
Primary EducationCoverage around 20000 children from EP households
Human Rights Particularly women rights
coverage 11 districts
Programmes Focus of NETZ
Other Programmes:
● Advocacy and networking in Bangladesh, Germany and Europe
● Volunteers Programme
● Emergency support including flood and cyclone shelters, relief, rehabilitation
4
Phases in NETZ Livelihood model
Phase-1: Economic and social empowerment for 3/4 years
Phase-2: Consolidation of economic and social empowerment for 3 years
Phase-3: Sustainability and continuation by local system
5
1. 3 improved meals a day for > 9 months a year
2. At least one regular source of income (> BDT 800 per capita per month on an average)
3. Savings worth > BDT 500 and productive assets (maintaining and raise of value)
4. Use hygienic latrines and safe water
5. All school-aged children enrolled in school
6. Access to existing development services & Know coping mechanism & act during the disaster period
Graduation Indicators for Phase 1
Graduation Plan for Phase-1
7
EFFECTIVENESS OF THE AMADER PROJECT IN PHASE-I
The model is the result of the Evolution of NETZ Livelihood Programme from 2001-2008 in Chuadanga, Netrakona, Joypurhat, Gaibandha and Rangpur with extreme 42000 poor benficiaries.
8
Goal: Over 26,000 people (50% female) have lifted themselves out of extreme poverty by the end of project period.
Purpose: Extreme poor women (= direct beneficiaries) and their households have improved their livelihoods
Output 1: 9,000 extreme poor households gain productive assets and skills for productive employment
Output 2: Vulnerability and risk of loss of productive assets significantly reduced and assistance in the case distress assured.
Output 3: Groups for extreme poor women established and functional at village level and are integrated in Union level organisations.
Output 4: Experiences of the project are made available to development actors and policy
makers in Bangladesh.
About AMADER Project
9 9
Project General InformationDuration : 03 years, Started in 01 May, 2009
Coverage :4 District, 16 Upazilas, 98 Unions 830 villages
Target BHHs :9000 EP HHs (3000 in yr-1 and 6000 in yr-2)
PNGOs &location: Ashrai in Naogaon, Polli Sree in Dinajpur, Sachetan in Chapai Nawabgonj and Rajshahi
Budget :BDT 289,753,956 (52% direct to BHHs)
Graduation Plan: Phase-I requires 3 years of support. After Phase I, a consolidation phase of another 3 years
is required.
10
Extreme poor HHs, Preference for adivasis, female-headed HHs, disabled and the elderly,
Specific selection criteria are as follows: per capita income of less than BDT 18 per
day (50% less than BDT 15 per day)
asset less or have assets worth less than BDT 3,000
own no cultivable land and a maximum of 2 decimal homesteads
eat a maximum twice a day for more than 9 months a year with low quality and quantity
no access to conventional MFIs (not credit-worthy unless specifically targeted)
Who are the project beneficiaries
11
Preference is given to the poorest in the areas.
Special care is taken to avoid mis-targeting and influence of elites in the selection process.
Selection Process
12
1. Baseline study/prepare HH profile
2. Group formation and skill base training
3. Asset transfer/IGAs (continue---)
4. Strengthening group and establish linkage
5. Formation and Strengthening of federation and gradual handover
Major activities
13
Process of IGAs selection and transfer
• Prepare Family Development Plan
• IGA Business Plan
• Analysis feasibility with group members
• Asset Purchase by Purchase Committee in presence of respective beneficiary
14
What are the Major IGAs
Main IGAs for long or medium term income• cattle rearing • crop production • Van/Rickshaw pulling
Sub IGAs for short term/quick income
• Goat, sheep, pig rearing• Duck, hen rearing • Homestead gardening• Small business.
15
NAME In No. No. of BHHs
Cattle 8800 8800Sheep 3335 2884Goat 5110 4682Hog 415 365Hen 14842 5137Duck 27177 5605Van 232 232Swing machine
6 6
Homestead garden
9000 BHHs seasonal seeds and seedlings
Land lease 3274 dcml. 934Handicraft 8 BHHs Small business
140 BHHs
IGAs at a Glance
16
Benefit from sub IGAs
No. of BHHs No. of Egg produced
Value (TK. 8/egg) Total invest (TK)
6615 203006 1624048 3558642
Calculation/BHH
Return/BHH: TK.
245 Invest/BHH: TK.
537
Potentiality of Duck and Hen
Data source: MIS report and production record March’12
# Capital is continuing with increasing trend.
# 40% of the production consumed that contributing
17
Benefit from sub IGAs
No. of BHHs Vegetable produced (KG)
Value (TK. 15/KG) Total invest (TK)
4694 493037 7405545 211471
Calculation/BHH
Return/BHH: TK.
1578 Invest/BHH: TK.
45
Potentiality of unused homestead
Data source: MIS report and production record March’12
# 57% of the production consumed that contributing
18
Name Transferred Death+miss
ing
Cattle 8800 238
Sheep 3335 519
Duck 27177 5352
Goat 5110 619
Pig 415 66
Hen 14842 2433
Mortality status in December 2011
Cattle Sheep Goat Pig Hen Duck
2.7
15.6
11.2
15.9 16.4
19.7
% of death and missing
19
Change on Yr. 1 BHHs after 14 months
20
Change on Yr. 1 BHHs after 14 months
21
Change on Yr. 1 BHHs after 14 months
22
Change on Yr. 1 BHHs after 14 months
23
Change on Yr. 1 BHHs after 14 months
Asset value in Yr.1 BHHs
Average value of productive assets at baseline: BDT 383 (737 BHHs)
Average value of productive assets at present (Nov. 11): BDT 39,636
25
Having scattered location and long distance the vehicle bicycle for front line staff resulting investing of much more time in travel to HHs location
Social Empowerment process need more time : BHHs are just started to gain confidence; improve economic capacity; stopping of advance labour selling.
Market education and Linkages: IGAs are diversifying.
91% of the BHHs live on khas land or others land without having legal documents. The possession of valid documents for khas land is necessary but difficult.
Institutional sustainability is an essential to sustain the achievement: Groups & federation are in nascent stage.
The gradual handover of responsibilities: from project to the BHHs.
Continuation and access addiction (chuani/haira)
Challenges
26
• 75% Adivasi HHs preferred “rearing livestock” as major IGA. They turned to crop land agriculture on and after 2nd round investment
• Bull around 50 Kg. is suitable for fattening and 85-90 kg is making optimum profit considering the context of adivasis and old aged (habitat, management, etc.).
• Rearing Milking cow is not suitable for extreme poor adivasis.
Lessons Learned
27
• ‘Community Validation’ a unique way to sensitize community people towards extreme poor.
• For buying and selling livestock, staff presence in the market avoid trap of broker and make the IGA profitable
• Visiting the previous livelihood projects of NETZ and interaction with the BHHs gave a broader understanding about the project to the new staff.
• Access to Govt. safety nets reduce vulnerability (advance and force labour sell, force sell of productive assets, money lenders trap--)
• Alternative support mechanism is yielding better result for old aged and person with disability.
27
Lessons Learned (cntd.)
THANKS