1. 1 NETZ Partnership for Development and Justice A German based organisation exclusively working with bottom 20% people of Bangladesh since 1979 for establishing human dignity, and against hunger through partnership. Identity of NETZ Bangladesh The German Central Institute for Social Issues (“Deutsches Zentralinstitut f Ü r soziale Fragen”,DZI) has given the DZI seal-of-Approval to NETZ. This certifies the careful handling of the donations we receive.

2. 2 Working Area and Partner NGOs in Bangladesh Focus Geographical Areas: Monga-Area; Barind Tract. North of Dhaka Division

3. 3 Core Programmes:  Sustainable Livelihood  Primary Education Coverage around 20000 children from EP households  Human Rights Particularly women rights coverage 11 districts Programmes Focus of NETZ Other Programmes: ● Advocacy and networking in Bangladesh, Germany and Europe ● Volunteers Programme ● Emergency support including flood and cyclone shelters, relief, rehabilitation

4. 4 Phases in NETZ Livelihood model Phase-1: Economic and social empowerment for 3/4 years Phase-2: Consolidation of economic and social empowerment for 3 years Phase-3: Sustainability and continuation by local system

5. 5 1.3 improved meals a day for > 9 months a year 2. At least one regular source of income (> BDT 800 per capita per month on an average) 3. Savings worth > BDT 500 and productive assets (maintaining and raise of value) 4. Use hygienic latrines and safe water 5. All school-aged children enrolled in school 6. Access to existing development services & Know coping mechanism & act during the disaster period Graduation Indicators for Phase 1

6. Graduation Plan for Phase-1

7. 7 E FFECTIVENESS OF THE AMADER P ROJECT IN PHASE -I The model is the result of the Evolution of NETZ Livelihood Programme from 2001-2008 in Chuadanga, Netrakona, Joypurhat, Gaibandha and Rangpur with extreme 42000 poor benficiaries.

8. 8 Goal: Over 26,000 people (50% female) have lifted themselves out of extreme poverty by the end of project period. Purpose : Extreme poor women (= direct beneficiaries) and their households have improved their livelihoods Output 1: 9,000 extreme poor households gain productive assets and skills for productive employment Output 2: Vulnerability and risk of loss of productive assets significantly reduced and assistance in the case distress assured. Output 3: Groups for extreme poor women established and functional at village level and are integrated in Union level organisations. Output 4: Experiences of the project are made available to development actors and policy makers in Bangladesh. About AMADER Project

9. 9 9 Project General Information Duration: 03 years, Started in 01 May, 2009 Coverage:4 District, 16 Upazilas, 98 Unions 830 villages Target BHHs :9000 EP HHs (3000 in yr-1 and 6000 in yr-2) PNGOs &location: Ashrai in Naogaon, Polli Sree in Dinajpur, Sachetan in Chapai Nawabgonj and Rajshahi Budget:BDT 289,753,956 (52% direct to BHHs) Graduation Plan: Phase-I requires 3 years of support. After Phase I, a consolidation phase of another 3 years is required.

10. 10 Extreme poor HHs, Preference for adivasis, female-headed HHs, disabled and the elderly, Specific selection criteria are as follows:  per capita income of less than BDT 18 per day (50% less than BDT 15 per day)  asset less or have assets worth less than BDT 3,000  own no cultivable land and a maximum of 2 decimal homesteads  eat a maximum twice a day for more than 9 months a year with low quality and quantity  no access to conventional MFIs (not credit-worthy unless specifically targeted) Who are the project beneficiaries

11. 11 Preference is given to the poorest in the areas. Special care is taken to avoid mis-targeting and influence of elites in the selection process. Selection Process

12. 12 1. Baseline study/prepare HH profile 2. Group formation and skill base training 3.Asset transfer/IGAs (continue---) 4.Strengthening group and establish linkage 5.Formation and Strengthening of federation and gradual handover Major activities

13. 13 Process of IGAs selection and transfer Prepare Family Development Plan IGA Business Plan Analysis feasibility with group members Asset Purchase by Purchase Committee in presence of respective beneficiary

14. 14 What are the Major IGAs Main IGAs for long or medium term income cattle rearing crop production Van/Rickshaw pulling Sub IGAs for short term/quick income Goat, sheep, pig rearing Duck, hen rearing Homestead gardening Small business.

15. 15 NAME In No.No. of BHHs Cattle8800 Sheep33352884 Goat51104682 Hog415365 Hen148425137 Duck271775605 Van232 Swing machine66 Homestead garden 9000 BHHs seasonal seeds and seedlings Land lease3274 dcml.934 Handicraft8 BHHs Small business140 BHHs IGAs at a Glance

16. 16 Benefit from sub IGAs No. of BHHsNo. of Egg produced Value (TK. 8/egg)Total invest (TK) 6615 203006 1624048 3558642 Calculation/BHH Return/BHH: TK. 245 Invest/BHH: TK. 537 Potentiality of Duck and Hen Data source: MIS report and production record March’12 # Capital is continuing with increasing trend. # 40% of the production consumed that contributing

17. 17 Benefit from sub IGAs No. of BHHsVegetable produced (KG) Value (TK. 15/KG)Total invest (TK) 4694 493037 7405545211471 Calculation/BHH Return/BHH: TK. 1578 Invest/BHH: TK. 45 Potentiality of unused homestead Data source: MIS report and production record March’12 # 57% of the production consumed that contributing

18. 18 NameTransferred Death+miss ing Cattle 8800238 Sheep 3335519 Duck 271775352 Goat 5110619 Pig 41566 Hen 148422433 Mortality status in December 2011

19. 19 Change on Yr. 1 BHHs after 14 months

20. 20 Change on Yr. 1 BHHs after 14 months

21. 21 Change on Yr. 1 BHHs after 14 months

22. 22 Change on Yr. 1 BHHs after 14 months

23. 23 Change on Yr. 1 BHHs after 14 months

24. Asset value in Yr.1 BHHs Average value of productive assets at baseline:BDT 383 (737 BHHs) Average value of productive assets at present (Nov. 11):BDT 39,636

25. 25  Having scattered location and long distance the vehicle bicycle for front line staff resulting investing of much more time in travel to HHs location  Social Empowerment process need more time : BHHs are just started to gain confidence; improve economic capacity; stopping of advance labour selling.  Market education and Linkages: IGAs are diversifying.  91% of the BHHs live on khas land or others land without having legal documents. The possession of valid documents for khas land is necessary but difficult.  Institutional sustainability is an essential to sustain the achievement: Groups & federation are in nascent stage.  The gradual handover of responsibilities: from project to the BHHs.  Continuation and access addiction (chuani/haira) Challenges

26. 26 75% Adivasi HHs preferred “rearing livestock” as major IGA. They turned to crop land agriculture on and after 2 nd round investment Bull around 50 Kg. is suitable for fattening and 85-90 kg is making optimum profit considering the context of adivasis and old aged (habitat, management, etc.). Rearing Milking cow is not suitable for extreme poor adivasis. Lessons Learned

27. 27 ‘Community Validation’ a unique way to sensitize community people towards extreme poor. For buying and selling livestock, staff presence in the market avoid trap of broker and make the IGA profitable Visiting the previous livelihood projects of NETZ and interaction with the BHHs gave a broader understanding about the project to the new staff. Access to Govt. safety nets reduce vulnerability (advance and force labour sell, force sell of productive assets, money lenders trap--) Alternative support mechanism is yielding better result for old aged and person with disability. 27 Lessons Learned (cntd.)

35. THANKS