Accelerating growth in fisheries in Faridpur, Bangladesh

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Accelerating growth in fisheries in
Faridpur,Bangladesh

• A market-led intervention package for service
  delivery and capacity development
• Harald Bekkers, Katalyst
• Value chains for broad-based development
• Berlin May 30-31 2007

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Road map

• A tour of the pond fish value chain in Faridpur,
  Bangladesh
• Different actors, inter-related issues
• Solutions and leverage/entry points
• Weaving a basket of interventions strategic
  coherence
• Weaving a basked of interventions opportunistic
  implementation
• Faces of pro-poor growth
• What worked, what did not, and the road ahead

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Actors and issues
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Solutions and leverage/entry points

• Tradition solutions
• Public brood bank
• - Quality good
• - Does not keep pace
• Public training
• - Too theoretical
• Direct training
• - Very limited outreach
• (very big or very small)
• - Low recollection
• - Limited in content

• Market-led solutions and entry points
• Trigger investment in private brood bank
• - Feasibility study private brood bank
• - Establish technical guidelines
• Entry point Association
• Linkage with advanced region
• - Develop list of good technicians
• Entry point Association
• Train nurseries as service provider
• - To create demand for better brood
• - To establish good business practice
• - Access to continuous practical advice
• Entry point Association
• Establish a physical fingerling market
• - To reinforce interaction N - F
• Entry point Association
• Train retailers on feed and medicine use
• - Access to continuous advice

Sector constraints Bad quality brood No private
brood bank Weak spawn No demand good
spawn Weak fingerlings Inappropriate use
inputs High mortality Slow fish growth Low
investment
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Strategic coherence
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Opportunistic implementation

• Be entrepreneurial identify opportunities and
  partners (leverage/entry points into the market
  system)
• Be flexible let the private sector determine the
  order of activities to trigger their incentive
• Be business-like ensure cost effective,
  sustainable processes instead of technical
  sophistication
• Be realistic start with low hanging fruit to
  build confidence and capacity as stepping stone
  for more
• Be business-like negotiate deals based on cost
  sharing, technical support where capacity is
  lacking
• Be patient move with the pace of the private
  sector, give the sector time to absorb change

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Mr. Zahid - Started nursery in 2002 - Govt.
training on pond preparation - Learned about
feed, fertilization, diseases - Learned about
value giving advice - Does trouble shooting in
village - Demonstration important for
convincing - New small farmer approach him to
start - Attracts also clients from outside now

Mr. Abul Jalil Meej commercial
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Mr. Abdul Hakim Sadar non-commercial

• Mr. Kumar
• - Fisherman
• - Hired for pond management work
• - Started 2005 1-2 times week
• - 2006 3-4 times week
• Earns BTK 100 day meal
• - Also add. employment in construction and other
  local spending

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Overall Impact (1)

• 1. Five private book banks established (fish not
  mature yet)
• 2. Market linkage for hatchery technicians
  providing info (list) not enough to instill trust
• 3. Nurseries give more information to farmers and
  hawkers
• Trained nurseries give more importance to giving
  advice, search more for advice, apply
  better techniques, invest more, have less
  mortality, have more clients
• Hawkers clients from trained nurseries give more
  importance to giving advice, search more
  information, have more clients, less mortality
• Farmer clients from trained nurseries apply
  better techniques, invest more, have less
  mortality, and show higher productivity increase.
  

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Overall impact (2)

• 4. Input retailers report substantially higher
  sales
• 5. The association
• Has growing and more varied membership base, has
  started to organize more activities, also without
  K support, and is perceived to be more relevant
• Has developed the capacity to handle
  increasingly complex processes (from a supporting
  in training programs to coordination between
  companies, consultants and members for training,
  demonstration, payments
• But is not yet a model association
  (transparent, democratic)
• 6. Poverty relevance
• Fish dynamics help reduce poverty in all
  categories of farmers
• Fish dynamics create employment opportunities
• 7. Overall K impact expected (9 interventions)

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Road ahead

• 1. Increasing pro-poorness, reaching deeper
• Introduction low-investment species
• Training of hawkers (who cater to smaller
  clientele)
• 2. Increasing sustainability, reaching higher
• Establishing relations sector sources of
  innovations
• 3. Increasing sustainability through association
• Package of staffing, procedures, challenge fund
  for next steps in the sector?
• 4. Scaling up work with more associations

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More information

• Website www.katalystbd.com
• Case studies, market briefs, intervention
  reports
• Email harald.bekkers_at_swisscontact-bd.org