Samriddhi

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Samriddhi Project Document 7. Project Management 7.1 Institutional Set-up In accordance to Samriddhi approaches and strategies, the project’s institutional set-up will have to be significantly reorganised. Due to the phasing-out of NGOs’ role with regards to market development interventions, the increase in the number of value chains and the increased interaction with the private sector, the project structure will remain similar to that of LEAF and SAAKTI. The staff will have a stronger facilitation role, which should put together the stakeholders according to the vision of Samriddhi. Samriddhi will have a Project Management and Support Unit (PMSU) and four Regional Offices (RO). The PMSU will comprise six operational persons: • Project Coordinator • Coordinator Social Development and Deputy Project Coordinator • 2 Coordinators Value Chains • Coordinator Service Provision and Enterprise Development • Monitoring Specialist • International Adviser The Project Coordinator will be in charge of the overall management of Samriddhi. S/he should combine knowledge on both livelihoods and market development issue with programme management, including human and financial resource management. The Coordinator Social Development and Deputy Project Coordinator will assist the Coordinator in the project supervision and monitoring, as well as establishing collaboration with other projects and organisations, and in policy dialogue. Furthermore, he will coordinate the activities in social development, especially HID, and DRR. Two Coordinators Value Chains will lead the value chain teams, coordinate the overall value chain interventions and ensure the interaction with large private companies involved. A Coordinator Service Provision and Enterprise Development will support the regional offices for the promotion of Service Providers Associations and MSE promotion and will supervise the collaboration with National Institutions (line agencies), as well as the collaboration with ILGS project. The Monitoring Specialist will support the regional offices in collecting and processing data and be responsible for the outcome monitoring process. The International Adviser will render technical advice concerning institutionalisation processes, market development, and local governance, and take up methodological and technical backstopping support to the project team. He will furthermore support the project management. Each of the four regional teams will be composed of: • Regional Coordinator • Associate Coordinator Social Development • 3 Value Chain Specialists Intercooperation Bangladesh Page 33
Samriddhi Project Document The Regional Coordinator will ensure the general management of the regional office and the overall supervision of project’s interventions. S/he will be assisted by an Associate Coordinator Social Development who will coordinate the interventions in the field of community platform strengthening in partnership with local NGOs. The Associate Coordinator Social Development will also have the responsibility to supervise the mainstreaming of gender and DRR in the project interventions. Three to four Value Chain Specialists will look after three value chains each. Their main role will be to coordinate the interventions with private sector actors, service providers and SPAs. Although they are based in the regional offices, they will work together in value chain teams led by the respective Coordinator Value Chains. Each value chain team will be responsible for a set of related value chains. The organisational set-up is presented in annex 5. The terms of reference of the staff, as well as the qualifications required are presented in annexes 11 and 12. 7.2 Steering and Management The project will be steered and controlled by a steering committee, composed of SDC, Intercooperation and project representatives. The main task of the committee is to ensure strategic guidance to the project, and its coherence with the SDC cooperation strategy and government policies. Other tasks of the steering committee include the approval of planning and reporting documents, including budget and financial aspects, special issues internally or externally affecting the projects, as well as exchange of information about recent developments in the fields of agriculture and market related policies. The steering committee is a platform for exchanges, looking for consensus and mutual agreement. However, final decisions regarding the strategic programme orientation, including the formal approval of annual reports and plans of operations, are vested with SDC. The steering committee will organise six-monthly meetings. From time to time, it will invite important stakeholders or key individuals for consultation. Common joint field visits of steering committee members can be organised during or besides the six-monthly meetings. Intercooperation will have the overall responsibility for financial and programmatic management, supervision and guidance. The Delegation of Intercooperation, based in Dhaka, provides thematic and strategic guidance, and encourages cooperation and coordination with other projects in the employment and income programme of SDC. It also has a role of backstopping and coaching, particularly towards the PSMU. It organises support from international consultants. 7.3 Monitoring, evaluation and reporting The monitoring system will be developed on the basis of the indicators defined in the logical framework and it will focus on outcomes as well as on outputs. The monitoring of outcomes will be presented in a summary form in the annual reports, according to the requirements of SDC, while the monitoring of outputs will be included in the half yearly project reports. Both qualitative and quantitative aspects will be considered and analysed in the outcome and output monitoring. The monitoring system of the project will also consider the indicators of SDC’s cooperation strategy related to its income and employment thematic priority. Intercooperation Bangladesh Page 34
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Samriddhi

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