Shomoshti – Prosperity for the Poor and Disadvantaged

Over 180,000 rural poor and disadvantaged households will enhance the productivity of their farming and cottage businesses through the use of improved technical and market services. This will result in increased incomes and the ability to pay for social services. Through the strengthening of voice and participation of the poor and disadvantaged in local planning, their access to services in nutrition, health and education, and thus wellbeing, will be improved.

Pays/région Thème Période Budget
Emploi & développement économique
Politique de l’industrie
Soutien commerciale & inclusion économique
Politique commerciale & system de marché
Développement rural
01.04.2017 - 31.07.2020
CHF 6'920'000

The constant economic growth and resilience of Bangladesh has placed it on the trajectory to reach lower middle income status. The country has successfully managed to reduce income poverty from 59% in 1991 to 24% in 2016. However, the economic gains have not been equitably distributed all over the country. Joblessness and inequality are mounting particularly for women and people who live in the hard to reach areas which are hardly reached by public or private services. The participation of the poor, women and disadvantaged in rural markets and the terms of their effective participation are critical determinants for pro-poor economic growth and poverty reduction.


Rural households, particularly the poor and disadvantaged, benefit from a better wellbeing due to higher incomes, better nutrition, improved health and access to education.

This improved wellbeing includes increased capacities, knowledge and networks to sustain and further improve the gains in income.

Groupes cibles

180,000 rural households (30% women, 70% poor, 40% disadvantaged).

To facilitate economic and social change for the households, the project engages with local government institutions (like Union Parishad, Upazila Parishads) and works with the local offices of line ministries (particularly agricultural extension, WASH, health and nutrition services). For facilitating market change, the project engages with private, public and civil society service providers (like local service providers, collectors, wholesalers, input companies, service providers in transport sector, and social enterprises in social service delivery).

Effets à moyen terme

Outcome 1:

180,000 rural households (30% individual women, 70% poor, 40% disadvantaged) use improved market and social services.

Outcome 2:

Public and private service providers are more responsive to the business and social needs of the poor, disadvantaged and women.


Principaux résultats attendus:  

  • Rural producer households have the capacities to access market development services.
  • Rural households gain the capacity to access social services and savings mechanism.
  • Market actors supported to expand pro-poor, gender responsive and value-added inputs and services for farm and off-farm producer households.
  • Local government institutions sensitized and supported for pro-poor gender responsive market and social services.

Principaux résultats antérieurs:  

The phase I (inception phase) of Shomoshti has achieved five key deliverables: (i) established project team, project infrastructures and partners at local level (ii) finalized intervention strategies and working modalities (iii) developed model through learning from the pilot activities to integrate market and social development approach, and (iv) identified good practices from the field on social development interventions and (v) region specific selection of value chains.

Outputs include participatory power analysis in 426 communities across the four regions, during which Shomoshti mapped out 3602 farmer groups consisting of 25 to 30 members each, and more than 20’000 poor and disadvantaged beneficiaries of the Pillar II interventions. This exercise also resulted in the identification and orientation of 300 Local Service Providers (10% women) and 610 Social Change Agents (40% women). First interventions were piloted in dairy, beef, duck, vegetable and cotton craft value-chains. A baseline analysis study was finalized to the M&E system during scaling up.

Direction/office fédéral responsable DDC
Crédit Coopération au développement
Partenaire de projet Partenaire contractuel
Organisation non gouvernementale internationale ou étrangère
  • Care International

Coordination avec d'autres projets et acteurs

The project works mainly through existing market actors such as local service providers and service provider associations of Samriddhi and other projects, producer and savings groups of previous CARE projects and community clinics. Interventions will be coordinated with the SDC funded SanMarkS, M4C; BADIP, B4P, Upazila Governance and Sharique projects as well as CARE projects.

Budget Phase en cours Budget de la Suisse CHF   6'920'000 Budget suisse déjà attribué CHF   4'318'876
Phases du projet Phase 99 01.04.2020 - 30.06.2027   (Planned) Phase 2 01.04.2017 - 31.07.2020   (Phase en cours) Phase 1 15.03.2016 - 31.07.2017   (Completed)