1. Leaving a Legacy: Anchoring Katalyst Experiences in Bangladesh
Tim Gamper
Dhaka, 14 February 2018

2. Content
Introduction
Process of Institutional Anchoring
The Anchoring Partners
Example 1: Agricultural Academia
Example 2: DAE
Lessons Learned
Recommendations

3. Why Institutional Anchoring?
Katalyst has produced impressive results throughout its lifetime: 4.75 Mio farmers benefitted and USD 729 Mio additional income
Huge wealth of experiences and human resource capacities generated over more than 15 years using more than USD 100 Mio
Donor interest: How to ensure that ‘the Katalyst way of doing things’ remains in Bangladesh once the programme has closed

4. The Institutional Anchoring Process
Katalyst Capitalisation Strategy
Interventions to support adoption
Knowledge Capturing
Knowledge transfer
List of 27 experiences and practices
Partner Selection & Knowledge Audit
Knowledge Codification
Interventions with 13 institutions
List of 28 potential institutions

5. The 13 Anchoring Partner Institutions

6. Agricultural Academia Example:
Bangladesh Agricultural University Mymensingh (BAU)
Sylhet Agricultural University
Sher-e-Bangla Agricultural University (Dhaka)
Bangabandhu Sheikh Mujibur Rahman Agricultural University (Gazipur)
1. The photo is overlapping the logo. See below slide

7. The Agricultural Academia Example: Rationale
Produce future leaders and decision-makers with a better understanding of inclusive business and market development
Increase employability of university graduates by tailoring curricula more to the reality in the job market in Bangladesh

8. The Agricultural Academia Example: Interventions
Intervention 1: Organisation of university – private sector events
Organisation of job fairs
Roundtable discussions
Business case competitions
Intervention 2: Revision of undergraduate course curricula
Revision of curricula using university and private sector resource persons
Integration of Katalyst cases and reference material into curricula

9. The Agricultural Academia Example: Results
Evidence for change:
Undergraduate curricula revised and currently applied
University – industry relations improved
Depth and sustainability of change:
Curriculum as key reference document for near future
Very long result chains
Limited investments into institutional capacities

10. DAE Example
Flipped the photo

11. The DAE Example: Rationale
Strengthen practical understanding of inclusive business and market development amongst the largest public agricultural extension service in Bangladesh
Strengthening DAE internal training systems and processes with a focus on more inclusive service delivery

12. The DAE Example: Interventions
Intervention 1: Revision of DAE extension manual
Process of reviewing manual including key resource persons
Inclusion of key topics related to inclusive business, such as PPPs, climate sensitive agriculture and gender equality
Intervention 2: ToT based on extension manual
Training of a 10 DAE internal Master trainers
Training of 160 district officials

13. The DAE Example

14. The DAE Example: Results
Evidence for change:
Main instruction manual revised after 18 years
Key Katalyst experiences included in manual content
10 Master Instructors and 160 District Officials trained and competent
Depth and sustainability of change:
Manual will remain main reference document for the medium term
Institutional capacities built at top level of training cascade
Aligned to existing practices and processes in DAE

15. Lessons Learned
Different photo would be good…

16. General lessons learned
Katalyst was clearly able to plant important seeds across a variety of anchoring institutions of Bangladesh
Katalyst has done much more in terms of anchoring its experiences than what the programme reports on, i.e: Around 65 former Katalyst staff members are currently managing more than 3000 team members in Bangladesh

17. Lessons learned related to partner selection
Institutional anchoring is about people, time and timing
You need the right people to open doors to partner institutions, to speak the right language and to understand the political economy of an institution
The more time available for institutional anchoring, the more trust can be established and the deeper the changes possible
Engage at the right time: opportunism and flexibility key

18. Lessons learned related to sustainability
Uptake and sustainability is higher the better aligned experiences are to the core mandate of the anchoring partner
Uptake and sustainability is much higher, if the anchoring partner is at the same time co-owner of the experience
The broader the intervention portfolio with an anchoring partner, the higher the likelihood for sustainability

19. Different photo would be good…
Recommendations

20. Recommendations (1)
Engage early on (before the last phase) and allow for sufficient time to coach through change process
Anchoring partners should be part of the generation of the initial experience, as it increases take up and sustainability
Less partners, but more in-depth portfolio: invest into people within institutions

21. Recommendations (2)
Anchoring partners which generate direct feedback loops into core portfolio should be part of any market development programme
For anchoring partners with more indirect feedback loops, it may be worth designing seperate programmes with different internal skills sets, a broader intervention portfolio and a different resource frame
Exit comes at entry: think of institutional anchoring right at the outset of programme design and take anchoring partners onto a joint learning journey

22. Contact: tim.gamper@gmail.com
Thank You
Contact:
Katalyst
Funded by the UK Government, SDC and Danida