Leaving a Legacy: Anchoring Katalyst Experiences in Bangladesh Tim Gamper Dhaka, 14 February 2018

Content Introduction Process of Institutional Anchoring The Anchoring Partners Example 1: Agricultural Academia Example 2: DAE Lessons Learned Recommendations

Why Institutional Anchoring? Katalyst has produced impressive results throughout its lifetime: 4.75 Mio farmers benefitted and USD 729 Mio additional income Huge wealth of experiences and human resource capacities generated over more than 15 years using more than USD 100 Mio Donor interest: How to ensure that ‘the Katalyst way of doing things’ remains in Bangladesh once the programme has closed

The Institutional Anchoring Process Katalyst Capitalisation Strategy Interventions to support adoption Knowledge Capturing Knowledge transfer List of 27 experiences and practices Partner Selection & Knowledge Audit Knowledge Codification Interventions with 13 institutions List of 28 potential institutions

The 13 Anchoring Partner Institutions

Agricultural Academia Example: Bangladesh Agricultural University Mymensingh (BAU) Sylhet Agricultural University Sher-e-Bangla Agricultural University (Dhaka) Bangabandhu Sheikh Mujibur Rahman Agricultural University (Gazipur) 1. The photo is overlapping the logo. See below slide

The Agricultural Academia Example: Rationale Produce future leaders and decision-makers with a better understanding of inclusive business and market development Increase employability of university graduates by tailoring curricula more to the reality in the job market in Bangladesh

The Agricultural Academia Example: Interventions Intervention 1: Organisation of university – private sector events Organisation of job fairs Roundtable discussions Business case competitions Intervention 2: Revision of undergraduate course curricula Revision of curricula using university and private sector resource persons Integration of Katalyst cases and reference material into curricula

The Agricultural Academia Example: Results Evidence for change: Undergraduate curricula revised and currently applied University – industry relations improved Depth and sustainability of change: Curriculum as key reference document for near future Very long result chains Limited investments into institutional capacities

DAE Example Flipped the photo

The DAE Example: Rationale Strengthen practical understanding of inclusive business and market development amongst the largest public agricultural extension service in Bangladesh Strengthening DAE internal training systems and processes with a focus on more inclusive service delivery

The DAE Example: Interventions Intervention 1: Revision of DAE extension manual Process of reviewing manual including key resource persons Inclusion of key topics related to inclusive business, such as PPPs, climate sensitive agriculture and gender equality Intervention 2: ToT based on extension manual Training of a 10 DAE internal Master trainers Training of 160 district officials

The DAE Example

The DAE Example: Results Evidence for change: Main instruction manual revised after 18 years Key Katalyst experiences included in manual content 10 Master Instructors and 160 District Officials trained and competent Depth and sustainability of change: Manual will remain main reference document for the medium term Institutional capacities built at top level of training cascade Aligned to existing practices and processes in DAE

Lessons Learned Different photo would be good…

General lessons learned Katalyst was clearly able to plant important seeds across a variety of anchoring institutions of Bangladesh Katalyst has done much more in terms of anchoring its experiences than what the programme reports on, i.e: Around 65 former Katalyst staff members are currently managing more than 3000 team members in Bangladesh

Lessons learned related to partner selection Institutional anchoring is about people, time and timing You need the right people to open doors to partner institutions, to speak the right language and to understand the political economy of an institution The more time available for institutional anchoring, the more trust can be established and the deeper the changes possible Engage at the right time: opportunism and flexibility key

Lessons learned related to sustainability Uptake and sustainability is higher the better aligned experiences are to the core mandate of the anchoring partner Uptake and sustainability is much higher, if the anchoring partner is at the same time co-owner of the experience The broader the intervention portfolio with an anchoring partner, the higher the likelihood for sustainability

Different photo would be good… Recommendations

Recommendations (1) Engage early on (before the last phase) and allow for sufficient time to coach through change process Anchoring partners should be part of the generation of the initial experience, as it increases take up and sustainability Less partners, but more in-depth portfolio: invest into people within institutions

Recommendations (2) Anchoring partners which generate direct feedback loops into core portfolio should be part of any market development programme For anchoring partners with more indirect feedback loops, it may be worth designing seperate programmes with different internal skills sets, a broader intervention portfolio and a different resource frame Exit comes at entry: think of institutional anchoring right at the outset of programme design and take anchoring partners onto a joint learning journey

Contact: tim.gamper@gmail.com Thank You Contact: tim.gamper@gmail.com Katalyst Funded by the UK Government, SDC and Danida