Ppp redefining local level extension service delivery-shahnwaz karim


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  • Institutionalize / formalizeRegular planning enabled instead of adhoc basis The trainings are non-prescriptive – we do not dictate sector/issue, members, frequency etc.Private companies get an avenue to work and support the government – formal, marketing
  • Incentive based mechanism – win /win situationClear understanding about each party’s roleRealistic expectation/ expectation toned downCreate greater impact through leveraging resources of private sector and public sectorChallenge: is to find out right partners with proper incentives and develop a mechanism for regular interaction
  • Incentive based mechanism – win /win situationClear understanding about each party’s roleRealistic expectation/ expectation toned downCreate greater impact through leveraging resources of private sector and public sectorChallenge: is to find out right partners with proper incentives and develop a mechanism for regular interaction
  • I’ll start by giving you a very brief overview of the project.In the second part I’ll walk you though our experience in implementing the DCED standard, focusing particularly on the challengesIn the final part I will talk about what I see as the next challenge in MRM – better capturing systemic change
  • Ppp redefining local level extension service delivery-shahnwaz karim

    1. 1. Public Private Partnership Redefining local levelextension service delivery Dec 02, 2011 www.e-asia.org
    2. 2. Content• About Katalyst• Agriculture sector of Bangladesh - Current scenario - Constraints and Opportunities• Katalyst Strategy• Initiatives - Informal network between local trader and farmer groups - Institutionalized relationship through Public Private Initiatives (PPIs)• Key Lessons• Way forward• An instance www.e-asia.org
    3. 3. About KatalystA private sector development project whose ambition is to make markets work forthe poor. We analyze different sectors of Bangladesh economy, see their pro-poorgrowth potential, determine the systemic constraints that impinge on the sectorgrowth and then working with market actors (public and private) devise andimplement solution to address the constraints. Phase I Phase IIDonors • DFID • DFID • SDC • SDC • SIDA • CIDA • The Embassy of NetherlandsImplementers • Swisscontact, • Swisscontact, • GTZ-IS • GTZ-ISDuration • Oct ’02 –15 Mar ’08 • 16 Mar ’08 – 15 Mar ’13Budget • US$ 20 million • US$ 45 millionLine Ministry • Ministry of Commerce • Ministry of Commerce www.e-asia.org
    4. 4. Agriculture sector of Bangladesh• Over 20 million farmers (BBS, 2008)• Contributes about 21% of the GDP, Involvement of 52% of the labor force (NAP, 2009)• Major sectors – Paddy, jute, vegetable, potatoes, maize, spices, wheat, floriculture, fish, poultry & livestock• Key constraints to agriculture growth – Inadequate extension support (to cater to demand) – Inadequate market linkage – Low/stagnant productivity – Degradation of natural resource www.e-asia.org
    5. 5. Prevailing agricultural extension scenario Sub district extension services Key features: • Public sector is the largest extension service provider but private sector is coming up • Limited outreach • Lack/absence of feedback collection Individual Farmers / farmer groups • Lack of demand-led ext. support Outreach of Information andservices is limited due to different • Weak research-extension-farmer- constraints market linkage www.e-asia.org
    6. 6. Key constraints in current extension systemDemand side constraints Supply side constraintsGeographical distance between the Upazila Limited number of extension service providersgovernment offices and the farmersPerceived fear of rejection of the farmers due Limited resources availableto belongingness to ‘lower social-class’Lack of opportunities for regular interactions Absence of any proper feedback mechanismbetween farmer/ farmer groups and extension from the farmer groups on services provided byservice providers. extension agenciesOne to one approach of service delivery Lack of proper delegation of authority to the(groups approaches exist under time bound, extension service providers to respond togovernment projects) demand led issuesLack of collective voice of the farmers at the Top-down method of planning activities of thevillage level government, thus failing to properly reflect any local and demand led issues of farmer groups www.e-asia.org
    7. 7. Strategy to improve extension servicedelivery Farmers get easier access to extension Information and services Demand led Complimentary channel for Extension Services Strategy 1: Strategy 2: Informal Local multi- networks stakeholder between traders partnerships and farmers (PPI) 7 www.e-asia.org
    8. 8. Strategy 1: Trader association (BMO)–Farmergroup networking Agricultural extension Service Agricultural extension Service Providers Providers (at sub-district level) (at sub-district level) Sub-district Sub-district trader association trader association Farmer Farmer Farmer Farmer Farmer Farmer Groups Groups Groups Groups Groups Groups Individual farmers at village level Individual farmers at village level Request for information / services Delivery of information and services = information about needs = fulfillment of business needs www.e-asia.org
    9. 9. Strategy 2: Public-Private Initiatives (PPI) Sub district level extension service providers Key Features : Contract • Sector based partnership (MoU etc) • Establish at Upazila level Public Private TraderService Initiative association& Info (PPI): Funding • Works with a single issuedelivery Platform for at a time Facilitation traders, extension agents and Farmer • Shared responsibility Groups • Regular meeting and Fish Fish Fish planning Farmer Farmer Large Farmer Group Group Private Group Companies www.e-asia.org
    10. 10. Why Public Private Initiative• Institutionalization of farmers- traders- extension service providers Network• Resource gap and hence, resource sharing for extension services delivery• Demand led and result oriented extension service delivery• Mutual benefit• Risk sharing• Efficient and cost effective www.e-asia.org
    11. 11. Why it works - features• Leverage through groups - Existing farmer groups activated by trader associations - New groups initiated by trader associations (not project!)• Negotiation power of trader associations used to channel extension services• Pressure from trader groups makes formalisation possible and results in more accountability of extension service providers• Local ownership• Additional funding from large companies and trader associations• Better updated / additional information from private sector• The right incentives…. www.e-asia.org
    12. 12. Why it works - incentives• Farmers: • More and better extension services resulting in more income• Trader associations: • More and diversified contacts to farmers and better reputation among farmers results in better business• Extension service providers: • Solution for target pressure (farmer outreach, production volume, land area, etc.)• Large companies: • Access to more farmers resulting in better business www.e-asia.org
    13. 13. Impact• More than 95,000 farmers / 1866 farmer groups in 74 sub-districts with increased opportunity to receive improved services from public and private service providers.• Around 80% of these beneficiaries earn less than US $2.5 dollars a day• The networks are used by government and private companies to reach last mile farmers• 40% of these farmers have already received some form of benefits.• Instances of issues addressed under PPI • Bio-security in Poultry • Compost fertilizer production technique • Organic vegetable production technique • Quality seed production and retention methods • Cost effective irrigation techniques for paddy fields www.e-asia.org
    14. 14. Lessons learned• Services needs to be demand based rather than supply driven• Build on existing systems and norms; not reinventing the wheel• Local ownership and incentives of private and public sector key to sustainable outcome• Win-win situation for all stakeholders, not a zero sum game www.e-asia.org
    15. 15. Way forward• Realizing the benefits, Department of Agricultural Extension (DAE), Department of Fisheries (DoF) and Department of Livestock Services (DLS) have formed a national level, inter departmental Task Force (NTF) to assess the feasibility of taking up the model in other parts of the country• NTF is conducting a government led pilot in 20 sub-districts for first- hand experience on the model implementation and benefits• Sub-district level interdepartmental task force is leading the pilots in those areas• Katalyst is in discussion with large private sector companies (mostly involved in agricultural input business) for them to take up the model in different sub districts 15 www.e-asia.org
    16. 16. Extension Information sources and deliverymechanisms • The extension service providers need to source the technology from different fronts – - Public research agencies, institutes - Private company research wings - Web based software (Fertilizer Recommendation Software, etc.), etc. • The extension service providers can deliver the services using different mechanisms - government formed groups (under different projects) - through private companies’ own distribution networks - through trader association-farmer networks and PPIs www.e-asia.org
    17. 17. A beneficiaryMr Nazrul Islam:• A potato/maize farmer of Durakuthi, Lamonirhat district• Owns 1.9 acre of land• Received no training in last 20 years• Advocacy to extension agencies through trader association – received 1 day training on production and usage of compost fertilizer• Enjoyed BDT 12,900 worth additional potato yield in one season• Improved soil fertility – increased maize production in following season www.e-asia.org
    18. 18. Thank You For more information: www.katalyst.com.bd Or www.swisscontact.ch E-mailshahnewaz.karim@swisscontact-bd.org www.e-asia.org