Samriddhi

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Samriddhi Project Document The collection of data will be organised in such a way that it fulfils diverse requirements: that of a general livelihood and market development monitoring in the project areas, and specific requirements concerning project implementation as well as that of the SDC monitoring tool and cooperation strategy monitoring. Partner NGOs and for specific purposes local stakeholders will collect the data, while Samriddhi will cross-check data collected by partner NGOs or stakeholders in order to verify their validity. The compilation of the data and the analysis will be done again by Samriddhi. Besides the usual collection of monitoring quantitative and qualitative data, which will be disaggregated according to gender and poverty level, special studies will capitalise the experience of the project regarding its approaches, behavioural changes, institutional development, impacts on the context, etc. This will be particularly important in relation to the knowledge management. Monitoring and evaluation will be the responsibility of all programme staff and will be led by the PSMU. Backstopping for the improvement of the M&E system, as well as the knowledge management system, its operation and data analysis, will be provided by Intercooperation, while the PSMU will develop capacities at regional level for the implementation of the system. There will be an annual joint-assessment involving partners and stakeholders to determine the progress and adjustments that are required to be made. The monitoring results achieved by the project will be shared amongst partners, participants, public institutions and relevant stakeholders. An extended baseline survey for Samriddhi will be initiated at the end of the current phase of LEAF and SAAKTI in order to have the baseline information ready at the beginning of the phase. Existing monitoring tools like well-being and ill-being analysis, joint review of communities and partners, socio-economic observatory, specific exercises with communities and partners, experience capitalisation etc. will be continued to monitor the changes and impacts at the direct beneficiaries’ level within the geographical intervention areas of the project. Efforts will be made to simplify the tools and if required include new tools in order to make the system more efficient and effective. In addition, results measurement methods (e.g. result chain) will be introduced and applied to monitor the impacts at the beneficiaries’ level in relation to interventions in value chain and service provision, since their implications and coverage would not be limited only within the project’s intervention area. The project will produce six-monthly activity progress reports based on the reports from the partner organisations, stakeholders and project information system. The project will submit a half-yearly progress report and an annual report to SDC. The annual reports will be provided together with the respective Annual Plan of Operations (APOs). The annual reports will contain progress of both outputs and outcomes. A phase end-report will be submitted to SDC. Best practices and lessons learned related to leading change processes within state institutions will be capitalised and disseminated. An external evaluation will be conducted at the beginning of the third year of the project. A process of self-evaluation will take place before the external evaluation, and will be used as instrument for decision making. The self-evaluation and the external evaluation together form the mid-term review, which will provide inputs for necessary adjustments of the project during Intercooperation Bangladesh Page 35
Samriddhi Project Document the remaining period of the phase and for preparing the phasing-out of the project. The mid-term review process will include the participation of stakeholders, project team, Intercooperation and SDC. The budget will be established following the calendar year. Financial reports will be provided on a six-monthly basis to SDC. Financial audit will continue on half-yearly basis in order to fulfil both SDC and NGO Affairs Bureau requirements. Moreover, the Delegation of Intercooperation will maintain a system of financial monitoring (internal audit) concerning the financial statements and budget. The detailed monitoring and reporting plan is attached in annex 6. 8. Budget The total cost borne by SDC amounts to CHF 8.3 million. A summary of the budget (in CHF) is presented in Table 3. Table 3: 3 year budget (August 2010 to July 2013); 60 BDT = 1 CHF Part 1 2010 2011 2012 2013 Aug-Dec Jan-Dec Jan-Dec Jan-July Total Services Headquarters 17,140 21,010 18,710 22,360 79,220 Part 2 Local Office 23,140 47,650 47,650 33,610 152,050 Part 3 Project Implementation 624,505 1,376,084 1,347,554 756,469 4,104,612 Part 3a. Long-term experts 401,305 877,400 877,400 508,095 2,664,200 Part 3b. Short-term experts 15,700 47,790 33,370 4,350 101,210 Part 3c. Local support 207,500 450,894 436,784 244,024 1,339,202 Part 4 Administrated project funds 603,130 1,453,852 1,315,962 591,156 3,964,100 Total Budget CHF 1,267,915 2,898,596 2,729,876 1,403,595 8,299,982 Intercooperation Bangladesh Page 36
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