Samriddhi
Samriddhi
Samriddhi
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<strong>Samriddhi</strong> Project Document<br />
Narrative Summary Indicator Target MoV Assumptions<br />
Major lines of activities<br />
• Build capacity of SPA on organisational capacity: internal management (membership, inclusiveness, organisational structure, etc.) and external<br />
management (negotiation with line agencies, private companies, to organise capacity building and input contracts).<br />
• Work with public and private sector to improve the capacity of LSP (updating, specialisation, and diversification).<br />
Output 1.4<br />
Efficiency and coordination of service<br />
transactions between SPAs and their clients<br />
are improved.<br />
Major lines of activities<br />
Number of service contracts established by one<br />
SPA with MSEs and private companies<br />
Number of poor and extreme poor men and women<br />
linked with LSPs<br />
Number of additionally covered unions per SPA<br />
outside project working area<br />
% increase in male and female LSPs’ income by<br />
selling services<br />
100 SPA database<br />
250,000 (50%<br />
women)<br />
CP survey<br />
2 SPA database<br />
50% Survey on LSPs<br />
• Good market<br />
potentials for MSEs<br />
• No sharp increase in<br />
inflation<br />
• Build capacity of SPA on business management, negotiation skills, service contract, etc. (selling of their services, negotiation and contracting with clients,<br />
business planning, etc.)<br />
• Support SPA to establish appropriate business models to work with extreme poor.<br />
• Equip the SPAs with tools and practices to better organise and promote the service market.<br />
Output 1.5<br />
The business management capacities and<br />
social responsibility of MSEs are<br />
strengthened.<br />
Major lines of activities<br />
% of MSE that developed and implemented a<br />
business plan (by men and women led MSEs)<br />
% of poor and extreme poor men and women<br />
involved in MSEs<br />
- involvement as labour<br />
- involvement as entrepreneur<br />
% of MSE with women actively involved in decision<br />
making processes<br />
80% MSE database<br />
60% (80% as<br />
labour, 20%<br />
as<br />
entrepreneur)<br />
MSE database<br />
CP planning<br />
80% MSE database<br />
MSE survey<br />
• Market situation is<br />
favourable for rural<br />
MSE<br />
• Policy framework is<br />
favourable for rural<br />
MSE<br />
• Cultural environment<br />
enable women and<br />
minority groups to do<br />
business<br />
• Build entrepreneurial skills of women, poor, and extreme poor to participate in economic activities.<br />
• Capacity development of business management and social responsibility of MSEs (business planning, financial management, negotiation, legal<br />
framework, inclusion of poor, gender, etc.)<br />
8
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