Discussion Report - Katalyst · Agri-business for Trade Competitiveness-Project (ATC-P), branded as...

Discussion Report Advancing Market-Responsive

Agriculture and Agribusiness Education in Bangladesh

Volume 1 Issue 3 March 2015

Disclaimer This report is an output of the workshop/ discussion event/ seminar organised by Katalyst. The views and opinions

expressed in this report are those of the author(s) and do not necessarily reflect the official policy or position of Katalyst. Assumptions made within the analysis are also not reflective of the position of Katalyst or its

implementing and funding organisations.

Authored by

Sheikh Morshed Jahan

This report is one of a series of discussion events that seeks to understand inclusive business in practice. The series explores the prospects and challenges of Inclusive Business in Bangladesh and facilitates the promotion of Inclusive Business through relevant public and private organisations.

About Katalyst Agri-business for Trade Competitiveness-Project (ATC-P), branded as Katalyst is a market development project that aims to increase the income of poor men and women in rural areas. It does this by facilitating changes in services, inputs and product markets, which in turn increases the competitiveness of farmers and small enterprises. Katalyst is co-funded by the Swiss Agency for Development and Cooperation (SDC), the UK Government, and the Danish International Development Agency (Danida). It is implemented by Swisscontact under the umbrella of the Ministry of Commerce, Bangladesh.

About the Author Prof. Sheikh Morshed Jahan is an international development expert with interest in cutting-edge action research and innovative interventions involving upgrading value chains, base of the pyramid markets, green and inclusive business ecosystems, entrepreneurship and MSME competitiveness, commercial agriculture and agribusiness, M4P, public policy towards private sector, institutional development and knowledge capitalization. He has been teaching at IBA, Univ. Dhaka since 1993; he also trains young researchers and professors, policy analysts and SME promotion professionals in countries of South Asia, Southeast Asia and Central Asia.

A Joint Japan-World Bank graduate scholar at Duke University and a Commonwealth Fellow at IIM-Ahmedabad, Prof. Jahan served as a member of UNESCAP Advisory Panel on SME Development in Asia and the Pacific. He also offered technical and advisory services to World Bank, UNDP, ASEAN/ERIA, UNESCAP, Katalyst, KNI-Japan and Samsung, among others. He co-founded Center for Development and Competitive Strategies (www.cdcs-biz.com) and Sustainable Market Foundation.

Table of Contents Background ................................................................................................................................................... 1

Keynote Paper ............................................................................................................................................... 2

Inclusive Agribusiness ............................................................................................................................... 2

Market-responsiveness of Academia ........................................................................................................ 3

Agricultural Academia in Bangladesh ....................................................................................................... 6

The Major Issue for Agricultural Academia .............................................................................................. 7

Discussion Highlights..................................................................................................................................... 8

Opportunities for agribusiness graduates, researchers and academia .................................................... 8

Challenges faced by agricultural academia ............................................................................................... 9

Private Participation in advancing market responsive agriculture and Agribusiness education ............ 12

The Way Forward ........................................................................................................................................ 14

1 Funded by the UK Government, SDC and Danida Implemented by Swisscontact| Swiss Foundation for Technical Cooperation

Background Bangladesh’s agriculture sector has been going through a transition over the last few decades. The most important transformation that has happened lies in the ‘business model’ which is characterized by an ever-increasing commercialization of agricultural and support activities – both in backward and forward value chain segments. Consequently, the rise of a new economic sector – ‘agribusiness’ – has become largely evident. For an agrarian economy such as Bangladesh, this transformation offers outstanding opportunities to advance the inclusive business agenda as a vehicle for poverty reduction.

However, advancing such an agenda requires institutional readiness. Agricultural academia and the private sector are two of the most important institutions that can play success-critical roles. Here, the issue of human resource development ideally serves as the bridge between agricultural

academia and the private sector – one at the supply-end and the other at the demand-end. Unfortunately, in Bangladesh these two institutions are hardly connected and one world remains largely unknown to the other.

.

The academia is not much aware of the ever-evolving nature of market demands; it supplies whatever (HR) it can produce. Likewise, the private sector is not proactive enough to make its demands (for right kind of HR) known to the universities. Consequently, there exists a gap between demand and supply of human resources with appropriate agricultural knowledge, skills and attitude. Moreover, the pace of development within these two domains (academia and private sector) varies significantly. Thus the existing knowledge gap (involving demand and supply of appropriate HR) is ever-widening.


Keynote Paper The keynote paper (by this author) dealt with two issues: First, it discussed ‘institutional readiness for advancing inclusive agribusiness’, and, second, it underscored the importance of market responsiveness of agricultural academia. The paper served as the launch-pad for the discussions.

Inclusive Agribusiness Advancing inclusive agribusiness requires an institutional regime that nurtures and supports a market system (or business ecosystem) that by promoting an increased, equitable and responsible participation of small and economically-challenged individual market players and MSMEs along the agricultural value chains is helping to reduce poverty. Since agriculture and agribusiness offer an outstanding opportunity for economic uplifting of the base of the pyramid communities, the role of academia (particularly agricultural universities) is of paramount importance.

Our recent study on institutional readiness for advancing inclusive business uncovers some of the major constraints and challenges. We found constraints at three different domains: (i) understanding domain, (ii) action domain and (iii) capitalization domain. The constraints in the understanding domain originate primarily from lack of basic awareness about inclusive business (IB), comprehension of the philosophy behind it,

Inclusive Agribusiness ecosystem promtes

increased, equitable, and responsible participation

of small and economically-challenged

(also called ‘poor’) individual market

players and MSMEs along the agricultural value chains and help

reduce poverty.”


and little or no understanding of the utility of the IB approach (i.e. the ‘business case’ of IB). The constraints in the action domain arise primarily from organizational set-up, their capability to craft innovative IB models, the clarity of the incentive structure and the policy environment in which organizations function.

The constraints in the capitalization domain arise from a poor IB knowledge base and non/existent institutional collaboration involving IB in particular. Moreover, there are cross-cutting issues that hinder an effective facilitation of the IB approach. These are: Underdeveloped human capital, scarce financial resources and some social barriers (e.g. are women at work, cost of finance in the form of interest, etc.).

Yet, the good news is that although the IB approach is new to many of the organizations, the models that they follow and/or the activities that they perform do share elements of IB approaches – be it as a positive deliberate insertion or not. There is plenty of evidence that both academia and business community support IB-like approaches. For example, being the representative of the highest body of academic excellence in agriculture,

Bangladesh Agricultural University (BAU) is training thousands of small and marginal commercial nurseries, while large conglomerates such as Pran and ACI are using contract farming and/or contract sourcing as part of their business models. Likewise, companies such as Ispahani, which carries a 200-year long business heritage, engages village women as contract farmers for its pro-green ambitions.

Examples such as these offer sufficient insights for us to conclude that agricultural academia, in collaboration with the private sector, can contribute a substantial part to the advancement of an inclusive agribusiness ecosystem.

Market-responsiveness of Academia A country that failed to feed 70 million people in the 1970s, now (in 2014) feeds 160 million, plus a part of the global community. This achievement has been registered against lesser quantity of arable lands along with a decreasing number of farmers and farm-workers. One of the key aspects of such an outstanding achievement is that all major players in the agriculture and agribusiness ecosystem have contributed to this success journey. For all successive government regimes, agriculture has been at the top of their research, policy and action agenda. This has been well-supported by academic institutions, research and extension organizations, small-holder farmers, value


chain actors, agro-MSMEs and burgeoning corporate sector participation.

The good news - and at the same time the challenge - is that the sector is currently undergoing a rapid transformation in business models as well as in the business ecosystem as a whole. Consequently, the market demand for agricultural graduates and researchers is changing fast.

The precondition for agricultural academia to be more market responsive is that it needs to recognize the contemporary developments experienced by the industry and understand the very dynamism of markets and the business ecosystem in which it belongs. Below are just a few examples of contemporary developments in the agribusiness sector of the country:

The interest and participation of BoP-MSMEs as well as of larger private sector players in Bangladesh’s agribusiness ecosystem are ever-increasing.

Thanks to growing commercialization of agriculture, a lot of agro-MSMEs, particularly at the base of the pyramid (BoP), are joining the sector and are getting formalized. Likewise, large national and multinational conglomerates are also joining and expanding their presence across the industry’s value chains. Consequently, Bangladesh’s agribusiness ecosystem is continuously redefining and reinventing itself. ACI, Pran, Square, Ispahani, CP, etc. are only a few in the list of big corporate entities. While survival and growth of BoP-

The agribusiness sector is currently undergoing a rapid transformation in terms of business models as well as in the business

ecosystem as a whole


MSMEs is crucial for a sustainable market and inclusive business ecosystem, the outcome of on-going marketization would largely depend on how prudent the ecosystem players are in (i) crafting equitable and inclusive business models and strategies, (ii) formulating public policies and actions, and (iii) preparing the next generation of researchers and business leaders.

International interest in Bangladesh’s agriculture and agribusiness is increasingly evident.

Although still at a rather low level, the country’s agricultural export has been indicating an upward trend over the past few years, with a diversified basket and expanded geographic coverage. Although this export usually serves the ethnic (and culturally-close) markets in the global domain, the growing interest of MNCs is quite noticeable. For example, CP has brought in FDI and invested in all along the poultry value chain – starting from extreme backward to extreme forward segments of the chain. Likewise, Kellog is currently exploring opportunities across the potato value chain. Even small start-ups with foreign origin are keen to explore this market. Ultimately, increasing number of global players is vying for a share of Bangladesh’s burgeoning agribusiness pie, be it through their direct presence or indirect transactions.

Agriculture and the agribusiness industry offer unlimited opportunities for market actors empowered with

innovations in technologies, business models and strategies.

Breaking the traditional boundary of public sector-led innovations, leading private sector players are getting increasingly engaged in R&D for technological breakthrough. Recent success of Lal Teer Ltd. in discovering the buffalo genome sequence and ACI’s success in HYV seed are but a few examples of increasing private sector role and success in agricultural research and development. Likewise, Ispahani’s collaboration with Bangladesh Agricultural Research Institute (BARI) in advancing the latter’s integrated pest management (IPM) technology by producing and marketing pheromone traps is an example of successfull public-private partnership. Similarly, Rural Development Academy’s (RDA) partnership with private sector players such as Syngenta and ACI helped to transform hundreds of poor women from Maria village, Bogra, into successful seed entrepreneurs. The Daudkandi model of transforming farmers, including the marginal and the landless, into owners of a limited liability company (in fisheries) is another example of innovation at the base of the pyramid. Winning business cases such as these are in plenty and continue to grow. Such enthusiasm in the private sector, backed by increasing public sector collaboration, has made the agribusiness ecosystem truly dynamic. And this calls for an appropriate response from the agricultural academia.


Like these opportunities, new and increasingly complicated challenges are just as common.

While the country is attaining (or has attained) food security to some extent, the issue of food safety and nutrition security remains to be a big national concern. Starting from poor agricultural practices to postharvest mismanagement, knowledge gap to underdeveloped infrastructure (road, storage and processing), and greedy business practices, all contribute to low quality and, often, adulterated food for local consumption. International markets too are not always free from this. For example, the EU has recently imposed a ban on export of betel leaf due to the discovery of salmonella bacteria in it. Likewise, PRAN has to fight an international image crisis and recall its products from the US market upon US-FDA’s discovery of excessive amounts of lead in its turmeric powder. Challenges such as these call for the academia to produce well-informed and well-groomed graduates capable of operating not only in the ever-changing national business ecosystem, but also in an extremely dynamic global business ecosystem.

Agricultural Academia in Bangladesh The agricultural academia in Bangladesh has a rich history of producing outstanding researchers and extension professionals and thereby contributing to national economic development. Below are a few quick examples that showcase the country’s

rich heritage of agricultural education. Bangladesh houses:

• one of the oldest agricultural educational institutions in the region (SAU)

• the largest agricultural science institute in South and Southeast Asia (BAU)

• the world’s second largest depository of fruits, medicinal plants and agro-forestry (BAU-GPC)

Bangladesh’s agricultural academia has long been the breeding ground of thousands of agricultural researchers and extension professionals. However, these graduates traditionally serve the public sector, primarily working for the government’s agricultural research and extension agencies and public administration entities. With an ever-increasing role for the private sector in agriculture and agribusiness, this public sector mentality (with respect to employment) may not be sustainable any more.

Unfortunately, the opportunities created by private sector-led robust growth and transformation of the agriculture and agribusiness sector have remained largely unnoticed by the agricultural academia. The curriculum, the pedagogy (teaching style) and overall grooming are still based on decade-old conceptions. On the other hand, the burgeoning private sector has never taken any significant proactive attempt to ‘educate’ the academia about changed and ever-changing market realities and the


resulting growing and dynamic demand for the ‘right kind’ of agricultural graduates.

Given the ongoing transformation in the market, agricultural universities have a long way to go. Immediate attention is therefore required in at least three core areas:

a) Responding to evolving market demands from private, public and development sectors plus international markets by designing market-responsive programs, upgrading curriculum and refining the pedagogy to make agricultural education more innovative, market-relevant and globalized

b) Facilitating an inclusive (agri)business ecosystem by co-creating and supporting institution-building endeavors and by advancing debates to support innovations at/for the base of the pyramid communities

c) Harnessing strategic management of transformation in agriculture and agribusiness industry by being proactive and interactive

Major Issue for Agricultural Academia

In the face of rapid transformation of the agribusiness ecosystem of the country, the agricultural academia needs to continuously reassess its approach to human capital development. Its endeavors should be along the ever-evolving market dynamics and resulting demand for appropriate knowledge, skills and attitude.

As tomorrow’s agriculture will be more and more business-oriented and tomorrow’s farmers will become agro-entrepreneurs, innovation is required not only in agricultural technologies, but also in business models and management style.

Thus, the big questions for the agricultural academia are:

– “Are we preparing graduates to truly lead tomorrow’s agriculture and agribusiness?”

– “Should we produce researchers only to produce scholarly papers, or to serve the market demands?”

– “Should we only produce extension professionals to serve the public sector, or should our graduates also be empowered to join the private sector?”

– “Should we produce graduates to take-up jobs only, or to go for agro-entrepreneurship?”


Discussion Highlights Opportunities for agribusiness graduates, researchers and academia There was a time when only the public sector contributed to agriculture and promoted agribusiness in Bangladesh. But gradually, this situation has changed. Now the private sector is contributing substantially towards the agricultural sector alongside the public sector. The contribution of the private sector to the development of agribusiness cannot be ignored. This also indicates the potential opportunities for the agricultural graduates to join the private sector and contribute to the country’s thriving agribusiness. Agricultural academia should therefore have proper appreciation of the opportunities created by the burgeoning private sector in this area.

Proper understanding of industry needs and dedicated focus on a chosen specialization is important

ACI, like any other private sector player that works in agriculture, is looking for knowledge and skills pertinent to their operational requirements. Its objective is higher productivity, innovation in breed, effectiveness in communication, etc. The main target of ACI is to reach the farmers and help create wealth. It looks for pure agricultural graduates as well as those with added training in such areas as agricultural

“Industry-university collaboration is good for students’ upbringing … it serves the purpose of the

private sector as a result.”

Ms. Fawzia Yasmeen Ispahani Agro Ltd


packaging, agro-based processing and communications. But due to the lack of a market-responsive curriculum, there exists a wide gap between demand for and supply of agricultural graduates with the right set of skills.

Dr. F H Ansarey, Executive Director of ACI Agribusiness, suggested that universities may choose to give more focus on, for example, molecular biology and can launch a dedicated department for this particular subject. For the graduates, the return on investment from this subject would be quite high in the market.

Appropriate importance needs to be given to postharvest, processing and marketing

Given the development in the agricultural sector over the last few decades, more importance needs to be given to agribusiness, particularly in aspect of postharvest management, agro-processing and agro-marketing. In the curriculum, the right balance between production-orientation and market-orientation needs to be found.

To be on the top, homework needs to be done properly

Continuous research and development is very crucial in agribusiness. To be on the top, anyone involved in agribusiness needs to do their homework properly. Before getting into agribusiness, it is essential to acquire the necessary marketing and technical (agricultural) knowledge. Candidates’ lack of practical agribusiness

knowledge is a common problem seen in the recruitment boards of the private

sector.

For instance, Ispahani works at different segments of the agricultural value chains – from seed and bio-pesticide to processed goods. It works with multiple stakeholders including public sector research organizations. For this, Ispahani requires manpower capable of driving such initiatives and making an impression in the market. Therefore, students’ exposure to real world, practical experience is essential.

Challenges faced by agricultural academia All the faculty members present from different universities agreed that there is a gap between academic curriculum and market demand for agricultural graduates. The faculty members opined that the decades-old university curriculum is letting the graduates down: faculty members too are not finding appropriate means to overcome existing financial constraints and bridge the communication gap between academia and industry.


Teaching-learning-evaluation approach is traditional

Teaching and student evaluation systems need to be changed. The current system is text-book oriented and examination- focused, but students need more practical, field-focused knowledge and exposure. Incorporating presentations, workshops, seminars and project works as a regular course requirement thus needs to be included in the system. For this, faculty capacity development is a precondition. As such, steps need to be taken to reform the teaching/learning approach in order to instill practical elements within the curriculum.

An applied and interactive education system should be incorporated in agricultural academia to improve class performance of the students. For example, in some of the schools that Ispahani is currently running, interactive education systems have been introduced.

Agricultural curriculum is not market driven

There is a rising gap between market demand for agricultural graduates and the number of skilled students that the universities currently produce. Clear initiatives to bridge this gap are also lacking, thus the curriculum needs to be reformulated. Developing local knowledge contents (e.g. agribusiness cases for classroom simulation) could be a way in addressing this problem.

“Although relevant courses are included in

some programs, practical orientation is

still missing.”

Mustafizur Rahman Sylhet Agricultural

University


However, some initiatives are notable. For instance, Sylhet Agricultural University has a system of tagging a business person with each department in order to provide students with market-orientation. This is helping the students to relate their academic knowledge with the market outside and build up a better linkage with the real world.

Funding is a barrier to advancing market-oriented agricultural education

Lack of funding is a common problem that was observed by all the agricultural universities. As a public institution, these universities get limited funds to develop their curriculum and conduct research in innovative technologies. Agricultural R&D requires sufficient investment, but a country such as Bangladesh may spend only a part of that. Consequently, there exists a gap in expectations and outputs.

For example, BSMRAU wish to do workshops to build faculty capacity and to update the syllabus, but the university is facing financial problems in supporting this initiative. As a public university it is tough for BRMRAU to arrange such programs unless sponsors support them. Likewise, SAU wants to evolve its curriculum in the near future. But, insufficient funding for the need assessment research required for this initiative stands as the problem again.

Students’ perception about private sector jobs needs to be changed

Agricultural graduates yet are not much interested in private sector jobs. They are

interested primarily in public sector jobs, probably due to job security and so-called social status issues. Of course, the other school of thought believes that they are not dynamic enough to pursue a private sector career. Exception in this is the case of

choosing a banking career that offers some degree of job security on a much higher pay scale. Of course, according to some, this is a pure wastage of national resources, since all the investment made in making the person an agriculturist goes in drain. To engineer a real change in the mindset and preparedness, collective action by the universities may be worked out in this regard.

In absence of strategic academic administration, good initiatives die too!

Sher-e-Bangla Agricultural University (SAU) launched its B.Sc. in agribusiness programme in 2007. By 2012, three batches graduated from this discipline. But the graduates had difficulties to find appropriate employment opportunities, primarily because (public sector) job circulars had no mention of this degree (B.Sc. in Agribusiness). As a result, the


university authority had to change the name of the degree (to BBA).

Communication gaps needed to be narrowed down

Communication between universities and the private sector needs to be improved. Sylhet Agricultural University, for example, cited a case of communications gap: The university was planning for a practicum (study tour) to a large agro-industrial complex, but lack of sponsorship forced the initiative to be stalled. This is one of many good initiatives that could not be realized due to absence of support in form of sponsorship and funding. To make the agricultural curriculum more market-responsive, a holistic approach is required. Many players of diverse domains are involved in it; they collectively form the agriculture and agribusiness ecosystem.

Career counseling and internship office is crucial for graduate placement

An in-house career and professional development department is a common practice in most of the top universities in Bangladesh, and beyond. The effectiveness of such departments cannot be ignored. If the agricultural universities can establish a separate office for job placement, it will boost the confidence of students and make it a lot easier for them to find the right kind of job.

Private participation in advancing market responsive

“The impact of post-harvest loss is

unbearable to farmers, consumers and VCAs.

Academia must pay due attention to the complete

value chains, besides current production-centric education.”

Syeda Farzana Morshed, CDCS


agriculture and agribusiness education The big names of the private sector are ready to work jointly with universities and public sector agencies to produce quality graduates that better serve the country’s booming agriculture sector.

Private sector has interest to support agricultural curriculum development

Bangladesh’s private sector is ready to actively engage in co-designing the agricultural curriculum in order to make it more market-oriented. It is ready to make necessary investments as well. For example, ACI indicated that it may even sponsor a department in one of the agricultural universities (private/public). It will bear all the costs of that department and take the profits too. In return, it will ensure jobs for the graduates of the department. ACI recruited 1,000 people this year (2014) alone for extension works (‘taking technology to farmers’). It needs another 2,000 new staff very soon.

Ispahani too is interested in co-creating the academic curriculum along with agricultural universities. In this line, its goodwill and long experience in CSR investment for educational endeavors would provide much-needed insights. Ispahani currently runs 14 public schools across the country and in some of these schools, a project on ‘interactive learning’ is underway.

It was also stated that since the private sector is growing, the opportunity for

industry-university collaboration was increasing in parallel.

Internship as a tool for market orientation

All the agricultural universities should

include a compulsory internship program as an academic requirement. This will help the new graduates to develop themselves and have some practical exposure/knowledge before going into the job market. Universities must develop the students according to the market requirements so that they can meet the demand for agricultural knowledge and skills that prevails in the market.

Due to lack of a policy on compulsory internships at universities, private sector players – who are willing to give the students the much-needed market exposure that they need – fail to attract the interest of the agricultural students. For example, once Ispahani issued a circular for internship, but surprisingly no one applied from agricultural universities.


The Way Forward Promote industry-university collaboration. Invite private sector representatives and policy makers to campus in order to share knowledge, insights and experiences. Craft joint initiatives such as exposure visits, research and field tests, industry visits, training, etc.

Promote/help make internships and placements an official affair, with much rigor. Internships should be made mandatory for all students.

Introduce modern pedagogy (teaching style) and student evaluation systems in order to enhance classroom performance. Current evaluation systems are only examination-focused, whereas agricultural graduates need more practical knowledge and field exposure. The teaching and evaluation systems should include such instruments as presentations, workshops and project works on a regular basis.

Invest in faculty capacity-building to upgrade the curriculum on a regular basis; introduce modern teaching techniques and strengthen the system.

Fund/facilitate market need assessment research and faculty capacity-building interventions to design a market-responsive curriculum and to develop local knowledge content such as simulation cases, books, research monographs, agribusiness sub-sector studies, etc.

Promote an interactive agriculture and agribusiness ecosystem. Help to craft and execute a strategic roadmap for market-responsive curriculum development on an urgent basis. In this line, a well thought-out role for the private sector vis-à-vis other stakeholders should be outlined and pursued collectively.


Acknowledgements

The author registers his sincere appreciation to Katalyst for undertaking the initiative on promoting inclusive business, in this case by advancing market-responsive agricultural curriculum. The author also registers his deep gratitude to CDCS Knowledge Institute for facilitating this initiative by voluntarily sharing its resources and networks and making the faculty workshop so rich and lively. The author offers heartfelt thanks to the participants of the workshop for sharing their experiences and providing valuable insights.

The author expresses his deep appreciation to Mr. Markus Ehmann, General Manager, Katalyst for nurturing an inclusive business agenda within Katalyst M4P framework by leading a nice pool of open-minded professionals. In this connection, the author thanks Katalyst capitalisation team, particularly Nasir Uddin Ahmed, Mohasin Kabir, Tahsin Akbar and Injamam Alam, for their wonderful support throughout the project tenure.

The author expresses his sincere gratitude to Ms. Syeda Farzana Morshed, Managing Director of Centre for Development and Competitive Strategies Ltd. (www.cdcs-biz.com) and Mr. Rezaul Karim Siddique, Director, CDCS Communications for their generous support in the process of execution of the project. Heartfelt thanks goes also to CDCS professionals Messrs Md. Sohel Rana, Md. Alamgir Hossen and Masrur Md. Haque for their outstanding assistance in planning and organizing the workshop.


Annexure: Panel Members Name Designation Organization Dr. F H Ansarey Executive Director ACI Agribusiness Fawzia Yasmeen General Manager Ispahani Agro Ltd. Noor Md. Rahmatallah Proessor Sher-e-Bangla Agricultural

University Md. Zulfiakar Ahmed Reza Proessor Sher-e-Bangla Agricultural

University Mr. Kazi Tamim Rahman Assistant Professor Bangabandhu Sheikh Mujibur

Rahman Agricultural University (BSMRAU)

Mr. Abdus Salam Assistant Professor Bangabandhu Sheikh Mujibur Rahman Agricultural University (BSMRAU)

Ms. Jaba Rani Sarker Assistant Professor Bangabandhu Sheikh Mujibur Rahman Agricultural University (BSMRAU)

Mr. Monjurul Islam Assistant Professor Bangabandhu Sheikh Mujibur Rahman Agricultural University (BSMRAU)

Md. Razib Hossain Lecturer Bangabandhu Sheikh Mujibur Rahman Agricultural University (BSMRAU)

Jashim Uddin Ahmed Professor Sylhet Agricultural University Md. Mostafizur Rahman Assistant Professor Sylhet Agricultural University Farhana Arefeen Mila Lecturer Sylhet Agricultural University Farzana Morshed Managing Director Center for Development &

Competitive Strategies Ltd. Rezaul Karim Siddique Director, Communications Center for Development &

Competitive Strategies Ltd.


Prepared by Katalyst Katalyst Project Office House 20, Road 6, Baridhara │Dhaka 1212 │ Bangladesh Phone +88 (02) 8833172-6, Ext. 117 │Fax +88 (02) 8835452 www.katalyst.com.bd www.facebook.com/katalyst-swisscontact www.swisscontact.org Contact: [email protected]

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