Nearly
everyone rural Bangladeshis own an incredibly valuable asset; they just need to
learn how to monetize it.
Supplementary than 115 million Bangladeshis be in this world in pastoral villages. Those
villagers don’t have a large amount, but many do own a cow. In actuality,
Bangladesh has the third-largest cattle inhabitants in Asia (and the
12th-largest in the world). In assumption, those bovines were the a good number
valuable and money-spinning positive feature that meager Bangladeshis own. The predicament
was that some just did not be acquainted with how to generate income as of
their intimidate.
Take the glasses case of Yusuf Mia. In the mid-1990s, the rural farmer misplaced his patch of land to wearing down. mandatory to survive without land to farm, Mia and his family owned only a milking cow. Rather than selling its milk for money, Mia chose to rent his cow to others to generate a meager income. Among the penalty, after his farm literally disappeared, he was no longer able to send his youngest daughter to drill.
It’s a story repeated in an assortment of incarnations around Bangladesh. But for Farouk Jiwa, a member of the economic expansion team at CARE, Mia’s story in addition inspired a explanation.
CARE knew Bangladesh’s dairy commerce was a most important area where the country’s poor could find gainful income, if only they had access to it. So the staff began working in the country’s rural north to recruit people living below the poverty line (those subsisting on $2 or less per day) into dairy farming. But just pointing them in the right direction wasn’t enough. Dairy farmers didn’t always have access to proper veterinary medicine, the ideal feed for their cows, or a stable market in which to sell their milk. Often, they got wildly different prices for their product, and on occasion, they were outright cheated. To empower rural Bangladeshis through dairy farming, CARE looked-for to reform the entire dairy process—from cow to market.
The revamp development, says Jiwa, is call a “value chain approach” and CARE’s project in Bangladesh is called “Strengthening the Dairy Value Chain.” “We lay out the entire system where the production is taking place,” Jiwa explains, “who the primary processors might be, who the buyers are, what their challenges might be, whether it's exporting or selling locally, identify the key constraints or bottlenecks in the value chain, and design interventions.”
After recruiting participant (CARE has 17,000 so far; the goal is 35,000 in five years), the CARE team organizes these typically landless farmers—each with one to three cows—into small dairy groups of 25 to 30 persons. CARE then trains these collectives on issues related to the nutrition and health of their animals. The organization also teaches them how to take their product to market in bulk, resulting in fairer, more consistent price for make the most of.
Farmers in the collective become skilled at to grow better feed, and are given access to crossbred cows and improved vaccinations. So far, the program’s cows have increased their milk production, and thus the farmers’ income, by an average of 50 percent.
Take the glasses case of Yusuf Mia. In the mid-1990s, the rural farmer misplaced his patch of land to wearing down. mandatory to survive without land to farm, Mia and his family owned only a milking cow. Rather than selling its milk for money, Mia chose to rent his cow to others to generate a meager income. Among the penalty, after his farm literally disappeared, he was no longer able to send his youngest daughter to drill.
It’s a story repeated in an assortment of incarnations around Bangladesh. But for Farouk Jiwa, a member of the economic expansion team at CARE, Mia’s story in addition inspired a explanation.
CARE knew Bangladesh’s dairy commerce was a most important area where the country’s poor could find gainful income, if only they had access to it. So the staff began working in the country’s rural north to recruit people living below the poverty line (those subsisting on $2 or less per day) into dairy farming. But just pointing them in the right direction wasn’t enough. Dairy farmers didn’t always have access to proper veterinary medicine, the ideal feed for their cows, or a stable market in which to sell their milk. Often, they got wildly different prices for their product, and on occasion, they were outright cheated. To empower rural Bangladeshis through dairy farming, CARE looked-for to reform the entire dairy process—from cow to market.
The revamp development, says Jiwa, is call a “value chain approach” and CARE’s project in Bangladesh is called “Strengthening the Dairy Value Chain.” “We lay out the entire system where the production is taking place,” Jiwa explains, “who the primary processors might be, who the buyers are, what their challenges might be, whether it's exporting or selling locally, identify the key constraints or bottlenecks in the value chain, and design interventions.”
After recruiting participant (CARE has 17,000 so far; the goal is 35,000 in five years), the CARE team organizes these typically landless farmers—each with one to three cows—into small dairy groups of 25 to 30 persons. CARE then trains these collectives on issues related to the nutrition and health of their animals. The organization also teaches them how to take their product to market in bulk, resulting in fairer, more consistent price for make the most of.
Farmers in the collective become skilled at to grow better feed, and are given access to crossbred cows and improved vaccinations. So far, the program’s cows have increased their milk production, and thus the farmers’ income, by an average of 50 percent.
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