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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IFMC Annual Report 2015-2016
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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]
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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.
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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
IFMC Annual Report 2015-2016
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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
IFMC Annual Report 2015-2016
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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 head- quarters 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
IFMC Annual Report 2015-2016
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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.
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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.
IFMC Annual Report 2015-2016
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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)
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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
IFMC Annual Report 2015-2016
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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.
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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
IFMC Annual Report 2015-2016
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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.
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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
IFMC Annual Report 2015-2016
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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
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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)
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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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.
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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
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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
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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
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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
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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
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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
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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.
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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.
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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.
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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
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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.
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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
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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.
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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
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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.
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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
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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.
IFMC Annual Report 2015-2016
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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
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
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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
IFMC Annual Report 2015-2016
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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.
IFMC Annual Report 2015-2016
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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
IFMC Annual Report 2015-2016
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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.
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
72
Annex 2: Annual work plan 2015-2016
IFMC Annual Report 2015-2016
73
IFMC Annual Report 2015-2016
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
IFMC Annual Report 2015-2016
75
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
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
IFMC Annual Report 2015-2016
76
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
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
IFMC Annual Report 2015-2016
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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
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 - - - - -
IFMC Annual Report 2015-2016
78
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
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