Samriddhi

GOOD PRACTICES IN ENHANCING RURAL PROSPERITY THROUGH EMPLOYMENT AND INCOME IN BANGLADESH
The project is located in Rajshahi and Rangpur Divisions and Sunamganj District of Bangladesh.

Samriddhi is based on the impact logic that, (i) if public and private services for business development are available, poor people are empowered and capacitated to access these services and that (ii) if an enabling environment for pro-poor economic growth exists, then poor people can generate additional income and overcome their poverty situation in a sustainable manner.

Goal

The goal of Samriddhi is to contribute to sustainable well-being and resilience of poor and extreme poor households of Rajshahi and Rangpur Divisions and Sunamganj District through economic empowerment.

Objectives

  • Strengthening the competitiveness of rural products, value addition at producers' level and the improvement of value chain performance through market systems development.
  • Enhancing the capacity of rural producers' groups or Micro and Small Enterprises (MSE) in business management and in the acquisition of financial capital.
  • Strengthening local service provision through the capacity building of Local Service Providers (LSP) and their associations, the Service Providers' Associations (SPA) through collaboration with government line agencies and private sector enterprises.

Samriddhi Intervention Area

Samriddhi works in 17 Districts in Bangladesh. Of them 8 districts in Rajshahi division, 8 districts in Rangpur division and Sunamganj District of Sylhet Division. The project increases its outreach through horizontal and vertical scaling up of good practices.
Samriddhi working area map Samriddhi working area map

MAIN ACTIVITIES

  • Facilitate value chain development for sustainable and inclusive market systems based on principles of innovation, competitiveness, sustainability, inclusiveness, and knowledge management and learning. Facilitate the capacity development of market actors such as Local Service Providers (LSP) and their association the the Service Provider Association (SPA) for enhancing producers/producers group (MSE) to access to better markets and services.
  • Enhance better  service provision through LSP and  their associations, and the establishment of collaboration with public and private entities.
  • Support the business management capacities of MSE to scale up their business.
  • Strengthen the capacity and participation of women in production and service provision as well as decision-making processes to address gender  inequality.
  • Facilitate awareness building and strategic relationships with different stakeholders in order to increase synergies and strengthen the learning process, thereby improving the enabling environment under which key market actors function.
Impact logic of Samriddhi’s intervention Impact logic of Samriddhi’s intervention

Approach in facilitating market system changes

Samriddhi follows the Making Markets Work for the Poor (M4P) approach. Based on systemic actions, the project seeks to bring about sustainable changes and large-scale impacts. It identifies systemic constraints of markets and addresses them through aligning market functions and actors according to their incentives and capacities.

The facilitation of value chains in livestock, crops, fisheries and crafts has brought about growing market system changes to address core constraints in the market systems. Small-scale farmers and marginal producers depend on these value chains for selling their produce &  labour, and buying inputs and services. Samriddhi engages more than 100 private companies and local entrepreneurs, line agencies and more than  3,200 professional LSP.

The outreach of the project has expanded to  close to one  million households. Functional linkages are established with buyers/traders, input suppliers and processors through effective and efficient private local service provision mainly spearheaded by LSP and SPA. Most targets of the project are likely to be achieved during the remaining period.

A number of value chains showed improved process, product and functional upgrading as a result of better horizontal and vertical coordination in input and output markets. More and more producers have adopted new and improved skills, practices and technologies, contributing to enhanced production and productivity. The size of the market has expanded due to the growing active role of large and small-scale private companies. Line agencies are proactive in supporting market actors, and especially LSP and SPA, as a result of their “complementary” role to government extension services.

Most local enterprises, including producers’ groups, are thriving and growing. Before-after comparison of the economic situation of the target groups revealed significant progress. Improved market linkages induced more sales of products. Volume and quality of products brought better prices. This is the result of expanding market infrastructure (collection and production centres), trade fairs at the district levels for output market linkages and involvement of more local traders and role of LSP as commodity agents.

MAIN ACHIEVEMENTS BY DECEMBER 2013

  • 9 Value Chains in agriculture, livestock, fisheries and crafts in which market systems changes are being facilitated.
  •  5,200 producers’ groups or MSE along 9 value chains improve their entrepreneurial capacities and engage more than 182,000 producers in the markets.
  •  300  MSE Networks bring 1,307 MSE together and strengthen their position in the market.
  •  3,200 LSP provide services to close to one  million producers. More than 22% of LSP are women LSP.
  • 63 SPA support the capacity development of member LSP through functional linkages and agreements with private sector enterprises and public sector agencies.
  • 100+ private companies and local entrepreneurs are actively engaged with the producers through business agreements, along with numerous local traders and input providers.

Samriddhi (“Prosperity” in Bangla)

  • Location: North-West & North-East Bangladesh
  • Funded by Swiss Agency for Development and Cooperation (SDC) and implemented by HELVETAS Swiss Intercooperation Bangladesh
  • Goal: To contribute to sustainable well-being and resilience of poor and extreme poor households through economic empowerment
  • Focus: market systems development through farm and non-farm value chains and rural service provision system; emphasis on private sector driven market systems
  • Outreach: Close to one million producers; more than  3200 Local Service Providers (LSP) and 100+ large private companies and local entrepreneurs.

Partners and Stakeholders

Service Providers' Associations (SPA): build the technical and business management capacities of producers and producers’ groups or MSE through their member LSP

Private companies and local entrepreneurs: are important partners of the project for sustainable market development, particularly in value chain development

Public institutions and agencies: remain partners of the project, particularly with regard to extension services and capacity building of SPA as well as key players in creating an enabling environment

Donor: Swiss Agency for Development and Cooperation (SDC)

Samriddhi Barta

Quarterly Newsletter SHEKOR (Bangla)


Shamriddhi Audit Reports