final baseline survey report on imitation gold jewellery-pace, pksf, bangladesh_30112016
TRANSCRIPT
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November 30, 2016
THE BASELINE SURVEY REPORT
ON
Value Chain Development, under PACE project
Increase Income and Wage Employment through
Imitation Gold Jewelry Production and Marketing
SNF, PKSF
S. M. Mainul Islam (Freelance Consultant)
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Printed & certified from Freelance Consultant service 003
By
Author
S. M. Mainul Islam
Freelance Consultant
Email: [email protected]
ABBREVIATIONS AND ACRONYMS
mailto:[email protected]
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ADB Asian Development Bank
Amon Main rice crop grown during the rainy season
Aus Early rice crop grown during the early part of the rainy season
BBS Bangladesh Bureau of Statistics
CBO Community Based Organization
CBO Community Based Organization
FY Financial year
FEDEC Finance for Enterprise Development and Employment Creation
GoB Government of Bangladesh
GJUS Grameen Jano Unnayan Sangstha
HH Household
Haat A Bangladeshi word for a rural market or bazaar, which assembles everyday with small
number of buyers/sellers but meets twice a week in a large-scale where buyers/sellers from
wider areas converge to do business.
IFAD International Fund for Agricultural Development
IGJ Imitation Gold Jewelry
INGO International Non-Governmental Organization
Kharif summer cropping season
M&E Monitoring and Evaluation
MFI Microfinance Institution
MoU Memorandum of Understanding
NGO Non-Governmental Organization
PACE Promoting Agricultural Commercialization and Enterprises
PO Partner Organization (of PKSF)
PKSF Palli Karma-Sahayak Foundation (Government established apex development agency for
MSME Micro, Small and Medium Enterprise)
Rabi winter cropping season
SNF Shishu Niloy Foundation
UP Union Parishad
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USAID United States Agency for International Development
Upazila Sub-district
VC Value Chain
VCD Value Chain Development
VCA Value Chain Analysis
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ACKNOWLEDGMENTS
This document is the report of a baseline study on Value Chain Development under PACE
project Increase Income and Wage Employment through Imitation Gold Jewellery
Production and Marketing in Mohespur Upazila of Jhinaidah District under Khulna Division.
The author is grateful to project staff members of SNF, enumerators, Artisans, traders, retailers
and other stakeholders for their participation during the course of this baseline study. The
contribution of their charitable time and valuable information to baseline survey teams is highly
appreciated. The author is also very much grateful to Mr. Sheik Shariful Islam and Dr. Ashis
Kumar Das for providing their technical and critical inputs, reviews and logistic supports at
various stages of this assignment.
I would like to express special thanks to Executive Director, Nasima Begum, Director (MFP) Mr.
Md. Jahangir Alam, and Deputy Director (MFP) Mr. Emanul Hossain, for their valuable
comments on the questionnaires and other survey instruments. A new idea added in the survey
questionnaire to fulfill the logframe requirement which is advised by the Executive Director,
SNF. SNF also provided the best facilities, a friendly environment and freedom to work for
which they deserve appreciation.
Finally, I would like to acknowledge with immense thanks to PKSF for the entire support and
appreciate the purposeful committed works of all PKSF personnels.
While many of the contribution from several peoples to this report, any errors or omissions are
the sole responsibility of the author thyself and however, errors of fact or interpretations
exclusively go with the Freelance Consultant, S. M. Mainul Islam, B. Sc. Ag (honors) and MS
(Food & Nutrition), email: ([email protected]).
mailto:[email protected]
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SUMMARY OF INDEX
A. Introduction 01
B. Methodology 04
C. PACE Project 08
D. Results and Findings 15
E. Observations 18
F. Analysis 20
G. CBA of Imitation Gold Jewellery 31
H. VCA of Imitation Gold Jewellery 32
I. Recommendation 39
J. Bibliography 42
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LIST OF TABLES
Table (A.1): Areas and number of targeted beneficiaries
Table (B.1): Sample Distribution by Upazila
Table (C.1): Vulnerability profile of targeted beneficiaries for livelihoods support
Table (C.2): Logical Framework for Promoting Agricultural Commercialization and
Enterprises (PACE) Project
Table (D.1): A snapshot on field findings (benchmark) against Performance Indicators
Table (F.1): Union wise status of respondents on their sex
Table (F.2): Union wise HH head
Table (E.3): Relationship of HH head
Table (F.4): Main occupation of beneficiaries
Table (F.5): Status of Resources (without land) per HHs
Table (F.6): HH member status
Table (F.7): HH production status of IGJ
Table (F.8): Income status of IGJ participants
Table (F.9): Inputs purchase status of IGJs area
Table (F.10): Sources of Input Market Information
Table (F.11): Sources of Output Market Information
Table (F.12): Problems in raw materials purchase
Table (F.13) Problems in product sales
Table (F.14): Price variation last 3 years
Table (G.1): Cost benefits analysis of Imitation Gold jewelry per Haat day
Table (H.1): Producer base, annual sales of raw product traders and finished
Table (H.2): Summary of IGJ market at Mohespur
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LIST OF FIGURES
Fig: (1) Comparison between male and female headed HHs
Fig: (2) Main Occupations
Fig: (3) HHs labor status
Fig: (4) Comparison among annual income, cost and savings
Fig: (5) Customers consideration categorized by earning ability
Fig: (6) Price rate year to year decreases
Fig: (7) Imitation Gold Jewelry (IGJ) Value chain map
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LIST OF ANNEXES
Annex 01 ToR of baseline survey
Annex 02 CV of Team Leader
Annex 03 Questionnaire for Artisans data collection
Annex 04 Questionnaire for Input market actors
Annex 05 Questionnaire for Output market actors
Annex 06 Imitation Gold Jewelry (IGJ) cost benefit analysis form
Annex 07 PPI score card for farmers
Annex 08 Baseline survey timeline
Annex 09 Baseline survey work plan
Annex 10 Baseline survey schedule
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1 | P a g e
A. INTRODUCTION
A.1.Background
PKSF launched Promoting Agricultural Commercialization and Enterprises (PACE) project in
January 2015. The project is jointly financed by PKSF and International Fund for Agricultural
Development. The Financing Agreement of the project was signed between the Peoples
Republic of Bangladesh and International Fund for Agricultural Development (IFAD) on 11
December 2014. Subsequently, PKSF signed Subsidiary Loan and Grant Agreement (SLGA) with
the Ministry of Finance, Government of Bangladesh on 18 January 2015 to implement the
project.
Prior to the PACE Project, PKSF implemented three other IFAD funded projects, these are; i)
Microfinance and Technical Supports (MFTS) Project, ii) Microfinance for Marginal and Small
Farmers (MFMSF) Project and iii) Finance for Enterprise Development and Employment
Creation (FEDEC)Project. All three projects were implemented very successfully and contributed
significantly in poverty reduction and employment generation. The Promoting Agricultural
Commercialization and Enterprises (PACE) Project is designed on the basis of the experience
and learning of the above-mentioned three projects to expedite further the process of poverty
reduction by promoting microenterprises in the country. The project will be implemented in 6
years from 2015 to 2020.
The project goal is to enhance livelihoods (higher income from self-employment, business profit
and wage employment, and food security) of the moderate and extreme poors (men and
women) in a sustainable manner. The development objectives are to increase sales and
incomes from existing and new microenterprises and to create new wage employment
opportunities for extreme and moderate poor people.
PACE project is being implemented all over Bangladesh through the countrywide network of
Partner Organizations (POs) of PKSF. The PACE Project also adopted the strategy of combining
financial and non-financial services to expedite the process of poverty reduction.
Shishu Niloy Foundation (SNF) one PO of PKSF, has been implementing the PACE project in
Southern Jhinaidah districts of Bangladesh on Non-agriculture sector Imitation Gold Jewelry
since August 2016. The project duration is three years. The targeted population and project
areas are given below
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Fig: Jhinaidah District Table (A.1): Area and number of targeted beneficiaries
District Upazilla Union No. Of Beneficiaries
Jhinaidah Mohespur Azampur, Fathepur,
Mandarbaria and Mohespur 600.00
Total 01 04 600.00
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The baseline study is the current situation analysis of Non-Agriculture Sector (IGJs) of the
Jhainadah district in selected one Upazila Mohespur, considering the logframe of the PACE
project implemented by SNF. The benchmark information collected through this survey will be
used to measure the changes of socio- economic conditions of the project participants at both
middle and end period of the Project.
A.2. Objective(s) of the study
The objective of this study is to collect baseline information of Non-Agriculture (Imitation Gold
Jewelry (IGJ) sector of the PACE project implemented by SNF. Ultimate aim of the study is to
make an evidence for future to compare the result of the interventions/activities with this
study. The general objective of the baseline study is to determine the data collection through
logframe expected indicators for outcomes, objectives & goal and basic information of
Imitation Gold Jewelry (IGJ) production & processing technology with market systems in the
respective project area. The specific objective are-
Identify and describe the Imitation Gold Jewelry (Non-Agriculture sector) production
systems, cost, productivity and constraints & opportunities of raw materials, production,
processing, trading, retailing & consumption/uses;
Identify the potential opportunities for growth in the domestic as well as overseas markets;
Identify the status of current production process and technology of production used and
possible options available; and
Identify the value chain actors with link and income of micro-enterprises.
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B. METHODOLOGY
The baselines study on PACE project Increase income and wage employment through
Imitation Gold Jewelry production and marketing" in value chain development, PACE project is
implemented by SNF, and funded by PKSF. In accordance with the project design, methodology
for the baseline survey is selected by the consultant who will considers application of both
conventional (quantitative) and participatory (qualitative) methods. Quantitative part included
the questionnaire survey on the beneficiaries or Imitation Gold Jewellers (IGJs)/ entrepreneurs.
The project programmatically integrates to a large extend to integrate with a number of sub-
sectors: Inputs, products, production & outputs market actors etc. Besides, few FGDs (Focus
Group Discussions), IDI (In-Depth Interview) and KII (Key Informants Interview) were conducted
with representative market actors (a. raw imitation gold supplier and input retailers, b. local
traders/ foria/ agents, and c. local stores/ processors, to investigate the qualitative aspects of
particular problems (price, market size, problems, opportunities etc.) as well as to meet study
objectives.
B.1. Sampling
The following formula will apply in determining sample size for the sample survey only. The
probability sampling considering the finite correction factors where, N (i.e. population size) is
fixed i.e. 600 (IGJs)
(z)2 * p q * N
nI = -----------------------------------
(e)2 *(N-1) + z2 * p * q
When,
p= 0.5
q= 1-0.5= 0.5
z= 1.96 at 95% level of significance
N= Initial sample size/populations
e= error of margin= 5%
n1= sample size after considering the finite correction factor
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According to the formula, among 600 populations/ beneficiaries, the sample size is 235. The
sample size applicable based on 600 as the membership will 246 (including additional sample
individuals 05 percent added for sampling error).
Field survey interviews conduct based on the record of membership in the hard copy of
participants sheet that maintained with the group list. The TOR indicated a membership of 600
households. The qualitative information and some basics on the IGJ market are collected with
consideration of the IGJ community.
Fig: Field dada collection
B.2. Sample Identification Technique
A systematic sample identification technique is applied in the sample survey. It would be found
that the IGJ members list could be the basis for sample individual identification. A sample was
identified from the list with a calculated interval. For instance, the required sample population
was 246.00. Therefore, the interval was calculated as 600 246 = 2.43 that means per group
minimum 10 members. Therefore, we have followed systemic sampling and we collected the 1st
person randomly from Upazila data or group list consider with every two or three person
intervals in the list was identified for sample survey. However, because of irregular group size
adjustments will make to accommodate target sample size of 246. However, the sample
individuals reached to 246 entrepreneurs individuals will statistically adequate for the reduction
in population because of the confusion.
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The sample size for qualitative sample was decided on the basis of availability of the
respondents and their number in the entire value chain of the respective surveyed area of
Moheshpur Upazila under Jhinaidah District.
Table (B.1): Sample Distribution by Upazila and entrepreneurs category
Upazila Total # of
Population
Total Sample
#
Ultra poor (17%)
Poor (33%)
Marginal (50%)
# of KII
# of FGD
# of IDI
Moheshpur
600 246 41 81
123
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Finally, the data input and analysis part conducted through MS Access and SPSS and reported to
the organization.
B.3. Approach of survey
Phase 1: Literature review & questionnaire developed
Phase 2: Value chain with market systems facilitation and data collection orientation for
enumerators and SNF field staffs.
Phase 3: Data collection, Consultations/field visits, FGD, KII & IDI were conducted with:
Artisans
Input suppliers Distributors
Market traders/collectors
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Small, medium and large scale finished product traders.
Distributors
Equipment, financial and input service providers
Government institutions
NGOs
Phase 4: Data entry and analysis
Phase 5: Compilation of report and observations
B.4. Limitations
The sample size is bulky, resulting the time and finance budgeted for the survey is found
inadequate and extra days and staffs had to be recruited.
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C. PACE PROJECT IMPLEMENTATION APPROACH
The PACE project will adopt a comprehensive approach of combining microenterprise finance
and non-financial services through adopting the value chain development methodology. One of
the main drivers will be developing sustainable services by developing local commercial service
providers as appropriate. In addition, PACE will have specialized technical assistance to resolve
technological challenges by engaging specialized agencies and individual experts. In some
instances, proven technologies will be disseminated as part of value chain development and
standalone technologies for microenterprises. Sector specific policy constraints will be
identified analyzed and addressed with appropriate authorities for introducing pro-poor
policies through---
C.1. Microenterprise finance
The financial service component (component 1) will follow the well-established system of
microcredit lending through groups formed by the RRF. The project rings additional resources
to expand the capital base for the PKSF microenterprise lending window. PKSF/SNF will
continue to finance its existing base of about 10000 microenterprises as per their loan demand.
The lending terms and conditions will be regularly being revised by PKSF and SNF as per
demand and based on their routine practice. If new loan products piloted under PACE are
successful, PKSF is expected to mainstream them. This has happened previously in cases of
agricultural and seasonal or product based loan.
C.2. Value chain finance
PKSF/PO has financed almost all participants in value chains as per their needs and sizes:
microenterprises received loans from ME (Microenterprise) loan window, poorer borrowers
received from Rural Microcredit (RMC) window and the ultra-poor participants from Ultra-poor
window. This policy is being continued as long as value chain participants are group members of
POs or willing to join microcredit programs of POs. Aside from producers, input sellers and
traders as well as; service providers are micro-entrepreneurs who also may need finance. PKSF
through its POs is going to provide loans to these groups of actors in a value chain. POs have
the capacity of to enlisting new borrowers, if some of the actors are not already receiving loans
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from PO. This approach will ensure the main strategy on combining financial and non-financial
services.
C.3. Value chain development
The project also follows the value chain development methodology to engage micro
entrepreneurs and other poor producers to mainstream with markets and enable them to fully
benefit from market opportunities and technologies and receive support services from private
and government sources. All value chain sub-projects are designed with strong emphasis on
sustainability of services facilitated by POs. PACE emphasizes on engaging mainstream private
businesses to develop contract farming (commodity production), contract agro-processing and
subcontracting system in off-farm as means of solving access to market problems for
microenterprises. In principle, PKSF and POs is doing the role of a facilitator of non-financial
services which are not competing with existing service providers of the sectors.
C.4. Gender issues
The project will supports poor women by offering skills trainings, access to financial services
and value chain development activities. As of December 2013, 66.92% of ME loans of PKSF
were disbursed to women borrowers, and the overall proportion of women borrowers in its
microfinance operations was 89.13%. Under the FEDEC project about 60% beneficiaries were
women who received training and technical services in the 42 value chain development
subprojects. The emphasis on women in financial services is expected to continue in PACE.
Similarly, the PACE project also encourage participation of poor women in value chain
development activities. The selection process of value chains will includes activities that have a
higher rate of womens participation and will addresses gender based constraints that women
are facing. The project ensures that all value chain and enterprise development trainings for
PKSF and PO staffs will include topics on creating enabling environments for womens
participation. The monitoring and evaluation system also generates gender (men and women)
and household poverty (non-poor, poor, and very poor) wise segregated data.
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Table (C.1): Vulnerability profile of targeted beneficiaries for livelihoods support
Indicators Ultra-Poor/Most
Vulnerable Poor/Vulnerable
Smallholder Farmer/
On the Edge
Main occupation Agricultural day labor Any day labor
(skilled or
unskilled)
Small farming and/or
business
Alternative livelihood
options
Have No option Limited
homestead
farming
Small farming and/or
business
Land Size (decimals) -
applicable
4 months In between 3 to 4
months
3 or less months
Social status Widow/Female headed
households and
members with
disability existed
Member of an
ethnic group
N/A
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Table (C.2): Logical Framework for Promoting Agricultural Commercialization and Enterprises
(PACE) Project
Design Summary/
Description
Performance Targets and
Indicators
Monitoring
Mechanism &
Information Sources
Risk/Assumptions
Project Goal
Enhance livelihoods
and Increase income
through Imitation
Gold Jewelry
production and
marketing.
o 60% households
reporting
improvements in
household asset
ownership index
o 50% increase in
income of 70%
entrepreneur.
o Baseline impact
surveys report of
households
o Midterm and
o End evaluation
report completion
Qualitative
assessment of
participating HHs
and quantitative
assessment
(profitability
analysis) of
microenterprises
o Economy maintains
or increases growth
rates
o Terms of trade for
rural communities
shall not deteriorate
o Price inflation for
staple food (rice)
remains below 10%.
o Rural and peri-urban
infrastructure
improves
o Prolonged political
unrest does not
hinder business and
other economic
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Design Summary/
Description
Performance Targets and
Indicators
Monitoring
Mechanism &
Information Sources
Risk/Assumptions
activities
Development
objective
o Improve
Opportunities &
favorable
environment of
microenterprise
o Create new wage
employment
opportunities for
extreme and
moderate poor
people
o Improve product
quality and
market growth.
o 70% IGJs/
microenterprises have
increased combined
sales by 50% after
receiving project
credit and technical
support
o 50% microenterprises
have increase income.
o 100 numbers of
people new wage
employment positions
created through IGJs
production and
marketing activities.
o PACE project
annual
assessment report
o Midterm and End
evaluation report.
o IFAD yearly impact
assessment
report.
o Government
maintains pro-small
business policies (Tax,
Vat, import & export
policy etc)
o Government
continues to support
microfinance
programs and NGO
activities.
o Prolonged political
unrest does not
adversely affects
business and
economic growth.
Outcome :
Sustainable inclusion
of moderate poor &
extreme poor MEs in
Imitation Gold
Jewelry production
and marketing to up-
o BDT 50,000000.00
increase in cumulative
sales of IGJ through
participating in value
chain activities
o Continuation 200 No.
of microenterprises
o Impact
assessment of
value chains
activities
o Project reports
and MIS impact
assessment
o PKSF and POs remain
committed to
facilitating non-
financial services
along with providing
financial services
program to MEs
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Design Summary/
Description
Performance Targets and
Indicators
Monitoring
Mechanism &
Information Sources
Risk/Assumptions
scale business,
production
technologies and
enhance access to
markets.
operating business 03
years after the
support received from
the PACE project.
o Case studies
o IFAD report
o Mid & End
evaluation report
o PKSF and POs
successfully establish
collaborative business
arrangements
between MEs and
mainstream
businesses.
o No major external
shocks such as
disease
o Private companies
collect product from
MSMEs and agree
partnership with
selected value chain.
o PKSF have enough
employee
Outputs:
o MEs and Non-
agriculture
sectors
sustainably
included in value
chains in
i. Imitation Gold Jewelry
VC development
activities
implementation
through work with 5
Non-Agriculture
subsectors (eg. Input
o Impact
assessment of
value chains
activities
o Project reports
and MIS impact
assessment
o PKSF establishes
separate non-
financial services
division with
competent human
resources
o PKSF enhances
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Design Summary/
Description
Performance Targets and
Indicators
Monitoring
Mechanism &
Information Sources
Risk/Assumptions
extreme and
moderate poor
people project
area.
retailers, Producers,
Traders, Retailers,
Exporters & Service
provider.
ii. 100 IGJs linked with
large buyer/traders as
IGJs supplier.
iii. 20% Imitation Gold
Jewelers produced
new product finger
ring, bracelet &
necklace.
iv. 70% IGJs produced
quality full product.
v. 50% IGJs introduced
new design and
capable to produced
new product.
o Case studies
o IFAD report
o Mid & End
evaluation report
overall capacity to
manage value chain
projects, supervise
POs in these areas
o PKSF recruits
adequate officers
o POs establishes
separate non-
financial services
units and enhances
capacity to manage
value chain projects
o Facilitation of non-
financial services
become mainstream
services of Pos
o Private business
companies are
interested in sourcing
products from
microenterprises and
willing to engage in
partnership in the
IGJs value chains
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D. RESULTS AND FINDINGS
Table (D.1): A snapshot on field findings (benchmark) against Performance Indicators
Design Summary/
Description
Performance Targets
and Indicators
Monitoring
Mechanism &
Information Sources
Baseline Information
Project Goal
Enhance
livelihoods and
Increase income
through Imitation
Gold Jewelry
production and
marketing.
o 60% households
reporting
improvements in
household asset
ownership index
o 50% increase in
income of 70%
entrepreneur.
o Baseline impact
surveys report of
households
o Midterm and
End evaluation
report
completion
Qualitative
assessment of
participating
HHs and
quantitative
assessment
(profitability
analysis) of
microenterprises
o At least average
56% of targeted
HHs owned Tube-
well, Bicycle, TV,
Mobile and
Gold/IGJ but
aalmost all HHs
have mobile
(cellular phone) and
gold as ornaments.
o Average value of
assets owned by
targeted HHs is BDT
27535.00
o Average HHs
income is BDT
79,170 per annum
from IGJ production
only.
o Average total HHs
income is BDT
83,382 per annum.
Development
objective
o Improve
Opportunities
& favorable
o 70% IGJs/
microenterprises
have increased
combined sales by
50% after receiving
o PACE project
annual
assessment
report
o Midterm and
o Average pair of
earring sales per
annum is 12,757.
o Have no bulk
buying and selling.
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Design Summary/
Description
Performance Targets
and Indicators
Monitoring
Mechanism &
Information Sources
Baseline Information
environment of
microenterpris
es,
o Create new
wage
employment
opportunities
for extreme
and moderate
poor people
o Improve
product quality
and market
growth.
project credit and
technical support
o 50%
microenterprises
have increase
income.
o 100 numbers of
people new wage
employment
positions created
through IGJs
production and
marketing activities.
End evaluation
report.
o IFAD yearly
impact
assessment
report.
o Have not got any
technical support.
o Only HH members
are involved in
producing IGJ.
o No paid labor
involved.
Outcome :
Sustainable
inclusion of
moderate poor &
extreme poor MEs
in Imitation Gold
Jewelry production
and marketing to
up-scale business,
production
technologies and
o BDT 50,000000.00
increase in
cumulative sales of
IGJ through
participating in
value chain
activities
o Continuation 200
No. of
microenterprises
operating business
o Impact
assessment of
value chains
activities
o Project reports
and MIS impact
assessment
o Case studies
o IFAD report
o Mid & End
evaluation
o Total number of
HHs are involved
with the business is
1800.
o 100% women adult
family members are
engaged with the
IGJ production.
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Design Summary/
Description
Performance Targets
and Indicators
Monitoring
Mechanism &
Information Sources
Baseline Information
enhance access to
markets.
03 years after the
support received
from the PACE
project.
report
Outputs:
o MEs and Non-
agriculture
sectors
sustainably
included in
value chains in
extreme and
moderate poor
people project
areas.
vi. Imitation Gold
Jewelry VC
development
activities
implementation
through work with 5
Non-Agriculture
subsectors (eg. Input
retailers, Producers,
Traders, Retailers,
Exporters & Service
provider.
vii. 100 IGJs linked with
large buyer/traders
as IGJs supplier.
viii. 20% Imitation Gold
Jewelers produced
new product hand
ring, necklace &
ring.
ix. 70% IGJs produced
quality full product.
o Impact
assessment of
value chains
activities
o Project reports
and MIS impact
assessment
o Case studies
o IFAD report
o Mid & End
evaluation
report
o Total number of
raw input retailers
is 18 (local 11,
Upazila level 7)
o Total number of
raw product buyer
11
o Total number of
finished product
seller is 8
o No large buyer is
found
o Only earring is
produced by the
producers
o Only 54%
customers like their
products, as
producers said.
o No producers have
supported by any
designers
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Design Summary/
Description
Performance Targets
and Indicators
Monitoring
Mechanism &
Information Sources
Baseline Information
x. 50% IGJs introduced
new design and
capable to produced
new product.
o Producers are
producing earrings
with local design
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E. OBSERVATIONS ON BASELINE SURVEY
E.1. General Observations
According to Artisans interview, field observation, FGD, IDI and discussion with related actors,
some findings on this survey can be used to guide PACE project to improve Imitation Gold
Jewelry (IGJ) production in the southern Jhinaidah District. The emerging issues from the survey
are outlined here the following lessons learned/observations:-
o 100% dependency on Indian market for basic inputs or basic raw materials
o Most of the artisans of the value chain in the study areas are subsistence, who are
producing average 300-500 pair of earring per week and near about 95% women
involvement with IGJs production. It would imply that the project entry point is to target
moderate & extreme poor artisans who are producing commercially and link them with the
market system.
o There is weak leadership among the value chain members. There are significant gaps on
leadership, introducing innovation, driving forces with selected actors.
o An ignorable communication as well as market linkages with outer districts and import
actors.
o Inadequate financial capitals has been one of the major constraint for all artisans, who
participating in value chains because they have the lack of means by which to certify their
produce, as required by traders. Human capital in the form of skills and education is a key
factor for engagement in value chains in both local and import markets.
o The study shows that, membership to artisans association/group is among the factors that
influence the probability of adoption of improved mechanical manufacturing technologies.
o Low level of trust/commitment between different groups of value chain actors is one of the
biggest constraints to innovate new ideas in the selected value chain.
E.2. Specific observations
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29
o No diversified design with category and low productivity increases vulnerability to price
variability.
o Government support services are very weak or very poorly linked with the IGJs business.
o Huge opportunities to introduce youth in economic empowerment with diversified
knowledge and modern technology.
o IGJs sector near about 80%-90% women perform all facilities of earring production at HHs.
o Less access or opportunities to produced different category of products.
o Local finished product traders are not more aware on safety & security of chemical uses.
o Finished Product manufactures factory environment not healthy and safety for chemical user
labor.
o Highway police harassment in different places of road, when they transport IGJ products.
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30
F. ANALYSIS OF BASELINE DATA
F.1. Details analysis of value chain on PACE project entrepreneurs/producers
F.2. Type of respondents Interviewed:
A total of 248 HHs surveyed, where male respondents are 63% and female respondents are
37%. The table shows the distribution of union wise respondents.
Table (F.1): Union wise distribution of respondents on their sex
Union Male Female
Azampur 21% 79%
Fathepur 83% 17%
Mandarbaria 4% 96%
Mohespur 79% 21%
Grand Total 63% 37%
F.3. Status of HH Head:
Almost all responding HHs (98%) are male headed. Only 2% households are headed by female.
Table (F.2): Status HH head
Union Male Headed HH Female Headed HH
Azampur 100% 0%
Fathepur 94% 6%
Mandarbaria 93% 7%
Mohespur 99% 1%
Grand Total 98% 2%
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31
Fig: (01): Comparison between male and female headed HHs
F.4. Respondents Relation with HH
79% of male respondents are acting as household head, whereas only 5% female respondents
are doing the same. On the other hand, maximum HHs of female respondents (95%) is headed
by their husband and fathers.
Table (F.3): Relationship of HH head
Respondents Relation with HH head Male Respondents Female Respondents
Elder brother 1% 0%
Father 20% 10%
Husband 0% 85%
Self 79% 5%
Grand Total 100% 100%
F.5. Main Occupation and Resources
94% of IGJ producers depend on the IGJ business as their main occupation. Rest of the households main
occupation is agriculture, cattle business, cloth business, mason, tailoring and wood business. Wood
business is found only in Mandarbaria union.
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32
Table (F.4): Main Occupation of beneficiaries
Main Occupation of IGJ
producers Azampur Fathepur Mandarbaria Mohespur
Grand
Total
Agriculture 0% 9% 4% 1% 2%
cattle business 0% 0% 0% 1% 0%
cloth business 0% 0% 4% 0% 0%
IGJ 100% 91% 71% 97% 94%
Mason 0% 0% 0% 1% 0%
Tailor 0% 0% 0% 1% 0%
wood business 0% 0% 21% 0% 2%
Grand Total 100% 100% 100% 100% 100%
Fig: (02): Main Occupations
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33
Table (F.5): Status of Resources (without land) per HHs
Union Tubewel Bicycle TV Mobile Gold
Azampur 42% 18% 33% 93% 99%
Fathepur 28% 22% 37% 97% 96%
Mandarbaria 33% 19% 35% 98% 94%
Mohespur 36% 17% 39% 91% 91%
Grand Total 35% 19% 36% 95% 95%
Almost all HHs have mobile (cellular phone) and gold as ornaments. But, they have limited
access to Tubewel, TV and Bicycle.
F.6. HH Members Status
Average number of members in a household is 4.0. In every households male and female adult
members involved in earning, where some of their children support them to earn.
Table (F.6): HHs member status
Union Male Earning
Adult (#)
Female Earning
Adult (#)
Male Earning
Child (#)
Female
Earning Child
(#)
Total HH
members
(#)
Azampur 1.1 1.1 0.1 0.1 4.1
Fathepur 1.3 1.2 0.1 0.2 4.2
Mandarbaria 1.0 1.1 0.1 0.3 4.4
Mohespur 1.3 1.0 0.1 0.1 3.9
Grand Total 1.2 1.0 0.1 0.1 4.0
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34
F.7. Help from HH members and others
All respondents are providing their own labor (100%), where as minimum one adult member
fully support them. Some of the young or child members (60% of the responded HH) also help
them at their leisure time to prepare the IGJ. No hired labors are engaged in their business. So,
we concluded that, an average 2.6 members of a household fully engaged in the business. Only
aged persons and underaged childred are excluded from the production work.
Fig: (03): HHs labor status
F.8. Production and Sales Status of HHs
An average 12,757 pairs of earring is produced by a HH in a year, which earns around BDT
79,000. Sales price of one pair of earring is BDT 6.0 to 6.5.
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35
Table (F.7): HH production status of IGJ
Union Average of total production (Pair/Year) Average of total sales (BDT)
Azampur 13,471 84,750
Fathepur 13,057 80,971
Mandarbaria 11,043 68,302
Mohespur 12,844 79,512
Grand Total 12,757 79,170
F. 9. Annual Income, Expenditure and Savings of HHs
Addition of other occupations with IGJ producing, the average annual income of a HH is BDT
83,382. On the other hand, the total cost of a HH in a year is BDT 74,180. Male headed HHs are
earned more rather than female headed HHs.
Table (F.8): Income status of IGJ participants HHs
Union HH Head Average Annual
Income (BDT)
Average Annual
Expendeture (BDT)
Average
Annual Savings
(BDT)
Azampur Male 87,926 76,506 11,420
Fathepur
Male 82,535 72,129 10,406
Female 72,000 62,100 9,900
Mandarbari
a
Male 72,207 66,997 5,210
Female 62,250 62,100 150
Mohespur
Male 84,848 75,647 9,201
Female 72,000 62,800 9,200
Grand Total
83,382 74,180 9,202
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36
Fig: (04): Comparison among annual income, cost and savings
F.10. IGJ Management Experience (Availability and Accessibility)
All HHs are collecting raw materials locally from 18 retailers. Retailers are collecting the raw
materials from Jessore and district level traders are collecting these from India. No Bangladeshi
sources are available there. HHs are also using local technologies only.
Input Purchase: The following table shows the input purchase status of IGJ producing HHs.
Table (F.9): inputs purchase status of IGJs area
Items Purchase from # of sellers available at
Bronzes for Earring Local and Upazila Bazar Local 11, Upazila 7
Chemical Upazila Bazar Upazila 7
Wax Local and Upazila Bazar Local 11, Upazila 7
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37
Pine Local and Upazila Bazar Local 11, Upazila 7
Plaster Powder Upazila Bazar Upazila 7
Gas Upazila Bazar Upazila 7
Table (F. 10): Sources of Input Market Information
Market Information Sources
Price Input Retailers (18#)
Product Availability Co-entrepreneurs, Input Retailers (18#)
Technical Information Friends, Relatives and Co-entrepreneurs
F.11. Product selling place and actors
IGJ producers are selling their product at nearby Mahespur upazila market which is far from
their HHs 4.0 to 6.0 KMs. Producers are selling their product to local traders (11) are available in
the market. Finish product seller are eight. There are no wholesalers or arotders available in the
market place.
Table (F.11): Sources of Output Market Information:
Market Information Sources
Price Friends, Relatives and Co-entrepreneurs and
product traders (11#)
Traders capacity Product traders (11#)
Other Informations Friend, Relatives and Co-entrepreneur
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38
F.12. Service Receiving and Satisfaction Level of HHs
IGJ Producers are not received any service on technology, market information from NGO, Govt.
or other initiatives. So, there is no scope to any satisfaction.
F.13. Customers Likeness and demand of product
IGJ producers produce earrings only. They told that, an average 54% of customers are like their
products. The range of the likeness is 40% to 80%. Maximum demands are come during
religious festivals like Eid and Puja. Sales are increasing at winter season and decreasing at
summer season.
F.14. Customers consideration
Age: Mostly youths, children and married persons like the earring rather middle or old aged
customers.
Earning ability: Lower class peoples (61%) are the top level customer of the product, where as
middle class peoples are 32% and only 6% are in higher class.
Fig: (05) Customers consideration categorized by earning ability
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39
F.15. Service to customers
No warranty or guaranty services or change options provided by producers.
F.16. Design collection
Producers apply their own design when they produced the IGJs as well as earrings. They have not
followed any gold jewelry design or not supported from any designers. Producers are not concern about
customers demand and other ways to collect new designs.
F.17. Price Fixation and Product Sell
Producers are fixing their products price only considered about their production cost. They have not
considered other factors like demand & supply and competition processes. Most of the producers (95%)
are followed outlet marketing, where only a few (5%) followed door to door marketing and no one
followed online marketing.
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40
F.18. Problems or challenges are faced by the IGJ producers
Table(F.12): Problems in raw materials purchase
SL# Name of Problems Ranking
01 Unavailability of raw materials 3
02 High cost of raw materials 4
03 Locally not available 1
04 Unavailability of trainer 2
05 Bonding among entrepreneurs 5
Table (F.13): Problems in product sales
SL# Name of Problems Ranking
01 High transaction cost 5
02 Market is not available 4
03 Unavailability of buyer 3
04 Gap of market information 1
05 Bonding among entrepreneurs 2
F.19. Season wise price variation
The following table and graph shows the price trend for last three years
Table (F. 14): price variation last 3 years
Year Price in Season (BDT/earring) Price in of season (BDT/earring)
2013-14 10.00-10.50 7.50-8.00
2014-15 9.00-10.00 7.00-8.00
2015-16 7.00-7.50 6.00-6.50
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41
Study findings revealed the causes of price falling are-
a. Quality deterioration of raw materials
b. Market competition with China and Indian products.
c. Autonomous market
d. Have no variation of their product and producers make only one type of product.
Fig: (06): Price rate year to year decreases
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42
G. COST BENEFIT ANALYSIS OF IGJs
G.1. Cost Benefit Analysis
Producers are purchasing their raw materials in every haat day and sale their products in
following haat. So, here the cost benefit analysis is described per haat day. Producers are using
their own labor to produce the IGJ. So, the labor cost is excluded here.
Table (G.1) Cost benefits analysis of Imitation Gold Jewelry (IGJ) per Haat day
Production Cost
SL# Name of Items Unit Amount Unit Name Price (BDT)
A Input 1 Bronze 100 Mg 60
2 Bronze Puthi 100 Mg 115
3 Bronze Topa 100 Mg 215
4 Bronze Ring 100 Mg 145
5 Plaster Powder 1 Kg 30
6 Wax 1 Piece 30
7 Gas 1 Cylinder 60
8 Pine 100 Mg 100
9 Borax 1 Piece 10
Total Input Costs BDT 765
B Other Cost 1 Transportation to Haat 1 Times 15
2 Mobile Cost - Lumpsum 8
Total Other Costs BDT 23
Total Cost BDT 788
Revenue
Total earring produced 245 Number
Price per earring 6 BDT 1470
Net Profit (per Haat) 682
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43
H. Imitation Gold Jewelry VALUE CHAIN
H.1. Introduction
The gold Jewelry industry of Bangladesh is one of the oldest industries of the country. The
artisans of this industry have long reputation as producers of the finest quality Imitation Gold
Jewelry.
A survey of the Jewelry retailers chosen for this study was undertaken. The retailers include
those from Dhaka, Mymensingh, Jessore, Khulna, Bogra, Comilla and Chittagong. During this
survey various factors were investigated to ascertain the current production capability of
ornaments and Jewelries, their experience in the trade, the major problems that they are
currently facing, and their attitude towards exporting gold Jewelries
Gold Jewelry industry in Bangladesh is a highly labour intensive industry which employs about
2-3 lakhs of artisans and a large number of labour for carrying out the retail trade in the local
markets. The industry's investment-employment ratio is the lowest compared with many other
industries.
Though it is one of the oldest industries in the country it has not developed to its desired
potential because of certain limitations which involved the non availability of gold to the
business, financial support and a local market. As a result the industry has not developed in the
area of technology, production process, designing and innovation of Jewelry products.
The major constraints faced by the Jewelry industry in Bangladesh are the supply of gold which
is banned from import. Apparently whatever gold is available to the Jewelers and artisans
comes mostly from the customers who bring their ornaments for transformation of designs.
The state of technology has become not only out dated but also inadequate as far as the
production process, tools, accessories and chemicals are concerned. The main tasks in the
making of jewelries are performed with hands using only a few time old hand tools. As a result
the process does not help in overcoming some quality problems which could have taken care of
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44
through improved process. The experience of the retail jewelers and artisans in Jewelry
business ranges between 3 to 30 years.
About 50 percent of them have been in the retail trade for 3 to 10 years. The major customers
of gold jewelries in Bangladesh include regular customers, wedding parties and foreigners.
While design changes play a significant role in the Jewelry industry the sources of design
changes are quite limited and include mostly the artisans' own imagination, as well as those
provided by the customers. The products involve those with oriental designs and include such
products as chains, necklaces, earrings, rings, bracelets and anklets etc. The jobs are performed
in such a way that in finishing a particular Jewelry item it has to involve quite a few hands and
as such no one specializes in any complete item, but they specialize in specific operations.
The Jewelers in Bangladesh have never been in export business and as such none of them has
any experience of export. A large section of the jewelers interviewed indicated that the
government policy in this sector poses a major constraint in the area of growth and
development of local markets as well as in the export of gold Jewelries from the country.
However, a large proportion (about 800) indicated their desire to be in the export business if
the desired assistance in the form of supply of gold, tools and accessories, finances, marketing
information is provided to them. Finance has been indicated by some as a major constraint,
next to the supply of gold by many. In the absence of any institutional finances these retailers
have to depend solely on the funds available from family sources, friends and profits from their
business.
H.2. Product description
The earnings of the Jewelers come mostly from the making charges (design changes) of the
jewelries except a little from value added earnings when jewelries are studded with pearls and
other stones.
Government regulations as have been stated earlier have been observed to restrict the growth
of Jewelry business. Regulations providing for payment of capacity tax, income tax and
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45
submission of certain returns to government including sudden checking by the customs
authorities have been indicated by the Jewelry retailers as deterrent to normal functioning of
the Jewelry trade. The single most significant constraint to the growth of the business,
however, is the non-availability of gold in the country through import. Gold and gold related
items are banned from import since the inception of the country.
Of late imitation Jewelries are making some inroads into this market. People are buying more
and more imitation jewelries of attractive designs. In many cases people prefer imitation
jewelries because of the current unsafe environment of movement. Many would like to buy
gold ornaments for investment purposes and as some informed circles pointed out, to convert
and legalize the black money earned through illegal sources.
As regards the experience of the Jewelry retailers in their business there is a fairly wide
distribution of the number of years they have been in business. About 60% of the present
Jewelry retailers in Bangladesh have been in business for a period ranging from one to ten
years. The remaining 40 percent are in business for more than ten years. Currently it has been
observed that new shops are coming up almost regularly in the cities and urban areas of the
country.
H.3. Marketing of Jewelry
Markets for gold Jewelry of Bangladesh comprise of the local markets only. As stated earlier she
has never been in export markets because of the national policy in this regard. The Jewelry
articles covered in this report are gold Jewelry both jewelries made of solid gold and those
studded with precious and semi-precious stones. These include rings, bracelets, earrings, nose
pins, chain, necklaces, etc. The principle market if and distribution channels for gold Jewelry in
Bangladesh are the Jewelry retailers and the artisans. Unlike other countries sales through
departmental stores are almost non-existent. Bulks of the gold Jewelry produced are sold
through retail shops. Most retailers face single-shop operations but there are a few with two or
three outlets.
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46
In the project area few of IGJ uses and mostly sales the product outer district of Bangladesh
such as Jessore, Khulna, Magura, Natore, Pabna, Faridpur, Dhaka etc.
Table (H.1): Producer base, annual sales of raw product traders and finished product traders
Type of Service
Providers
Number of
Service
Providers (#)
Average
producer
Base (#)
Average Annual
Sales (Piece)
Average Annual
Income (BDT)
Raw product traders 11 164 1,804,000.00 14,432,000.00
Finished product traders 8 225 4,050,000.00 64,800,000.00
Table (H.2): Summary of IGJ market at Mohespur Upazila
Items Business Status of IGJ
Total # of HHs involved 1,800
Total # of IGJ Earring produced 24,762,600
Total # of IGJs Finish Product Seller 8
Total # of labor involved with IGJs Finish Product Seller 56
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47
H.4. Value Chain Map
Fig: (07): Imitation Gold Jewelry (IGJ) value chain map
Imitation Gold Value Chain Map
Input
manufacturing
Input Supply
Productionassembling
Processing and
packaging.
Wholesaling
Input manufacturing
Company India
Input manufacturing
Company IndiaInput manufacturing
Company India
Input Supplier
Rough product assembler/ producer
Rough product Polisher and Color as well as packager
Retailing
WholesalingWholesaler
Retailer
Consumer
Input Importers
Note: Consultant developed the VC map through field visits, FGD and IDI during November 2016.
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48
H.5. Imitation Gold Jewelry Value chain actors and activities
Input manufacturing: The main input source of the City Gold ornament is forma material (local
name) and others are wax, copper coil, gases, forceps, lime, etc. Unfortunately all others
material are available in Bangladesh except forma. Forma comes from India by illegal way.
Some input suppliers carry it from India and sell to the local artisan (Rough product producer).
Input supplying: Input suppers buy form from India through illegal way and carry it and sell to
the producer. There is no other alternative of form in Bangladesh. Others source of forma is
China. As India is neighbor country, so it is easy to manage input supplier to do their business.
They supply all of input to produce rough City gold product.
Production: The main producers are women. They produce rough city gold product.
The buyers provide them product design and rate of the rough city gold product and finally
order them. The buyers collect the rough city gold product and sell to the processing company.
Sometimes the processing company directly buys the rough city gold product form the
producer form village.
Processing: Processing Company is buying the rough city gold product directly from producer
or form suppliers. The main function of this company is polishing and coloring of the rough city
gold product. Here is produce the final product for use as ornamental. At first the processors
polishing it then color it. To color it they use 5-6 different types color as well as follow 5-6 steps
electro-chemical process. At the final become golden color. Then it package and supply to the
different wholesaler.
Wholesaling: The wholesalers get the final City Gold ornament from processor. Wholesalers
are mainly in Faridpur, Dhaka, Rangpur, Bogra and others district of Bangladesh. The wholesaler
sells it to the retailer.
Retailing: The retailer get the City Gold ornament from the wholesaler from district market. The
most of the City Gold ornament are sales door to door or home gate. The main consumers are
poor villagers, also urban poor women & girls also the customer of this IGJ products. Eid-ul-
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49
Fetor, Eid-ul- Azaha, Durga puja and Nabo barsha is the pick time for city gold ornament selling.
Rice and winter crop harvesting time also increase its sell.
H.6. National policies and emphasis on Gold Jewelry production
Bangladesh is one of the countries in South and south East Asia which is traditionally known as
producer of finest quality gold ornaments and jewelries. The artisans who have long experience
in making the finest jewelries once are still available in most areas within the country. Though
the industry had never had the opportunity to grow to its fullest potential because of certain
obvious reasons e.g., the non-availability of raw material through import, poor socio-economic
status of artisans and a small local market etc. it still has the potential to grow rapidly if it could
be organized through systematic and planned approaches.
In April, 1981 a team comprising the officials of the Export Promotion Bureau and
representation of the local gold Jewelry trade visited Dubai and Abudhabi in connection with
Export Fair held there. It was felt by the team during their visit that there exists a demand for
the kind of jewelries that Bangladesh exhibited in the fair in the country concerned and that
there exists a potential for exporting gold jewelries in that market. The felling of the team was,
however, based on their discussions with the local gold Jewelry importers.
In 1985 during the month of July another team consisting of officials of the Export Promotion
Bureau, Bangladesh Bank along with a representative from gold Jewelry trade visited three
Middle East countries viz., Dubai, Abu Dhabi and the kingdom of Saudi Arabia. The team
undertook an exploratory study of these markets in order to determine the feasibility of
exporting gold Jewelry from Bangladesh. The team was supposed to visit India, Pakistan and
Thailand in order to study the Production processes of these exporting countries which for
some reason could not take place. The members, however, recommended that there exists a
great potential for the export of gold jewelries from Bangladesh.
In 1985 Bangladesh Bank for the first time formulated a scheme outlining the guidelines and
procedures for exporting Gold jewelries from Bangladesh titled as "Jewelry Export Scheme".
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50
I. RECOMMENDATIONS
I.1. GENERAL RECOMMENDATIONS
As a way of tracking PACE interventions, the quantitative baseline values established by this
study should be tracked yearly, using similar methodologies and tools of the study. This will
ensure similar standards for measuring indicators of performance.
Build a common ground to generate technically trained up human resources pool for IGJs
business.
Embrace modern technological development in the manufacturing methods (Mechanical
technology) and process to introduced new designer or design on earring, finger ring,
necklace, and bracelet with different sizes and shapes.
Adapt new base materials and design concepts to match up with the trends in the fashion
industry.
SNF also initiate conducting periodical design workshops and seminars focusing on fashion
trend forecasting, Jewelry making, Packaging methods, Manufacturing methods, Process
planning and improvement methods, quality control and management methods of imitation
jewelry manufacturing.
Train the existing Artisans to adapt new healthier & safety mechanized production methods
to make the production bulky at poor & extreme poor entrepreneurs.
Introduce with link to mechanical manufacturing methods with financial support for new
technology available in project area.
Maintain cordial relationships with the designers for better designs.
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51
Conduct workshop on Design, Technology trends in Imitation Jewelry Industry, this
workshop would bring new perspectives and discussions to the table to define the future
strategies and steps to be taken in the better interest and future of the Industry.
Support to develop sustainable value chain financing through building partnerships with
public and private sectors.
I.2. SPECIAL RECOMMENDATIONS
1. Ensure the supply of IGJ materials through local importers; Strengthen the Import sector
and link directly with small enterprise groups.
2. Ensure flow of adequate micro financing to cover the local trade financing of IGJs.
3. Ensure arrangement for continuing market information.
4. Ensure effective enabling business environment as legal consulting services to its member
enterprises to Initiate Identity number (iD card) of IGJs traders from local administration of
police & Local Government sectors to reduce road transport harassments.
5. Ensure participation in national and or international trade fairs and learning sharing visit
supported by project.
6. Organize awareness building meeting on health safety and security issues of factory labors
who are chemical user.
7. Introduce health safety and security materials (mask, gloves & sunglass etc.) for artisans.
8. Promote gender awareness with economic empowerment and young employment.
9. Brand identity need to be designed to convey the message of being better alternate
Imitation Jewelry for the expensive gold jewelry.
10. Promote product design inputs have to be given to improve the style and to match up with
the trends of the market.
11. Promote improved packaging which will be designed scientifically so that the product life
span will be increased.
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52
NEW PAKAGING PHOTOS
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53
J. BIBLIOGRAPHY
IFAD (2012) IFADs Policy of Gender Equality and Womens Empowerment
IFAD (2011) IFAD Environment and Natural Resources Management Policy
IFAD (2011) Private Sector Strategy: Deepening IFADs Engagement with the Private Sector
IFAD (2009) IFAD Rural Finance Policy
Finance for Enterprise Development and Employment Creation (FEDEC), Supervision Report,
November 2013
PACE: Promoting Agricultural Commercialization and Enterprises, Supervision Report, 22 March
2016
Baseline Result and Impact Management System (RIMS) Survey 2006
BBS (Bangladesh Bureau of Statistics) 201213 and important data from National Board of
Revenue, in March 2014
Promoting Agricultural Commercialization and Enterprises (PACE) Project, Final Project Design
Report - Main Report, 2014
Promoting Agricultural Commercialization and Enterprises, Supervision report, 2015
More information from http://www.researchandmarkets.com/reports/2907550/, India
Imitation Jewelry Market Outlook 2018
Gems & Jewelry, April, 1986 The Gem and Jewelry Export Promotion Council India, Gems &
Jewelry, August/September, 1984 The Gem and Jewelry Export Promotion Council India
Presentation of Export Awards, 1984
The Gem and Jewelry Export 1-romotion Council India
International Trade Statistics ITC, Geneva
Supply study: Gold Jewelry, April, 1980 Institute of Business Administration University of Dhaka
Report of the Jewelry Study Mission to UAE and KSA, July, 1985 Export Promotion Bureau
http://www.researchandmarkets.com/reports/2907550/
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ANNEX (02): CV of Team Leader
S. M. MAINUL ISLAM
Cell phone: +880 1717 984 390, email: [email protected], Skype: mainul.islam93
PROFESSIONAL QUALIFICATIONS
o Project proposal development, management, planning & Implementation with consultancy & research
experiences of 13 years' in agricultural nutritional production, agribusiness, value chain & private
sectors involvement interventions leading and executing through food security & economic growth
project at Chars & Coastal chars areas of Bangladesh thats funded by USAID, world Bank, IFAD, DFID,
AusAid and UN EC.
o Skilled in providing leadership, direction, strategy and vision in the areas of plan, design, budget, training,
workshop, operation, procurement, delivery management and capacity building.
o Passion and commitment to global food security and women economic development assistance and
experience in multiple sectors including agricultural production, Sales, local government, women
empowerment, economic growth, local economic development, policy and regulatory
o Proven ability to support Partners/consortium on Farmers Field School (FFS), Farm Business Adviser
(FBA), Collection point etc formation for production, Sales and link to market for women economic
access
o Extensive experience in conducting baseline survey, value chain & market trends analysis with people of
various ages, sex, socio-economic and cultural background, including those with illiterate/disabilities.
AREA OF COMPETENCES
Strategic planning & budgeting
Teamwork & influencing
Coordination & communication
Project cycle management
Results focus & Conflict resolutions
Self-managed & independently,
Concept & proposal developing
Managing stakeholders
Initiative & innovative
Flexibility and adaptability
Critical & analytical Thinking
Accuracy, detail oriente
Negotiating & delegating
Building effective relationships
Planning & organize donor visit
Policies, procedures & manuals
Knowledge sharing & improvement
Dedicated and transparent,
PROFESSIONAL EXPERIENCES
Sept 2015 to till now Freelance Consultant Individual, Dhaka, Bangladedsh
Key Involvements:-
o Baseline completed on Amon Rice and Mungbean value chain development under PACE project, RRF,
PKSF at Khulna Division four districts (Jessore, Magura, Jhinaidah & Chuadanga).
mailto:[email protected]
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57
o Running the baseline survey with GJUS on Aromatic Rice and Mungbean value chain at Bhola
o Guideline development members on Preventive chemotherapy to control soil-transmitted helminths in
high-risk groups, May 25, 2016, World Health Organization, Geneva, Switzerland.
o Value chain training facilitation on Agriculture value chain project , DAI
o Project proposal development on Agriculture value chain project for different local organization at
Khulna division.
o Stakeholders and Farmers training/workshop conducting with Private sectors involvement and Individual
enterprises development
o Consultancy support to farmers on Major crops cost benefit analysis (Potato, Rice, Pulses, Oils,
Vegetables, Fruits, Maize & Water melon etc.
o Consultancy on survey Private sectors partners involvement on Maize market development project,
EDGE, consulting Ltd.
o Project proposal developed for awarded implementation Agricultural, Agribusiness and nutrition
sensitives program that founded by USAID, world Bank, IFAD, DFID, AusAid and UN EC.
o Concept paper development on Agricultural based nutritional production, Value chain analysis and
Ensure Gender involvement with business planning and cost effective budget preparation with private
sector engagements
Key Consultancy and research experiences (2005 to 2015)
o Chars Livelihoods Programme baseline survey, August 10, 2006, MJSKS, Kurigram,
o Program design for the woven crafts value chain in Khulna Division, Lohagara, Batiaghata, and
Sarankhola, Khulna Bangladesh, March 28 - April 8, 2010
o RED, MIDPCR baseline survey, Noakhali & Laxmipur, April 23, 2010, iDE Bangladesh
o PROSHAR baseline survey, Khulna division, March 15, 2011, Khulna, Bangladesh
o Value chain analysis: Honey production and Apiculture, PROSHAR Program in Khulna, Bangladesh, April
22, 2011
o Value Chains Needs Assessment for Horticultural Crops, PROSHAR Program in Khulna, Bangladesh,
November 30, 2011
March 2014 -Sept 2015 Upazila Project Coordinator PROSHAR, ACDI/VOCA, Khulna
Key contributions:-
o Cultivate and maintain communications & relationships with key government stakeholder with private
company and Act as the Primary Point of Contact at the Upazila level for any field visits by PROSHAR
Headquarter staff, donors and other organizations interested to visit any of PROSHARs activities
o To support partners (Muslim Aid, iDE, HKI and WinMiaki, Innovation & EDGE consulting Ltd.) for
quality planning, budgeting and implementation of TOT/workshop/FFD meeting, grants distribution and
social mobilization activities through providing technical advice & coaching for achieved project
objectives and goal.
o Supervision and oversee administrative aspects of Upazila security monitoring and follow-up Review and
approve CFW related activities and labor payment via bKash mobile money (3.00 million USD)
o In general lead to micro-grant (2.5 million USD) purchase quality control, distribution plan develop and
ensure compliance issues at PROSHAR Lohagara, Narail.
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58
o Lead and mobilize the PROSHAR team in Emergency (like cyclone-Mohasen) response in collaboration
with government administration and local government representatives.
o Provided timely technical inputs for monthly, quarterly & annual reports and perform any other tasks
assigned by the Supervisor from time to time and reason for jobs PROSHAR exit.
Nov 2012 to Mar 2014 Economic Growth Program Coordinator PROSHAR,
ACDI/VOCA, Khulna
Key Contributions:-
o To support five partners for quality proposal writing, planning, budgeting and implementation of
TOT/workshop/FFD meeting, grants distribution and social mobilization activities through providing
technical advice & coaching for achieved project objectives and goal
o Provided technical assistance to on-farm and off farm production, market linkage through FBA with
women business networking, Master Trainer & educators, farmers, Partners colleagues and supervises.
o Assisted PROSHAR team in planning, designing and conducting training needs assessments of partners
staff for capacity development and Promoted to Upazila Project Coordinator position.
Nov 2010 to Nov 2012 Agricultural Coordinator PROSHAR, ACDI/VOCA, Khulna
Key contributions:-
o Participated and contribute to the PROSHAR baseline survey of the three targeted Upazila in the Khulna
Division and assisted farmer to farmer & local consultants Address agricultural production & post-
harvest handling and manage all agricultural activities including group formation, lead farmers & local
service providers identification, value chain analysis and facilitate training for farmers.
o Prepared training module on homestead garden, Rice, Maize, sesame, Mastered, Grass pea, Lentil &
fodder production and implement women-friendly & climate resilience agricultural production practices
o Provided timely technical inputs for value chain and sub- sector study, reports & analyze of product
cost benefit and promoted Economic Growth Program Coordinator position.
Aug 2009 - Oct 2010 Business Development Manager RED, MIDPCR, iDE, Noakhali
Key contributions:-
o To support partners for quality proposal writing, planning, budgeting and implementation of
TOT/workshop/FFD/meeting and social mobilization activities through providing technical advice &
coaching for achieved project objectives and goal.
o Lead and support monitoring & evaluation team with consultants for sector/subsector/value chain
assessment on Rice, Soybean, Grass pea, water melon and vegetables subsectors.
o Collaborations & communication with DAE, BARI, LGED, IFAD & private company for market based
solutions. Strengthened capacities of the inputs and output market actors on post harvest handling.
o Prepare monthly, seasonal & annual program reports with financial & operational as required by
Program Director/ Country Director.
Jul 2008-Aug 2009 Enterprise Development Supervisor Chars Livelihoods Program,
Bangladesh.
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Key contributions:-
o Supported to team effective planning, implementing & monitoring of project activities at field level
through technical support, coaching, teamwork & motivation to introduced different monitoring
checklists, formats and user guidelines to achieved project objectives.
o Assisted to field staffs farmers selection, train-up to established HHs slope & commercial fodder
(Napier, Para, and Jumbo) production at Chars land and sales fodder & Milk through collectors &
collection point for more prices of Dairy milk & fodder and also link to BRAC & PRAN chilling plant and
post harvest technique at northern Chars area.
o Developed and supported 28 Livestock Service Provider (LSP) and prepare reports on monthly,
quarterly & annual.
July 2006 - July 2008 Agriculture Officer Chars Livelihoods Program, MJSKS, Kurigram
Key contributions:-
o Beneficiaries selection, group formation, train-up and productive Asset ( vegetable Seed, Dairy Cow,
Beef cattle, Goat & Sheep) purchase through local Hat with beneficiarys involvements.
o Trained participants enrolled and ensured input & technical support on homestead based year round
vegetable (Goyespur model), livestock, fodder production & consumption and also sales on Dairy milk,
fodder (Jumbo, Napier and Para) in northern Chars area.
April 2004 - June 2005 Field supervisor (Nutrition) NNP, BRAC Lalmonirhat
Key contributions:-
o Prepare Monthly, quarterly and annual Plan & beneficiaries selection for homestead garden and nursery
established
o Training and follow-up on selection of Nutrition Gardening women (NGW) & 100% Homestead
gardening establish using the Kalikapur model at beneficiaries level,
o Technical support to pest control using natural pesticides and low cost Irrigation methods and
promotion of households based health, hygiene and nutrition issues.
TRAINING/ WORKSHOP ATTEND
TOT on Proposal writing, financial services managements, institutional development & enterprises
development, 4 days
TOT on Value Chain Program Design: Promoting Market Based Solutions for MSMEs, 04 Days, AFE
Workshop on Gender Implementation, 02 days, ACDI/VOCA
TOT on Farming as a Business(FaaB) 3 days ACDI/VOCA
TOT on post harvest management 05 days, ACDI/VOCA
Workshop on USAID Environment Regulation 216, 02 days, ACDI/VOCA
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Training on Baseline Survey and Data Collection from PROSHAR implementing area. 15 days, TANGO
Workshop on policy, compliance, procurement and operations, 3 days, ACDI/VOCA
TOT on Value Chain Development & Enterprises Management, 05 0days, iDE
TOT on M4C (Market for Chars) 5 days, Chars Livelihoods Program, GMark Consulting Ltd.
TOT on integration & facilitation of hygiene & nutrition behavioral change interventions, 5 days, CLP
EDUCATIONAL QUALIFICATIONS
ISLAMIC UNIVERSITY, Bangladesh (Master's in Nutritional Science & Food Technology) 2013-2015
BANGLADESH AGRICULTURAL UNIVERSITY,(Bachelor of Science in Agriculture Honors)1997-2003
SKILLS
o Very motivated by any challenges meet to quick respond o Team forming and team player, o Experienced work with USAID founded program at coastal area.
o Excellent oral & written communication & interpersonal skill in Bangla Native and English fluent.
o Excellent computer operation on MS Word, Microsoft Excel, Power point, outlooks, Email & Internet.
o Able to drive motorbike with valid driving License KG 0002449 C.
PERSONAL DETAILS
Nationality : Bangladeshi by birth
Date of Birth : 1st October 1979
Marital Status : Married with 2 Daughter
REFERENCES
Nazbul H Khan
Country Director
Winrock International
Dhaka, Bangladesh
Mobile # +880 1741 501132
Email#
Md. Nurul Amin
Deputy Country Director
IDE-Bangladesh,
Gulshan-01, Dhaka-1212.
Mobile # +880 1711 404 295
Email #
Rafizul Islam Mondol
Value Chain Specialist
PACE project, PKSF, Dhaka.
Bangladesh.
Mobile # +880 1755 620 179
Email#
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61
ANNEX-(03): Artisans interview questionnaire
Shishu Niloy Foundation (SNF)
22/A Mujib Sarak, Jessore-7400 Bangladesh
Increase income and wage employment through Imitation Gold Jewellery production and marketing"
in value chain development, PACE project, SNF, PKSF
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