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NETZ Partnership for Development and Justice

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 . . Identity of NETZ Bangladesh. NETZ Partnership for Development and Justice

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NETZ Partnership for Development and Justice

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  1. The German Central Institute for Social Issues (“Deutsches Zentralinstitut fÜr soziale Fragen”,DZI) has given the DZI seal-of-Approval to NETZ. This certifies the careful handling of the donations we receive. Identity of NETZ Bangladesh 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. 1

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

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

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

  5. Graduation Indicators for Phase 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

  6. Graduation Plan for Phase-1

  7. Effectiveness of the AMADER Project in phase-I The model is the result of the Evolution of NETZ Livelihood Programme from 2001-2008 in Chuadanga, Netrakona, Joypurhat, Gaibandha and Rangpur with extreme 42000 poor benficiaries. 7

  8. About AMADER Project 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. 8

  9. 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, PolliSree in Dinajpur, Sachetan in ChapaiNawabgonj 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. Project General Information 9

  10. Who are the project beneficiaries 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)

  11. Selection Process 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.

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

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

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

  15. IGAs at a Glance

  16. Benefit from sub IGAs Potentiality of Duck and Hen # Capital is continuing with increasing trend. # 40% of the production consumed that contributing Data source: MIS report and production record March’12 16

  17. Benefit from sub IGAs Potentiality of unused homestead # 57% of the production consumed that contributing Data source: MIS report and production record March’12 17

  18. Mortality status in December 2011

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

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

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

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

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

  24. Asset value in Yr.1 BHHs

  25. Challenges • 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)

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

  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. Lessons Learned (cntd.) 27

  28. THANKS

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