· gksrkat; adess kargpivdÆn_vis½yksikmµrtrtg;kmµvifisila ausaid tipñak;gargursþali...

RksYgGPivDÆn_CnbT

KMeragGPivDÆn_shKmn_mUldæanCnbT (CBRDP) kmµviFIGPivDÆn_CnbT (RDP)

extþkMBg;FM nigextþkMBt RbeTskm<úCa

ÉksarsIþGMBI karRtYtBinitü nigvaytMél

KaMRTeday³ shRbtibtþikarbec©keTs GaløWm:g; (GTZ)

mUlniFiGnþrCatisMrab;karGPivDÆn_ksikmµ (IFAD)

GgÁkarbMerIesvakmµGPivDÆn_ GaløWm:g; (DED)

ÉksarépÞkñúgelx 27 EksMrYlelIkTI 2

Ex mIna qñaM 2006

KMeragGPivDÆn_shKmn_mUldæanCnbT (CBRDP)

kmµviFIGPivDÆn_CnbT (RDP) extþkMBg;FM nigextþkMBt RbeTskm<úCa

ÉksarsIþGMBI karRtYtBinitü nigvaytMél

mKÁúeTÞsk_ sMrab;mRnþIRtYtBinitünigvaytMél nigmRnþIbegÁal

KaMRTeday³ shRbtibtþikarbec©keTs GaløWm:g; (GTZ)

mUlniFiGnþrCatisMrab;karGPivDÆn_ksikmµ (IFAD)

GgÁkarbMerIesvakmµGPivDÆn_ GaløWm:g; (DED)

Ex mIna qñaM 2006

ÉksarépÞkñúgelx 27 EksMrYlelIkTI 2

GkSrkat; ADESS karGPivDÆn_vis½yksikmµRTRTg;kmµviFIsila AusAid TIPñak;garGURsþalI edIm,IGPivDÆn_GnþrCati CAAEP KMeragpSBVpSayksikmµkm<úCa-GURsþalI CAU Epñkrdæ)alnigRKb;RKgkic©snüaénKN³kmµaFikarRbtibtþi CBRDP KMeragGPivDÆn_shKmn_mUldæanCnbT CBO GgÁkarmUldæan CC RkumRbwkSaXuM CD GPivDÆn_shKmn_ CDA RbFanksikmµRsuk CMDG eKaledAGPivDÆn_shsSvtSr_km<úCa CMT RkumRKb;RKgsmasPaK DAE naykdæanpSBVpSayksikmµ DCD team RkumGPivDÆn_shKmn_fñak;Rsuk DFT RkumsMrbsMrYlfñak;Rsuk DIW sikçasalasmahrNkmµfñak;Rsuk DOT RkumGnuvtþKMeragfñak;Rsuk DRD mnÞIrGPivDÆn_CnbT ExCom KN³kmµaFikarRbtibtþi [énKN³kmµaFikarGPivDÆn_CnbTextþ] FP RKUksikr GTZ shRbtibtþikarbec©keTs GaløWm:g; HRD karGPivDÆn_FnFanmnusS IFAD mUlniFiGnþrCati edIm,IGPivDÆn_vis½yksikmµ LAU Epñkrdæ)almUldæan [énKN³kmµaFikarRbtibtþi] LTC KN³kmµkarbec©keTsmUldæan ¬rab;bBa©ÚlKN³kmµkarbec©keTsPUmi¦ MAFF RksYgksikmµ rukçaRbmaj; nigensaT M&E karRtYtBinitü nigvaytMél M&E CT RkumsñÚlRtYtBinitü nigvaytMél

i

MVHL bBa¢IRKYsarTIT½lRk NGO GgÁkareRkArdæaPi)al NRM karRKb;RKgFnFanFmµCati OA kariyal½yekSRtsaRsþ OAE kariyal½ypSBVpSayksikmµ PDA mnÞIrksikmµextþ PDP kmµviFIGPivDÆn_extþkMBg;FM PLG PaBCaédKUedIm,IGPi)alkic©mUldæan PRA karGegÁtsßanPaBCnbTEdlmankarcUlrYm PRASAC kmµviFIRTRTg;vis½yksikmµenAkm<úCa PRDC KN³kmµaFikarGPivDÆn_CnbTextþ PSU GgÁPaBKaMRTKMerag PTST RkumKaMRTbec©keTsfñak;extþ RC cgVak;lT§pl RBM karRtYtBiinitüEp¥kelIlT§pl RDP kmµviFIGPivDÆn_CnbT extþkMBg;FM nigkMBt Seila BaküExµrmYyma:t; Edlmann½yfa ; fµRKwH ; ehIyk¾CaeQµaHkmµviFIrbs;raCrdæaPi)al

kñúgkarkat;bnßyPaBRkIRk tamry³GPi)alkic©mUldæanEdl)anEklMG TA CMnYykarbec©keTs TSO mRnþIKaMRTbec©keTs TSU EpñkKaMRTbec©keTs UNOPS kariyal½yGgÁkarshRbCaCati sMrab;esvakmµKMerag VAHW Pñak;garsuxPaBstVPUmi VTC KN³kmµkarbec©keTsPUmi WUC KN³kmµkareRbIR)as;Twk WUG RkumeRbIR)as;Twk

ii

buBVkfa fñak;dwknaMKMerag CBRDP/RDP manesckþIesamnsSrIkray rYmcMENkCamYymRnþIRtYt BinitünigvaytMél mRnþIbegÁalRtYtBinitünigvaytMél buKÁlikCMnYykarbec©keTs nigsmaCikdéTeTot énKMerag CBRDP/ RDP cMeBaH ÉksarsþIGMBIkarRtYtBinitünigvaytMél EdlCamKÁúeTsmYy sRmab;mRnþI nigmRnþIbegÁalRtYtBinitünigvaytMél . ÉksarenHnwgpþl;[GñkGannUvKMnit CamUldæansþIBIkarRKb;RKgEp¥kelIlT§pl(Result-Based Management) RbB½n§M&EmYyEdl RTRTg;edayEpnkarM&E viFIsaRsþnig]bkrN_sRmab;RbmUlTinñn½y karTukdak;Tinñn½y nigkareFVI r)aykarN_ EdlnwgCYyeFIV[c,as;las;nUvGVIEdlKMerag kmµviFI b¤smasPaK¼Epñkrbs;KMeragenaH cg;eFVI[)anseRmc . ry³eBlBIrbIqñaMcugeRkayenH CBRDP/RDP )annigkMBugRtYsRtay[manskmµPaBRtYtBinitü edaydak;eGayeRbIÉksarenH enAkñúgsmasPaK smasPaKrg nigEpñknanaénKN³kmµaFikar Rbtibtþi. Gs;ry³eBlbIqñaMCab;²Kña karRbwgERbg\tQb;QrkñúgkarGnuvtþn_ nig karBinitüeLIgvij nUvviFIsaRsþ ]bkrN_ nignItiviFITaMgLay karepþIm[mankaryl;dwgfµIsþIBIcgVak;lT§pl nig karFana[mankarGnuvtþn_KMerag KWmanlkçN³cUlrYm nigmantmøaPaBeRcInCag tamry³kareRbIR)as; lT§plRtYtBinitünigvaytMél . eyIgsgÇwmfakarRbwgERbgTaMgGs;enH nwgCYyrYmcMENkeFVIeGayrIkceRmInlT§plTaMgLay EdlmannirnþrPaB nigmann½ycMeBaHRbCaBlrdæEdlTTYlplBIKMerag . enHvaminEmnCakargar gay RsYlenaHeT vaenAmankargarCaeRcIneTot EdlRtUveFVI ehIyvaGaceFVIeTA)andrabNa GñkeFVIesckþIsMerc citþRKb;rUb eRbIR)as;lT§pl M&E [manRbsiT§PaBsRmab;eKalbMNgenH . dUcenHÉksarENnaMenH RtUvEt)aneRbIR)as;nigGnuvtþ . RbB½n§ M&EEdll¥bMput vakøayCaRbB½n§minl¥ RbsinebIvaminRtUv)an eKeRbIR)as;nigeFVItam ehIyRbsinebIvaRtUv)aneKykmkGnuvtþ)anl¥ehIy GñkRKb;RKgTaMgGs;RtUvEt eRbIR)as;Tinñn½y ebImindUecñaHeT vaRKan;EtCaÉksar\tn½yb:ueNÑaH ehIyvaminGacseRmc)annUvGVIEdl eyIgcg;)anenaHeLIy. ÉksarenH)anvivtþBIkarKaMRTrbs;TIRbwkSaBieRKaHeyabl; (consultants) epSg² enAkñúgqñaM 2002 nig 2003 rYmpSMCamYybTBiesaFn_rbs;Rkumkargar M&E EdlmanrhUtmkdl;eBlenH. ÉksarenHRtUv)anerobcMeLIgy:agsamBaØ EdlGacyl;)any:aggaykñúgbribTsmasPaKnImYy². va CakþIsgÇwmrbs;eyIg EdlÉksarenHnwgkøayCaeKalkarN_EdlmanRbeyaCn_ CaCagÉksareyag

iii

enAeBlEdlbuKÁliksmasPaK nig TIRbwkSatamsmasPaK rkemIlmKÁúeTÞsk_edIm,IENnaMkñúgkarerobcM RKb;RKg nig RtYtBinitüskmµPaBniglT§plrbs;BYkeK b¤k¾raykarN_BIlT§plEdl)anseRmcCaedIm . ÉksarenHekIteLIgBIkarRbwgERbgrYmKñarbs;mnusSCaeRcIn ehIyeyIgsUmyk»kasenHedIm,I EføgGMNrKuNcMeBaHviPaKTanrbs;BYkeK. enAkñúgKMerag CBRDP/RDP eyIgsUmGrKuN cMeBaHelak bNÐit Georg Deichert CaTIRbwkSaksikmµ karRKb;RKgFnFanFmµCati nigRtYtBinitünigvaytMél Edl)annaMmuxkñúgkarRbwgERbgenH . cMeBaH elak Etn sMerc TIRbwkSakarbNþúHbNþal nigRtYtBinitü nigvaytMél Edl)ansRmbsRmYldMeNIrkarénkarGPivDÆn_ÉksarenH )ancgRkgÉksarTaMgGs; cUlKña ehIytamdanral;karEkERbCaPasaExµrnigGg;eKøs nig)anbBa©b;ÉksarenHCasßaBr . cMeBaH elak sug supl mRnþIEpnkarnig M&E énGgÁPaBKaMRTKMeragénRksYgGPivDÆn_CnbT elak hIu viciRt CMnYykarkmµviFIEpñk M&E enAextþkMBt nig elak lan Kn;LaM CMnYykarkmµviFIEpñk M&E enAextþ kMBg;FM Edl)anpþl;viPaKTand¾mantémø nig bTBiesaFn_Cak;Esþgrbs;BYkeK cMeBaHkarvivtþn_ Tak;Tgnwg karRtYtBinitünigvaytMél TaMgenAfñak;extþ nig enAÉGgÁPaBKaMRTKMerag . eyIgsUmGrKuNcMeBaH elakbNÐit Eberhard Bauer TIRbwkSaBieRKaHeyabl;xag M&E Edl )aneFVIeGayrIkcMerInrYmKña CamYyeyIgTaMgGs;KñanUv snÞsSn_ rebobeFVIeGay)ansMerc viFIsaRsþ nig ]bkrN_RtYtBiinitüepSg². Kat;)aneFVIkar)a:n;RbmaNEpnkar M&E nig)anCYypþl;karbNþúHbNþal nigkarKaMRTdl;smaCikRkumkargar M&E nig mRnþIbegÁalRtYtBinitünigvaytMélTaMgGs; . ÉksarenH minGacerobcMeTA)aneLIy RbsinebIminmankarcUlrYmcMENkrbs;GñkTaMgGs;enaH. Éksar M&E enHnwgvivtþbnþeTAmuxeTot edayminmankarsgS½yeLIy . eyIgsUmsVaKmn_cMeBaHbT BiesaFn_ KMnit nigeyabl; EdlelakGñkGacmankñúgkarEklMGÉksarenH . eyIg)anP¢ab;nUvsnøwk pþl;B½t’manRtLb;mYy kñúgEpñk]bsm<n½§sRmab;eKalbMNgenH .

eyIgsgÇwmfa ÉksarenHminRtwmEtmanRbeyaCn_nigRsYleRbIR)as;b:ueNÑaHeT b:uEnþsUm[man PaBrIkraykñúgkarGan .

PñMeBj ExmIna qñaM2006

bNÐit can; daru:g GKÁnaykrg RbFanGgÁPaBKaMRTKMeragén CBRDP/IFAD

RksYgGPivDÆn_CnbT

Dr. Angelika Fleddermann Senior Advisor/Teamleader kmµviFIGPivDÆn_CnbT (GTZ-RDP)

extþkMBt¼kMBg;FM

iv

cMNgeCIgmatika

GkSrkat;...................................................................................................i buBVkfa...................................................................................................iii cMBgeCIgmatika..........................................................................................v TidæPaBTUeTA..............................................................................................1 CMBUk 1 esckIþepIþmGMBIRkbx½NÐRtYtBinitü nigvaytMélrbs; CBRDP/RDP .......... 6

1/1-eKalbMNg nigRkumeKaledArbs;esovePAsIþBIkargarRtYtBinitü nigvaytMél ....................... 6 1/2-tMrYvkarénRbB½n§RtYtBinitü nigvaytMélrbs; CBRDP ........................................................7 1/3-TMnak;TMngCamYynwgkareFIVEpnkarrbs;kmµviFI Seila nigRkbx½NÐRtYtBinitü nigvaytMél ........9 1/4-mUldæaneFIVEpnkar sMrab;karRtYtBinitü nigvaytMél ..........................................................10 1/5-lMdab;énkarRtYtBinitü nigvaytMél nigTMnak;TMngCamYynwgÉksarrbs; IFAD................. 12 1/6-karRKb;RKgkarRtYtBinitü nigvaytMélenAkñúg CBRDP ................................................... 16

CMBUk 2 karRtYtBinitülMdab;TI 1³ karRtYtBinitüskmµPaB ............................. 18

2/1-kareFIVEpnkarkargarCaRbB½n§ CamUldæansMrab;karRtYtBinitüskmµPaB ................................19 2/2-Parkic© sMrab;mRnþIbegÁalRtYtBinitü nigvaytMél nigmRnIþRKb;RKgkarRtYtBinitüskmµPaB ...23

v

CMBUk 3 karRtYtBinitülMdab;TI 2³ karRtYtBinitülT§pl ...............................25

3/1-EpnkarRtYtBinitü nigvaytMél {karRKb;RKgEbbvimCÄkar} ..............................................28 3/2-EpnkarRtYtBinitü nigvaytMél {karBRgwgsmtßPaBRkumRbwkSaXMu} ...................................31 3/3-EpnkarRtYtBinitü nigvaytMél {GPivDÆn_shKmn_ nig karbRBa¢abEynD½r}...................... 36 3/4-EpnkarRtYtBinitü nigvaytMél {ehdæarcnasm½<n§ rab;TaMgkmµsiTi§dIFIø nigRbB½n§FarasaRsþ} ...46 3/5-EpnkarRtYtBinitü nigvaytMél {karpSBVpSayksikmµ} .....................................................56 3/6-EpnkarRtYtBinitü nigvaytMél {karbNþúHbNþalksikr nigkareFVIbgðaj}..........................64

CMBUk 4 karRtYtBinitülMdab;TI 3³ karsMerc)an nigplb:HBal;......................71 CMBUk 5 ]bkrN_ nigviFIsaRsþRtYtBinitü .................................................80

5/1-karRtUtBinitüFnFanmnusS .............................................................................................80 5/1/1-karRtYtBinitüTinñn½yCabrimaNénvKÁbNþúHbNþal nigRBwtþikarN_sMxan;² rbs;RkumeKaledA...............................................................................................................82 5/1/2-karRtYtBinitüKuNPaBénvKÁbNþúHbNþal nigRBwtþikarN_sMxan;²rbs;RkumeKaledA........86 5>1>3-karvaytMélbuKÁlik nigkarGnuvtþn_Gnusasn_ ........................................................... 90

5/2-RtYtBinitükarGnuvtþn_kargarrbs;sßab½nedayeRbIviFIsaRsþ SWOT.....................................97 5>2>1-RbvtiþénkarviPaKtamrebob SWOT .........................................................................98 5>2>2-karviPaKtamrebob SWOT CaviFIsaRsþd¾sMxan; sMrab;karRtYtBinitükarGnuvtþn_ kargarrbs;sßab½n ............................................................................................................ 100 5>2>3-kartamdankaredaHRsayral;cMNucexSay ........................................................... 103

5/3-karRtYtBinitüKMeragmIRkU ¬xñattUc¦ nigkarRtYtBinitüdMeNIrkar ....................................... 104 5/3/1-esoePAKMerag ...................................................................................................... 106 5>3>2-karvaytMéleBlbBa©b;KMerag ...............................................................................107

5/4-karRtYtBinitüenAkMritGñkTTYlpl................................................................................ 112 5>4>1-kareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlpl ........................................113

vi

5>4>2-sikçasalasIþBIkarRtYtBinitüGñkTTYlpl ...............................................................118 5>4>3-sikçasalasIþBIB½t’mansMrab;fñak;RKbRKg................................................................120

CMBUk 6 karEfrkSaTuk kardkykmkeRbI nigkarviPaKTinñn½ynigB½t’man.........124 CMBUk 7 RbB½n§eFIVesckIþraykarN_ ...........................................................135 ÉksarBieRKaHeyabl; ........................................................................... 137 ]bsm<½n§ ............................................................................................. 139

]bsm<½n§TI 1³ Rkbx½NÐtkáPaBkargarKMerag CBRDP Edl)anEksMrYl ........................140 ]bsm<½n§TI 2³ karBiBN’nakargar..................................................................................145 ]bsm<½n§TI 3³ eKalkarN_ENnaMeFVI BIA nig BMW....................................................155 ]bsm<½n§TI 4³ TMrg;RbmUlTinñn½yEpñkksikmµ .................................................................170 ]bsm<½n§TI 5³ bBa¢IGnuvtþkargarrbs;KN³kmµkar..........................................................173 ]bsm<½n§TI 6³ ÉksarpÞúkTinñn½yCak;lak;rbs;smasPaK...............................................187 ]bsm<½n§TI 7³ ÉksarpÞúkTinñn½ycMbg².........................................................................193 ]bsm<½n§TI 8³ TMrg;RtYtBinitükardæan..............................................................................196 ]bsm<½n§TI 9³ snøwkRbmUlB½t’manRtLb; .....................................................................214

rUbPaB

rUbPaBTI 1³ cgVak;lT§pl (Result Chain)......................................................................3 rUbPaBTI 2³ TidæPaBrYmelIkarRtYtBinitüenAkMritGñkTTYlpl ......................................... 123

vii

TidæPaBTUeTA

esovePAenH CamKÁúeTÞsk_cMbgsMrab;mRnIþ nigCnbegÁalRtYtBinitü nigvaytMélrbs;

CBRDP/RDP nigsmasPaKTaMgLayrbs;KMeragenH kñúgkarbMeBjkic©karrbs;BYkeK sMrab;karRtYt BinitüépÞkñúgKMerag.

enAkñúgeBlbc©úb,nñ esovePAenHmanlkçN³RKb;RCugeRCayehIy b:uEnþvanwgmankarEklMG CaRbcaM . viFIsaRsþ ]bkrN_ nigTMrg;EbbbTTaMgLay EdlenAeBlbc©úb,nñenHRtUv)aneRbIR)as;eday smasPaKepSg² enAkñúgextþTaMgBIr sMrab;karRtYtBinitüPaBrIkcMerInCarUbv½nþ RtUv)anEksMrYleGayman PaBgayRsYl mankarÉkPaB yl;RBmKña nigdak;bBa©ÚleTAkñúgesovePAenHrYcehIy . esovePAenH RtUvEt)anemIleXIjfa Ca]bkrN_mYy EdlGacpøas;bþÚr)aneTAtamkal³eTs³ EdlkarEksMrYlRtUveFVI edayEp¥keTAelIbTBiesaFn_kargarEdlTTYl)ankan;EteRcIneLIgenAkñúgeBlGnuvtþn_ . esovePAenH BiBN’naesÞIrEtRKb;EpñkEdlcaM)ac;énRbB½n§RtYtBinitü nigvaytMélTaMgmUl. eTaHCay:agNak¾eday EpñknImYy²énRbB½n§RtYtBiinitü nigvaytMél GnuBaØateGayeKbEnßm]bkrN_RtYtBinitü nigvaytMél

1

EdlCaCMerIssMrab;RbB½n§. enAkñúgmeFüa)ayenH eKRtUvEtemIleXIjesovePAenHfa CapÞaMgTsSnIy PaBmYy éndMeNIrkarEklMG nigeronsURtminecHcb;pgEdr.

karbegáItRbB½n§ M&E Edl)anbgðajenH epþateTAelIviFIsaRsþ {karRtYtBinitüEdlEp¥k eTAelIlT§pl ¬RBM¦ } dUecñHehIy vaTamTareGaymankaryl;dwgGMBIviFIsaRsþenH. RBM mann½yfa CakarRkElkemIleTAelIzananuRkmeKaledAén Logframe eRbobdUcCa {cgVak;lT§pl ¬b¤plb:HBal;¦} Edltamry³cgVak;enaH lT§plenAÉkMritplb:HBal;x<s;Cag ¬karsMerc)an plRbeyaCn_pÞal; nigplRbeyaCn_Rbeyal¦ køayCamNÐlEdleKykcitþTukdak;xøaMg ebIeRbobeFob eTAnwgkMritEdlTabéncgVak;lT§pl ¬kardak;FnFanbBa©Úl kareFVIskmµPaB niglT§plEdlTTYl )an¦. ]TahrN_mYyéncgVak;lT§plRtUv)anbgðajenAkñúgrUbPaBxageRkam. fVIebI RBM mankar ykcitþTukdak;xøaMgeTAelIplb:HBal;kMritx<s;Cag eKminRtUvyl;RcLMfa karRtYtBinitüeTAelIFnFan Edldak;bBa©Úl nigskmµPaBTaMgLayRtUv)aneKbMePøcecalenaHeLIy. karRtYtBinitüFnFanEdl dak;bBa©Úl skmµPaBEdl)aneFVI niglT§plEdlTTYl)an enAEtsMxan;sMrab;karRKb;RKg nigdwknaM KMeragRbcaMéf¶. karRbQmmuxcMeBaHRbB½n§ M&E sMrab;karRtYtBinitükMritx<s;CagKWRtUvbegáIt]bkrN_ eGaymanRbsiT§PaB nigsmRsbsMrab;vas;plRbeyaCn_pÞal; nigRbeyal ehIyGnuBaØateGaymankar EksMrYlEdlsmehtupldl;rgVas;TaMgenH eGayRsbeTAnwgGnþraKmn_KMeragTaMgLay.

karpøas;bþÚrsMxan;mYyeTotCamYy RBM KWkarEsVgyl;eTAelIBakübec©keTsepSg² EdlRtUv )aneRbIR)as;. enAxN³eBlEdlBakü {Result} RtYv)aneRbIR)as;CasTisn½yCamYyBakü { output} karEsVgyl;eTAelIBakü {lT§pl} enAkñúgcgVak;lT§pl KWmanPaBTUlMTUlayNas; ehIyrab;bBa©Úl plb:HBal;kMritx<s;pg. enAkñúgesovePA M&E enH vaküs½BÞRtUv)aneRbIedayEp¥keTAelIviFIsaRsþ RBM.

karbBa¢ak;mYyeTotcMeBaHBaküeBcn_ KWeyageTArkBakü {TMrg; form} nig {TMrg;EbbbT format} . enAkñúgesovePA M&E enH { TMrg;} RtUv)aneKyl;faCataragenAkñúgRkdasEdlGacmankar erobcMRTg;RTayxus²Kña EdlkarerobcMenH eKeGayeQµaHfa TMrg;EbbbT ¬lay-outs or formats¦.

2

rUbPaBTI 1 : cgVak;lT§pl (RESULT CHAIN)

plb:HBal;ry³eBlEvg (indirect benefits)

plb:HBal;ry³eBlmFüm

karsMerc)an (direct benefits) (medium-term results)

kareRbIR)as;lT§pl (short-term results)

lT§pl

skmµPaB

FnFan

plb:HB

al;

lT§pl

karTT

YlxusR

tUvrbs

;fñak;RKb

;RKg

KMlatplb:HBal; : change caused by other factors

esovePAenH RtUv)aneroberogeLIg edayEckecjCa 7 CMBUk³ • CMBUkTI 1 Bnül;GMBIeKalbMNg nigRkumeKaledArbs;esovePAenH tMrUvkarrbs;esovePAenH

TMnak;TMngCamYynwgRkbx½NÐRtYtBinitü nigvaytMélrbs;kmµviFI Seila mUldæaneFIVEpnkar sMrab;karRtYtBinitüenAkñúgrgVg; CBRDP/RDP kMriténkarRtYtBinitünigvaytMélepSg² nigcMNucCab;Tak;TgCamYynwgesovePARtYtBinitünigvaytMélrbs; IFAD nigkarÉkPaBKña TaMgLay Edl)aneFIVeLIgBak;B½n§CamYynwgkarRKb;RKgkarRtYtBinitünigvaytMélenAkñúgrgVg; CBRDP/RDP enH .

3

• CMBUkTI 2 BiBN’naGMBIviFIsaRsþTaMgLay sMrab;karRtYtBinitüskmµPaB . karRtYtBinitü skmµPaBRtUv)aneFIVeLIgPaKeRcIn nigeRkApøÚvkar edayQrelImUldæanénkareFIVEpnkarkargar CaeTogTat; ehIybMerICasMxan;dl;kareFIVesckIþsMerccitþRbcaMéf¶ .

• CMBUkTI 3 BiBN’naGMBIviFIsaRsþ nigTMrg;EbbbTTaMgLay sMrab;karRtYtBinitülT§pl EdlCa cMNucsñÚlrbs;esovePAenH . {lT§pl KWCaplitpl b¤esvakmµedaypÞal; Edl)anpþl; edayKMeragenH} ¬IFAD qñaM 2002¦/ ]TahrN_ CCs manlT§PaBGaceFIVEpnkareGay )anRtwmRtUv LTCs manlT§PaBGacEfrkSaGNþÚgTwk RkumksikrmanlT§PaBGaceRbIR)as; eGay)anRbesIreLIgnUvbec©keTsksikmµ .l.¦ . ehtudUecñH snÞsSn_lT§plTaMgLay KWCaKnwøHenAkñúgkarRtYtBinitüGMBIGIV EdleyIgnwgGacsMerc)anCamYynwgkarxitxMRbwgERbg TaMgGs;rbs;eyIg. CMBUkTI 3 enH BiBN’naGMBIviFIsaRsþ nigTMrg;EbbbTTaMgLayEdlRtUv eRbIR)as;sMrab;karRtYtBinitüsnÞsSn_lT§plepSg²rbs;smasPaKnImYy².

• CMBUkTI 4 BiBN’naGMBIplb:HBal;TaMgLay EdlCa {karpøas;bþÚrTaMgLay enAkñúgCIvPaBrs;enA rbs;RbCaCnRkIRkenATICnbT b¤CalkçN³Cak;lak;CagenHeTotenaH KWkarEklMGTaMgLay enA kñúgEpñksuxumalPaBrbs;BYkeK} ¬IFAD qñaM 2002¦ . plb:HBal;TaMgLay KWCapledaypÞal; b¤edayRbeyalénlT§plrbs;eyIg . bBaðaenH GacCaRkumeKaledA Edl)ancab; eRbIR)as;esvakmµ ¬kareFIVEpnkarXMu)anRtwmRtUv kareRbIR)as;GNþÚgTwk nigkareRbI R)as;RbePTBUCeRcIny:ag)any:agRbesIreLIg .l.¦ nigplitplTaMgLayrbs;eyIg nigedaysarkarcab;eRbIR)as;enHehIy )aneFVIeGaymankarEklMGCIvPaBrs;enArbs;BYkeK ¬karmansuxPaBRbesIreLIg nigkarmanR)ak;cMNUl eRcIn .l.¦ .

• viFIsaRsþ nig]bkrN_RtYtBinitü nigvaytMél EdlmankarTak;TgEteTAelIkartamdanelI snÞsSn_mYyrbs;smasPaKmYy RtUv)anBiBN’naedaypÞal; enAkñúgEpñknanaénCMBUkTI 3 EdlenAkñúgenaH karRtYtBinitürbs;smasPaKepSg² RtUv)anBiBN’na . viFIsaRsþ nig]bkrN_TaMgLay EdlGaceRbIR)as; sMrab;tamdansnÞsSn_mYycMnYn BIsmasPaKepSg² RtUv)anBiBN’naenAkñúgCMBUkTI 5 .

• CMBUkTI 6 BiBN’naGMBInItiviFITaMgLay sMrab;karpÞúkTinñn½y karviPaK nigkardkykTinñn½y TaMgenaHmkeRbI .

• CMBUkTI 7 CaCMBUkcugeRkaybg¥s;rbs;esovePAenH edaymannItiviFIGMBIkareFIVesckIþraykarN_ .

4

mRnIþ nigbuKÁlikbegÁalRtYtBinitü nigvaytMélrbs; ExCom mRnþIbegÁalRtYtBinitü nigvay tMél rbs;smasPaKepSg² nig TA xagRtYtBinitü nigvaytMélfñak;extþrbs; CBRDP/RDP

nwgRtUveFIVEpnkarskmµPaBRtYtBinitü nigvaytMélTaMgGs;RbcaMqñaM enAkñúgrgVg;énkarGnuvtþn_eFIVEpnkar RbtibtiþRbcaMqñaMrbs; CBRDP/RDP . mUldæaneFIVEpnkarKWCasnÞsSn_ CaBiesssnÞsSn_kMritlT§pl manB½t’manEdlRtUvkarsMrab;eKalbMNgenH viFIsaRsþ nig]bkrN_TaMgLayEdlRtUveRbIR)as; . B½t’manenH GacRtUv)anrkeXIj enAkñúgEpnkarRtYtBinitü nigvaytMél Edl)anP¢ab;mkCamYy nwgsmasPaKnImYy² enAkñúgCMBUkTI 3.

mRnþIbegÁalRtYtBinitü nigvaytMélrbs;smasPaKepSg² nigEpñkepSg²eTotenAkñúgrgVg; ExCom nwgRtUveFIVEpnkarsMrab;GnuvtþkarRtYtBinitü nigvaytMél {rbs;xøÜn} edayEp¥keTAelImUldæan énkarBiBN’naGMBIviFIsaRsþ nig]bkrN_enAkñúgCMBUkTI 3 nigCMBUkTI 5 ehIynwgRtUvsVHEsVgrkCMnYy BImRnIþRtYtBinitü nigvaytMélrbs; CAU/ExCom nig M&E TA .

mRnIþRtYtBinitü nigvaytMélrbs; CAU/ExCom nig TA xagRtYtBinitü nigvaytMélfñak; extþ nwgRtUvKaMRTdl;mRnþIbegÁalRtYtBinitü nigvaytMélrbs;smasPaKTaMgLayenaH nigRtYtBinitü emIlkarGnuvtþn_skmµPaBRtYtBinitü nigvaytMél Edl)aneFIVEpnkarrYcmkehIy . CagenHeTAeTot mRnIþRtYt Binitü nigvaytMélrbs; CAU/ExCom nwgpþÜcepIþm nigsMrbsMrYlskmµPaBRtYtBinitü nigvaytMélCarYmelIsmasPaKTaMgGs;Etmþg ¬dUcCa³ karvaytMéleTAelIplb:HBal;GñkTTYlpl nigkarRtYtBinitü GñkTTYlplTaMgenaH .l.¦ .

TA xagRtYtBinitü nigvaytMélfñak;Cati RtUvKaMRTdl;karRtYtBinitü nigvaytMélskmµPaB TaMgGs;enH tamkarcaM)ac; nigeFIVkarsMrbsMrYlskmµPaBRtYtBinitü nigvaytMélhYsBIfñak; extþ .

GñkGanesovePAenH Gackt;sMKal;fa esovePAenH minTan;manEcgGMBIParkic©RtYtBinitü nigvaytMél EdlRtUvcat;eFIVeLIgedayfñak;XMuxøÜnÉgenAeLIyeT . Parkic©EbbenH enAeBlbc©úb,nñenH RtUv)aneFIV eLIgedayRbB½n§RtYtBinitü nigvaytMélXMurbs;kmµviFI Seila . EteTaHCay:agNak¾eday skmµPaBRtYt Binitü nigvaytMélTaMgGs;rbs; CBRDP/RDP enAfñak;XMu KYrRtUv)anrab;bBa©ÚlmRnþI begÁalRtYtBinitü nigvaytMélrbs;RkumRbwkSaXMupgEdr edIm,IeFIVCaEpñkmYyrbs;RkumRtYtBinitü nigvaytMélenaH .

5

CMBUk 1

esckIþepIþmGMBIRkbx½NÐRtYtBinitü nigvaytMélrbs; CBRDP/RDP

1/1-eKalbMNg nigRkumeKaledArbs;esovePAsIþBIkargarRtYtBinitü nigvaytMél eKalbMNgrbs;esovePAenH KWedIm,IBiBN’naGMBI³

• Rkbx½NÐeFIVEpnkar nigRtYtBinitüTaMgmUlrbs; CBRDP/RDP nig

• nItiviFI viFIsaRsþ nig]bkrN_TaMgLay sMrab;karRtYtBinitüskmµPaB karGPivDÆn_FnFanmnusS karGnuvtþn_kargarrbs;sßab½n lT§pl kareRbIR)as;lT§pl karsMerc)an¬plRbeyaCn_pÞal;¦ nigplb:HBal;¬plRbeyaCn_edayRbeyal¦rbs; CBRDP/RDP .

esovePAenH RtUv)aneroberogeLIgCasMxan; sMrab;mRnIþ nigbuKÁlikbegÁalRtYtBinitünigvaytMél enAkñúg ExCom nigsmasPaKepSg²rbs;KMerag enAkñúgextþTaMgBIrenH edIm,IeFIVCaeKalkarN_ENnaM mYy sMrab;kartamdansnÞsSn_TaMgLay Edl)ankMNt;sMrab;eKalbMNgtamkMritxus²Kña ¬=kMritxus²Kña énlMdab;lT§pl¦ xagelIenH . Parkic©rbs;mRnIþRtYtBinitü nigvaytMélepSg² enAkñúg rgVg; CBRDP/RDP enH mandUcteTA³

• mRnIþRtYtBinitü nigvaytMél nigmRnþIbegÁalRtYtBinitü nigvaytMélcMnYn 2 nak; enAkñúgrgVg; CAU/ExCom EdlTTYlxusRtUvelIkargarRtYtBinitükic©snüa nigkarGnuvtþn_KMeragTaMgmUl

6

nigCYyenAkñúgkarerobcMeFIVr)aykarN_CUneTA ExCom nig PSU . EpñkrgenH mankarTTYl xusRtUvCasMxan;elIkargarRtYtBinitüsnÞsSn_ nigeKalsMxan;² ¬milestones¦ TaMgLay EdlTak;TgCamYynwg lT§plTI 1 enAkñúgRkbx½NÐEpnkar CBRDP/RDP enH ¬sUmemIlEpñk 3>1 nig]bsm½<n§TI 1¦ .

• mRnþIbegÁalRtYtBinitü nigvaytMélenAkñúgrgVg; LAU/ExCom CaGñkTTYlxusRtUvelIkar RtYtBinitükarGnuvtþn_kargarEdlTak;TgCamYybTbBaØtiþvimCÄkarenAfñak;XMu ¬CaBiessdMeNIr kareFIVEpnkarXMu nig bBaðanItüanukUlPaBepS² .l.¦ . mRnþIbegÁalRtYtBinitü nigvaytMél mankarTTYlxusRtUvelIkargarRtYtBinitüsnÞsSn_ nigeKalsMxan;²TaMgLay EdlTak;TgCa mYynwglT§plTI 2 enAkñúgRkbx½NÐEpnkar CBRDP/RDP enH ¬sUmemIlEpñk 3>2 nig]b sm½<n§TI 1¦ .

• smasPaKKMeragnImYy² manmRnþIbegÁalRtYtBinitü nigvaytMélcMnYn 1 nak; b¤ 2 nak; EdlmkBIrcnasm½<n§sßab½nrbs;édKUGnuvtþn_kargar enAkñúgextþkMBt nigextþkMBg;FM . mRnþIbegÁalRtYtBinitü nig vaytMélTaMgenH mankarTTYlxusRtUvelIkargarRtYtBinitüsnÞsSn_ nigeKalsMxan;²TaMgLay EdlTak;TgCamYynwgsmasPaKrbs;xøÜnerog²xøÜn ¬karGPivDÆn_ shKmn_¼karbRBa¢abeynD½rsMrab;lT§plTI3/ ehdæarcnasm½<n§¼RbB½n§FarasaRsþ¼ karcuHbBa©I kmµsiTi§dIFIø sMrab;lT§plTI4 nigksikmµsMrab;lT§plTI5 niglT§plTI6 sUmemIlcab;BIEpñk 3>3 dl;Epñk 3>6 nig]bsm½<n§TI 1¦ .

bEnßmelIkarENnaMdl;mRnIþ nigCnbegÁalRtYtBinitü nigvaytMél esovePAenHGacpþl;dl;mRnIþ RKb;RKgsmasPaKTaMgLaypgEdr nUvkarqøúHbBa©aMgcaM)ac;nanaenAkñúgkarRtYtBinitü nigvaytMél nigCMrujBYkeK eGayTTYlsÁal;GMBItMélCaskþanuBlnanaénkarRtYtBinitüB½t’man sMrab;kareFIVesckIþ sMerccitþ kartMrg;TiskarGnuvtþn_KMerag nigkareFIVEpnkaryuT§saRsþ .

1/2-tMrYvkarénRbB½n§RtYtBinitü nigvaytMélrbs; CBRDP

RbB½n§RtYtBinitü nigvaytMél sMrab; CBRDP/RDP enH KYrEtbMerICadMbUgbMputdl;tMrUvkarxag B½t’manrbs; CBRDP/RDP enHÉg . RbB½n§RtYtBinitü nigvaytMélenH nwgRtUvbegIáteLIg cab;taMgBI eBldMbUgmk minRtwmEtsMrab;eFIVkargarrhUtdl; CBRDP/RDP bBa©b;Etb:ueNÑaHeT b:uEnþ KYrRtUv)anbegIáteLIgkñúgrebobmYy Edlrdæ)almUldæanenARKb;lMdab;fñak;TaMgGs; GacbnþeRbIR)as;

7

RbB½n§dEdlenH sMrab;kareFIVEpnkarGPivDÆn_ rbs;xøÜnÉgpÞal; nigkarGnuvtþn_CabnÞab;eTot eGay)an eRcIntamEdlGaceFIVeTA)an .

tMrUvkarTaMgLayxageRkamenH RtUvEt)aneFIVkarBicarNa enAeBlkMNt;EpñkepSg²rbs;RbB½n§³

• RbB½n§enH KYrEtbMeBj)annUvtMrUvkarB½t’manTaMgGs;EdlRtUvkar sMrab;kareFIVesckIþsMerccitþ rbs;fñak;RKb;RKg nigkareFIVr)aykarN_GMBI CBRDP/RDP ehIyKYrEttamdansnÞsSn_sMxan; TaMgGs; Edl)anKUsbBa¢ak;enAkñúgRkbx½NÐtkáPaBEpnkarKMerag ¬niglMdab;lT§pl¦ nigkic© snüaTaMgLayrvag PRDC/ExCom nigTIPñak;garGnuvtþn_TaMgLay .

• enAeBlEdlsnÞsSn_TaMgGs;enH mankarqøúHbBa©aMgGMBIGaTiPaBfñak;Cati sMrab;karGPivDÆn_ CnbTEbbvimCÄkar ¬CBRDP/RDP CaKMeragmYyrbs;rdæaPi)al¦ enaH RbB½n§enH nwg manlkçN³smRsbCas½VyRbvtiþeTAnwgtMrUvkarRtYtBinitü nigvaytMélrbs;TIPñak;garGnuvtþn_ nana ¬bNþamnIÞr eRkamcMNuHRksYg¦ sMrab;tMrUvkarRtYtBinitü nigvaytMélkñúgry³eBlEvg rbs;xøÜnpgEdr .

• RbB½n§enH KYrRtUv)anerobcMdak;eGayeRbIR)as;enAkñúgTIPñak;garGnuvtþn_nana Edl)anelIkeLIg mkxagelI enH ¬mnIÞrTaMgLayrbs;rdæaPi)al¦ cab;taMgBIeBldMbUgénkarbegIátvaeLIg . fñak;dwknaMrbs; PRDC/ExCom nigrbs;mnÞIrCMnajnanaKYrEtCa {m©as;} énRbB½n§enH nigCa m©as;elInItiviFITaMgLayrbs;va cab;BIeBldMbUgeTA . TAs KYrEtyl;c,as;GMBItYnaTIrbs;xøÜn CaTIRbwkSa .

• RbB½n§enH KYrEtmanlkçN³gayRsYl tamEdlGaceFIVeTA)an ehIyRtUv)anbegIáteLIgenAelI RbB½n§RtYtBinitü nigvaytMél EdlmanRsab; k¾dUcCatamTMlab;eFIVTMnak;TMngkñúgmUldæan ¬]TahrN_³ karraykarN_pÞal;mat; minKYrmankarcaM)ac;dak;CMnYsedaykareFIVr)aykarN_ CalaylkçGkSrenaHeT RbsinebIkarraykarN_pÞal;mat;enaH manB½t’manKYreGayeCO Tukcitþ)anRKb;RKan;rYcehIyenaH¦ .

• RbB½n§enH minKYrepþatkarykcitþTukdak;eTAelI PaBeCOnelOnxagbec©keTsenAkñúgkarerobcM kareFIVGegát nigkarerobcMnItiviFIsÞabsÞg;sMNaknanaenaHeT . pÞúymkvij eKRtUvEtepþateTAelI nItiviFIeFVIGegátsMNakeGaysamBaØ nigcMeKalbMNg RBmTaMgerobcMkarsÞabsÞg;EdlmanPaB gayRsYl nigRtUvsMerc)annUvlT§plEdlmanlkçN³KYreGayeCOTukcitþ)ankñúgkMritsmRsb Rbhak;RbEhlNamYy EdlRtUvkarsMrab;kareFIVesckIþsMerccitþenH . maneBlxøH karRtYt

8

Binitü nigvaytMélGacmanPaBRbesIr nigmanRbsiT§PaBeRcIn¬cMNaytic¦ RbsinebIkMrit énkarrkeXIjRtwmRtUvtictYc CaCagkarrkeXIjRtUvTaMgRsug.

• RbB½n§enH KYrEtpþl;nUvB½t’manCak;lak;GMBIEynD½r nigB½t’manBak;B½n§CamYynwgPaBRkIRk eGay)anCaGb,brima. B½t’manBak;B½n§nwgPaBRkIRk vaminRtwmEtmanGaTiPaBx<s;sMrab;m©as; CMnYyb:ueNÑaHeT b:uEnþvamanGaTiPaBx<s;sMrab;vas;EvgeKaledAGPivDÆn_shsSvtSr_km<úCa pgEdr.

• ehIycugeRkay lT§plRtYtBinitü nigvaytMélenH KYrRtUv)anbgðajCUnCaxwømsar nigviFIsaRsþ enAkñúgrebobmYyEdlmanlkçN³ {Tak;TajTwkcitþ} sMrab;GñkeFIVesckIþsMerccitþ nigGñk RKb;RKgepSg²RKb;lMdab;fñak;. lT§pl EdlmanlkçN³KYreGayFujRTan; b¤lT§pl Edl)an bgðajCUnenAkñúglkçN³mYyKYreGayFujRTan;enaH TMngCanwgRtUvykmkeFIVesckIþsMerccitþ ticCaglT§plEdlmankar {elIkmkbgðajxøwm²} cMeBaH {GñkeRbIR)as;B½t’man} .

ebIeTaHbICalkçN³TaMgGs;enH epþateTAelIkareFIVeGaymanPaBgayRsYldl;RbB½n§enH eGay )aneRcIntamEdlGaceFIVeTA)ank¾eday k¾vanwgmankarTamTary:ageRcInbMput sMrab;karksagsmtßPaB enA kñúgkargarRtYtBinitü nigvaytMélenHEdr . ehtudUecñHehIy cab;BIeBldMbUgeTA karGPivDÆn_ nigkarGnuvtþn_CadMbUgnUvRbB½n§enH KYrEtbUkpSMCamYynwgkarbNþúHbNþalmYyy:agli¥tl¥n; dl;RkummRnIþEdlBak;B½n§TaMgLay ¬ ExCom nigmRnþIbegÁalRtYtBinitü nigvaytMél¦ .

elIsBIenHeTAeTot karKaMRTmYyRbkbedaysmtßPaB manPaBCitsñiT§ nigeTogTat; dl;RkummRnIþ¼mRnþIbegÁalRtYtBinitü nigvaytMélBI TA fñak;Cati nigGnþrCat i nwgmanPaBcaM)ac;enAkñúg bNþaqñaMxagmuxenH ¬karKaMRTEbbenH RtUv)anemIleXIjfanwgRtUvpþl;edayRkummRnIþrbs;GgÁkar GTZ

enAtamTIkEnøgeFIVkargarenaH¦ .

1/3-TMnak;TMngCamYynwgkareFIVEpnkarrbs;kmµviFI Seila nigRkbx½NÐRtYtBinitü nigvaytMél

Seila KWCa {kmµviFIfñak;CatimYy sMrab;karkat;bnßyPaBRkIRk tamry³karEklMG GPi)alkic©l¥} EdlmandMeNIrkarrhUtmkdl;eBlenH enAkñúgesIÞrEtRKb;extþTaMgGs;énRbeTskm<úCa . ehtudUecñHehIy extþCaeKaledATaMg 2 rbs; CBRDP/RDP enH KWextþkMBt nigextþkMBg;FM

9

nwgRtUveFIVtamnItiviFIrbs; Seila enAtammUldæannana EdlenATIenaH TaMg CBRDP/RDP enH nig

Seila mandMeNIrkarkargary:agskmµ . nItiviFITaMgGs;enH CasMxan; KWCadMeNIrkareFIVEpnkar GPivDÆn_fñak;extþ nigfñak;XMu enAkñúgrgVg;énkarGnuvtþn_ kargarrbs; Seila enHÉg .

EteTaHCay:agNak¾eday Seila enH mankarRKbdNþb;EtmYyEpñk eTAelIRkbx½NÐeFIVEpnkar rbs; CBRDP enH Etbu:eNÑaH ¬CaeKalkarN_ KWlT§plTI 1³ {kareFIVEpnkarEbbvimCÄkar} lT§plTI 2³ {dMeNIrkareFIVEpnkarXMu} niglT§plTI 4³ {ehdæarcnasm½<n§}¦ . smasPaKrbs; CBRDP/RDP {karGPivDÆn_shKmn_} nig {ksikmµ} minRtUv)anRKbdNþb;eday Seila eT . elIsBIenHeTAeTot nItiviFIxagEpñkhirBaØvtßú nigkic©snüarbs; CBRDP/RDP enH manlkçN³xusEbøkKñamYyEpñkBInItiviFIrbs; Seila . ehIyCacugeRkay viFIsaRsþ nig]bkrN_mYycMnYn kñúgcMeNamviFIsaRsþ nig]bkrN_TaMgGs;enaH Edl)anbegIáteLIgeday Seila sMrab;eKaledA RtYtBinitü ¬]TahrN_³ ÉksarpÞúkTinñn½ykic©snüa nigÉksarpÞúkTinñn½yB½t’manrbs;KMeragCaedIm¦ minmanlkçN³dUcKña CamYynwgtMrUvkarrbs; CBRDP/RDP enHeT ehIyeKRtUvEteFIVkarEksMrYl enAkñúgdMeNIrkarénkar eRbIR)as;eBlevlamYy .

ehtudUecñHehIy fñak;RKb;RKgrbs; CBRDP/RDP enH )ansMercbegIátRbB½n§RtYtBinitü nigvaytMélmYyrbs;xøÜneLIg eday)anerobcMeGaymanlkçN³eqIøytbcMeBaHtMrUvkarrbs; CBRDP/RDP enH b:uEnþmankarTak;Tgy:agCitsiñT§CamYynwgnItiviFIrbs; Seila tamkarCak;Esþg . RbB½n§rbs; CBRDP/RDP enH nwgpþl;nUvB½t’manEdl Seila enH RtUvkarBI ExCom nigsmasPaK epSg²rbs;kmµviFI. kic©shRbtibtiþkarKñay:agCitsiñT§ nwgRtUvEtrkSaTukCamYynwg Seila enH edIm,IeFIVkic©shRbtibtiþkar Kña cMeBaHkarRtYtBinitü nigvaytMél enAkñúgeBlNaEdlmanRbeyaCn_ .

1/4-mUldæaneFIVEpnkar sMrab;karRtYtBinitü nigvaytMél KMerageFIVEpnkarrbs; CBRDP/RDP enH manEpñksMxan;²cMnYn 3 KW³

1/4/1-Rkbx½NÐtkáPaB ¬Logframe ¦³ Rkbx½NÐtkáPaBBiBN’naGMBIeKalbMNgsMxan;²rbs; CBRDP/RDP sMrab;Gayukal

nigsnÞsSn_ rbs;KMerag EdlKUsbBa¢ak;GMBIeKalbMNgTaMgenaHCaBisþar ¬]bsm½<n§TI 1 )anbgðajCUnnUv

10

Rkbx½NÐtkáPaBKMerag Edl)anBinitüemIleLIgvijrYcehIysMrab ; CBRDP/RDP¦ . Rkbx½NÐtkáPaB enH KWCayuT§saRsþTaMgmUlrbs; CBRDP/RDP nigCamUldæansMrab;EpnkarRbtibtiþkarRbcaMqñaM .

1/4/2-EpnkarRbtibtiþkarRbcaMqñaM³ EpnkarRbtibtiþkar RtUv)anbegIáteLIgCaRbcaMqñaM edayEp¥keTAelIRkbx½NÐtkáPaB nigkarRtYt

BinitülT§pl¼karqøúHbBa©aMgénsmasPaKTaMgLayrbs;KMerag . EpnkarRbtibtiþkar rbs;smasPaK RtUv)anÉkPaByl;RBmeday PSU nigTIRbwkSabec©keTs ehIyRtUv)anbBa©ÚlKñaeTAkñúgEpnkar RbtibtiþmYyrbs;KMerag .

1/4/3-EpnkarkargarRbcaMEx³ enAkñúgxN³eBlEdlEpnkarRbtibtiþkarRbcaMqñaM manlkçN³caM)ac;edayxanmin)an

smasPaKepSg²rbs;KMerag eRbIR)as;EpnkarkargarRbePTepSg²Kña ¬mincaM)ac;dUcKña¦ . smasPaKGPivDÆn_shKmn_enAkñúgextþkMBt eRbIR)as;EpnkarkargarRbcaMEx rIÉehdæarcnasm½<n§ enAkñúgextþkMBt eRbIR)as;EpnkarkargarRbcaM 2 GaTitümþg sMrab;Rbtibtiþkar nigkarRtYtBinitü skmµPaBRbcaMéf¶rbs;xøÜn . smasPaKepSg²eTot mineRbIR)as;kareFIVEpnkarkargarlkçN³RbB½n§ CalaylkçN_GkSreT b:uEnþeFIVkarBiPakSaKñaelIkmµviFIepSg²enATIkEnøgeFIVkaredaypÞal;mat; . esckþI RtUvkarkñúgkarerobcMEpnkarkargarRbcaMEx vamanPaBCak;EsþgNas;sMrab;karRtYtBinitüehIysþg;da KMrUsMrab;EpnkarkargarmYyenHnwgRtUvbgðajenAeBleRkayenAkñuúgÉksarenH ¬sUmEpñkCMBUk 2/1¦.

1/4/4-EpnkarRtYtBinitü nigvaytMél³ EpnkarRtYtBinitü nigvaytMél KUsbBa¢ak;GMBItMrUvkarB½t’man PaBjwkjab; nigviFIsaRsþénkar

RbmUlTinñn½y sMrab;tamdanelIsnÞsSn_epSg² . EpnkarRtYtBinitü nigvaytMél CYydl;mRnIþ nigCn begÁalRtYtBinitü nigvaytMél enAkñúgkarkMNt;RbPBB½t’manepSg² nigeFIVEpnkar sMrab;skmµPaBRtYt Binitü nigvaytMélenAkñúgry³eBleBjmYyqñaM² .

1/4/5-EpnkarkargarRtYtBinitü nigvaytMél ¬RtUv)anbBa©ÚleTAkñúgEpnkarRbtibtþi ¦³ EpnkarkargarRtYtBinitü nigvaytMél KWecjmkBIEpnkarRtYtBinitü nigvaytMélxagelI

ehIyRtUv )anbBa©ÚleTAkñúgEpnkarRbtibtiþRbcaMqñaM ehIyminEmnCaÉksarmYydac;edayELkenaHeT .

11

Epnkar RtYtBinitünigvaytMélenH FanafamRnIþ EdlTTYlxusRtUvepSg²TaMgLayenaH minRtUvePøckar pþÜcepIþm KMnitGMBIskmµPaBRtYtBinitü nigvaytMél enAkñúgry³eBlmYyd¾RtwmRtUvsmRsbenaHeT .

1/5-lMdab;énkarRtYtBinitünigvaytMél nigTMnak;TMngCamYynwgÉksarrbs; IFAD

RbB½n§RtYtBinitü nigvaytMél EdlRtUv)anesIñsMueGayman enATIenH sMrab; CBRDP/RDP

KWCa eKalkarN_CamUldæanCabnþbnÞab; Edl)anBiBN’naenAkñúgesckIþENnaMrbs; IFAD sMrab;RtYt Binitü nigvaytMélKMerag ¬ IFAD qñaM 2002¦ ehIymankarTak;Tgy:agCitsiñT§CamYynwgesovePA RtYtBinitü nig vaytMélrbs; Seila ¬PLG/Seila qñaM 2003¦ enAeBlNaEdlmankarsmRsb . dUc)anesIñsMueGaymanenAkñúgesckIþENnaMrbs; IFAD mUldæansMrab;karRtYtBinitü KWCasnÞsSn_enA kñúgRkbx½NÐtkáPaB nigma:RTicRtYtBinitü nigvaytMél ¬ IFAD qñaM 2002 TMB½rTI 5-3¦ EdlRtUv)an ehAfa EpnkarRtYtBinitü nigvaytMélenAkñúg CBRDP/RDP ¬nigEpnkarkargarRtYtBinitü nigvaytMél enAkñúg PLG/Seila qñaM 2003¦ ehIymanTMrg;xusKñaEtbniþceT . elIsBIenHeTAeTot enAkñúgGtßbT cugeRkayrbs;xøÜn EpnkarRtYtBinitü nigvaytMélrbs; CBRDP/RDP enH k¾nwgRtUv bBa©ÚleTAkñúgEpnkarRbtibtiþRbcaMqñaMrbs; CBRDP/RDP enHEdr edaybEnßmnUvtarageBlevlamYy nigkarTTYlxusRtUvc,as;las; cMeBaHkarGnuvtþn_karRtYt Binitü nigvaytMélepSg² .

esckIþENnaMrbs; IFAD manlkçN³CaesckIþENnaMTUeTA ehtudUecñHehIy esckIþENnaMenH mantMélxøaMgNas; sMrab;tMrg;TisedA nigkaryl;dwgGMBIkargarRtYtBinitü nigvaytMélCaTUeTA . : RbGb;]bkrN_ : sMrab;RbmUlTinñn½y Edl)anpþl;CUnenAkñúg]bsm½<n§ X énesckIþENnaM rbs; IFAD k¾CaRbPBmYyEdlmantMélmYypgEdr enAeBlmankarEsVgrk]bkrN_ nigviFIsaRsþRbmUlTinñn½y smRsbnana . eTaHCay:agNak¾eday esckIþENnaMrbs; IFAD enH minGacmanlkçN³Cak;lak; nigeFIVRbtibtiþkar)anRKb;RKan; sMrab;sßankarN_enAkñúgmUldæan kñúgRbeTsnImYy² b¤kñúgKMeragnImYy² enaH)aneT .

ehtudUecñHehIy esckIþENnaMGMBIkarRtYtBinitü nigvaytMélrbs; IFAD RtUv)aneRbIR)as;Ca Rkbx½NÐTUeTA nigCaTsSn³edIm sMrab;RbB½n§RtYtBinitü nigvaytMélrbs; CBRDP/RDP enH b:uEnþmankarEktMrUvcMeBaHsßankarN_enAkñúgmUldæankñúgRbeTskm<úCa ehIyGaceFIVRbtibtiþkar)an sMrab;tMrUvkarCak;lak;rbs; CBRDP/RDP . Bakübec©keTsepSg² nwgRtUveRbIR)as;

12

enAkñúgÉksarenH . ehtudUecñH Bakübec©keTsTaMgGs;enH nwgRtUv)ankMNt;enATIenH edIm,IeGayeKral;Kña )anyl;dwgGMBIGIVEdleyIgkMBugEtniyay . enAkñúgÉksarenH lMdab;énkarRtYtBinitü nigvaytMélcMnYn 3 epSgKña RtUv)an bgðajdac;edayELkBIKña . lMdab;TI 1 sMedAeTAelIskmµPaBTaMgLay lMdab;TI 2 sMedAeTAelIlT§pl nigkarGnuvtþn_kargarrbs;sßab½n énTIPñak;garGnuvtþn_TaMgLay ¬bNþaGgÁPaBCaédK U¦ niglMdab;TI3 sMedAeTAelIkareRbIR)as;lT§pl plb:HBal;edaypÞal;nigedayRbeyal enAkMritx<s;Cag.

1/5/1-lMdab;TI 1³ karRtYtBinitüskmµPaB ¬CMBUkTI 2¦ dUcEdlBakübec©keTs)anbBa¢ak; lMdab;enHEføgelIkeLIgGMBIkMritfñak;skmµPaBénKMerag

eFIVEpnkarepSg² . karRtYtBinitüskmµPaB mann½yfaCakarRbmUlB½t’manCaeTogTat;GMBIPaBeCOn elOnénsmasPaKepSg² ehIyeFIVkareRbobeFobskmµPaBTaMgLay Edl)anGnuvtþn_Cak;Esþg CamYyskmµ PaBEdl)aneFIVEpnkarmk .

eKalbMNgCasMxan;énkarRtYtBinitüskmµPaBenH KWedIm,ItamdanrkemIlPaBeCOnelOnrbs; KMerageRbobeFobCamYynwgeKaledAEdl)aneRKag tamrkemIlkargakecjBIEpnkar nigrkemIl mUlehtuEdlmancMeBaHbBaðaenH EsVgrkemIl {PaBminRbRktI} EdlecjmkBITinñn½y nigeFIVkartamdan eTAelIPaBminRbRktITaMgenH .

skmµPaBTaMgLayCaFmµta RtUv)anRtYtBinitü edayEp¥keTAelImUldæanéneKalsMxan;² ¬milestones¦ enAkñúgEpnkarRbtibtiþ . karRbmUlTinñn½ysMrab;RtYtBinitüeKalsMxan;² PaKeRcInRtUv )aneFIVeLIgenAkñúgeBlkarGnuvtþn_kareFIVr)aykarN_CaRbcaM ehIykareFIVr)aykarN_eTAkan;Rkum GñkeFIVesckIþsMerccitþ PaKeRcInRtUv)aneFIVeLIgenAkñúgeBlRbCMuRkumfñak;dwknaM; EdlCajwkjab; KWeFVIedaypÞal;mat;Etb:ueNÑaH .

B½t’manEdlTTYl)anBIkarRtYtBinitüskmµPaBenH KWCaRbePTB½t’manbrimaN nigRtUv)an eRbIR)as;CasMxan;sMrab;kareFIVesckIþsMerccitþCaRbcaMBImYyéf¶eTAmYyéf¶ nigsMrab;karraykarN_GMBI skmµPaB . Cajwkjab;KµankMNt;ehtuCalaylkçN_GkSrNamYy RtUv)anrkSaTukenaHeT elIkElg EtB½t’manEdlRtUvkar sMrab;karRtYtBinitüsmiT§iplrUbv½nþ enAkñúgrgVg;Rkbx½NÐénkarRtYtBinitülT§pl ¬sUmemIlCMBUkTI 3¦ . B½t’manbrimaNPaKeRcInEdl)anBIkarRtYtBiitüskmµPaBRtUv)anpÞúkenAkñúg ÉksarpÞúkTinñn½yBiess²mYycMnYnEdl)anerobcMeLIgkñúgkmµviFIGuicEsl¬Excel¦.

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1/5/2-lMdab;TI 2³ karRtYtBinitülT§pl ¬CMBUkTI 3¦ {lT§pl KWCaplitpl b¤esvakmµedaypÞal; Edl)anpþl;eGayedayKMerag

CaBiesssßab½nédKUrbs;KMeragenH eTAdl;kMritRkumeKaledA } ¬ IFAD qñaM 2002 TMB½rTI 2-6¦. lT§pl¼ esvakmµ¼plitpl mandUcCa smaCik CC mankaryl;dwgGMBIviFIeFIVEpnkarGPivDÆn_XMu cMnYnGNþÚgTwkEdlmandMeNIrkar nig LTCs maneKalCMhrmYykñúgkarEfrkSaGNþÚgTaMgenaH dMbUnµanCaGnusasn_ smRsbnigFnFanTaMgLaymanrYceRsc nigGacykmkeRbI)anedayksikr .l. vaCaerOgsMxan;Nas;kñúgkarkt;sMKal;fa :plT§pl : RtUv)aneKvas;EvgelIsBIkarbBa©b;skmµPaB edayeCaKC½y eTAeTot¡

eKalbMNgd¾sMxan;énkarRtYtBinitülT§plenH KWedIm,IvaytMél faetIplitpl¼esva kmµTaMgenaH RtUv)anpþl;eGayedayKMeragenaH nigRkumTIPñak;garGnuvtþn_rbs;xøÜn ¬bNþaGgÁkarCaédKU¦ )any:agdUemþcEdr nigmanKuNPaBy:agNaEdr .

karRbmUlTinñn½y sMrab;RtYtBinitülT§pl KWPaKeRcIn RtUv)aneFIVeLIgedayeRbIR)as;Tinñn½y EdlecjBIkarRtYtBinitüskmµPaBsMrab;viPaKedaymankareFIVGegátCaBiess nigedaymankareRbob eFobKuNPaBrbs;esvakmµTaMgLay eTAtamlkçN³vinic½äyGMBIKuNPaB .

B½t’man EdlTTYl)anBIkarRtYtBinitülT§pl KWRtUv)aneRbIR)as;CasMxan; sMrab;dkRsg;bT BiesaFn_kargar sMrab;kareFIVEpnkarkmµviFIeLIgvijCaeTogTat; b:uEnþk¾sMrab;kareFIVEpnkareKal neya)aynana enAfñak;CatipgEdr .

karGPivDÆn_FnFanmnusS nigkarGnuvtþn_kargarénsßab½n k¾CalT§plrbs;KMerag enAfñak;kNþalpgEdr ¬édKUGnuvtþn_ dUcCaExSbeNþaymnIÞrCaedIm¦ nigminEmnenAfñak;cugeRkayén RkumeKaledA enaHeT ¬ksikr GñkPUmi RkumRbwkSaXMu¦ .

eKalbMNgd¾sMxan;énkarRtYtBinitükarGPivDÆn_FnFanmnusS nigkarGnuvtþn_karagarrbs;sßab½n enH KWedIm,IvaytMélfaetIkarKaMRTrbs;KMeragenH Tak;TgeTAnwgFnFanTaMgLay Edl)aneFIVvinieyaK eTAelImnusSnigsßab½n elIEpñkbNþúHbNþal pþl;dMbUnµan nig]bkrN_Edl)anpþl;eGayenaH )anpøas;bþÚrcMeNHdwg CMnaj nigGakb,kiriyarbs;RkummRnIþTaMgenaH )any:agdUemþcEdr ehIyCalT§plenaH etIsßab½nTaMgenaH manRbsiTi§PaBy:agNaEdr enAkñúgkarGnuvtþn_kargar .

14

karedIrtamKnøgénsnÞsSn_nanaEdlBak;B½n§ KWmansar³sMxan; sMrab;nirnþPaBry³eBlyUrénplb:HBal; EdlCaplmYyénkarGnuvtþn_KMerag CaBiessRbsinebIkarGPivDÆn_sßab½nenaH KWCaGaTiPaBmYy ¬dUcCakrNICamYy CBRDP/RDP enH CaedIm¦ .

1/5/3-lMdab;TI 3³ karRtYtBinitüplb:HBal; ¬CMBUkTI 4¦ IFAD ¬qñaM 2002 TMB½rTI 2-6¦ KUsbBa¢ak;GMBIplb:HBal; dUcCa {karpøas;bþÚrGakb,kiriya} Ca

lT§plmYyrbs;KMerag ¬plb:HBal;edaypÞal; b¤enAkMritTab¦ nig ¬karpøas;bþÚrTaMgLay enAkñúgCIvPaBrs; enArbs;RbCaCnRkIRk} ¬plb:HBal;edayRbeyal b¤enAkMritx<s;¦ .

karRtYtBinitüplb:HBal; eFIVeLIghYsBIkarRtYtBinitüskmµPaB niglT§pl eTAeTot b:uEnþman karBwgEp¥ky:agFMeTAelIlT§plénkarRtYtBinitüskmµPaB niglT§plenH . epþImBIkareFVIEpnkar tkáPaB plb:HBal;TaMgLay KWCalT§plbnþbnÞab;énlT§plEdleFVI[)ansMerc . karRtYtBinitüpl b:HBal; CaFmµta minRtUv)aneFIVeLIgCaeTogTat;eT b:uEnþRtUvkareGaymankareFIVGegátCak;lak; . kareFIVGegátTaMgenH GacRtUv)aneFIVeLIgenACalkçN³épÞkñúgrbs;KMerag edayRkummRnIþrbs;KMerag b¤edayRkumGñkenAxageRkAKMerag .

eKalbMNgd¾sMxan;énkarRtYtBinitünigvaytMélenAkMritenH KWedIm,IbBa¢ak;fa etI\LÚvenHGIVeTA CaplénskmµPaB niglT§plrbs;eyIgeTAelIshKmn_ enAeBleRbIR)as;lT§plTaMgenH .

plb:HBal;edaypÞal; ¬kMritTab¦ b¤karsMerc)an ¬Outcomes¦ Ca]TahrN_KW EpnkarGPivDÆn_ XMud¾RtwmRtUv RtUv)anbegIáteLIgCaeTogTat; GNþÚgTwkTaMgLaymandMeNIrkarRbkbedaynirnþPaB Tinñplksikmµrbs;ksikrmankarekIneLIgCamYynwgkareFVItamGnusasn_fµI². CamYynwgviFIsaRsþ éncgVak;lT§pl ¬Result chain approach¦ CajwkjymankMritmYyenABIeRkam karsMerc)anbnþic EdleKeGayeQµaHfa :kareRbIR)as;lT§pl : EdlnaMeTArkkarsMerc)anenH. enAkñúg]TahrN_xagelI kareRbIR)as;TwkGNþÚgrbs;GñkPUmi b¤k¾kareFVItamrbs;ksikrkñúgkarGnuvtþn_eFVIksikmµ EdlCabec©keTs fµI KWCatYy:agénkMrit : kareRbIR)as;lT§pl :.

plb:HBal;edayRbeyal ¬kMritx<s;¦ Ca]TahrN_KW R)ak;cMNUl)anekIneLIg edayman kareFIVEpnkarvinieyaKesdækic©d¾RtwmRtUvenAkñúgXMu karekItmaneLIgnUvCMgWepSg² nigGRtasøab;rbs;

15

kumarmankarfycuHedaysarkareRbIR)as;Twks¥at R)ak;cMNUlRKYsarekIneLIgedaysarkareRbIR)as; rebobeFIVksikmµEdl)anEklMGCaedIm.

karRtYtBinitüplb:HBal;épÞkñúg CaFmµta epþatkarykcitþTukdak;eTAelIplb:HBal;edaypÞal; ehIyTukkarRtYtBinitüplb:HBal;enAkMritx<s;enaH sMrab;karvaytMélBIxageRkA b¤kareFIVGegátfñak;Cati EdlRtUveFIVeLIgenAkñúgry³eBlyUr²mþg . CaFmµta vamanlkçN³RKb;RKan; edIm,Itamdanrkplb:H Bal;edaypÞal; sMrab;kardwknaM nigRKb;RKgKMeragmYy eGaymanRbsiT§PaB .

1/6-karRKb;RKgkarRtYtBinitü nigvaytMélenAkñúg CBRDP

ynþkarsMrbsMrYlxageRkamenH RtUv)anÉkPaByl;RBm sMrab;karRKb;RKgkarRtYtBinitü nig vaytMél ³

1/6/1-kic©RbCMukargarRtYtBinitü nigvaytMélRbcaMEx enAkñúgextþnImYy² mRnþIbegÁalRtYtBinitü nigvaytMélTaMgGs; enAeRkamGFibtIPaBrbs;mRnIþRtYtBinitü nigvay

tMélrbs; CAU/ExCom nwgRtUvCYbRbCMuKñaCaRbcaMEx . BYkeK nwgBiPakSaKñaGMBIPaBeCOnelOn nig bBaðaTaMgLay Edl)anekIteLIgenAkñúgkargarRtYtBinitü nigvaytMél enAkñúgextþTaMgenaH . TA RtYt Binitü nigvaytMélfñak;extþ TA RtYtBinitü nigvaytMélfñak;Cati GñksMrbsMrYlkargarfñak;extþrbs; GgÁkar GTZ k¾dUcCamRnIþRtYtBinitü nigvaytMélrbs; PSU nwgcUlrYmenAkñúgkic©RbCMuenH ehIypþl; dMbUnµannana tamkarcaM)ac; .

1/6/2-kic©RbCMuRtYtBinitü nigvaytMélerogral; 3 ExmþgenAkñúgfñak;Cati mRnIþRtYtBinitü nigvaytMél mRnþIbegÁal nig TA RtYtBinitü nigvaytMélTaMgGs; ¬fñak;extþ

nigfñak;Cati¦ nwgCYbRbCMuKña enAkñúgry³eBlerogral; 3 mþg enAeRkamkardwknaMrbs;nayk PSU . BYkeK nwgBiPakSaKñaGMBIPaBeCOnelOnTaMgmUl nigbBaðaTaMgLayEdl)anekIteLIgrvagextþTaMgenH nigbBaðasMxan;²epSg²eTot Edl Tak;TgCamYynwgkargarRtYtBinitü nigvaytMélenH . TIRbwkSaCan;x<s;rbs;GgÁkar GTZ k¾dUcCa GñksMrbsMrYlrbs;GgÁkar GTZ enAkñúgextþTaMgBIr nig TA

EdlRtUv)aneRCIserIsepSg²eTot nwgRtUvcUlrYm enAkñúgkic©RbCMuenH .

1/6/3-karKaMRTkarRKb;RKgCaGciéRnþeTAelIkarRtYtBinitü nigvaytMél

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TA RtYtBinitü nigvaytMélfñak;Cati nwgmanmuxgard¾sMxan;mYy enAkñúgkarpþl;dMbUnµandl; PSU nigfñak;dwknaMkmµviFIrbs;GgÁkar GTZ enAkñúgbBaðaTaMgGs; Edl)anekIteLIgBIkargarRtYt Binitü nigvaytMélenH ¬sUmemIlParkic©sMxan;² EdlRtUvbMeBj enAkñúg]bsm½<n§TI 2¦ .

17

CMBUk 2

karRtYtBinitülMdab;TI 1³ karRtYtBinitüskmµPaB karRtYtBinitüskmµPaB RtUv)aneFIVeLIgedaytamdanelIskmµPaB¼eKalsMxan;² Edl)an

kMNt; enAkñúgEpnkarRbtibtiþ nigCaBisþarenAkñúgEpnkarkargar . kargakcakecjBIEpnkarTaMgenH RtUv)anraykarN_CaeTogTat; edayRkummRnIþRtYtBinitü nigvaytMél eTAkan;RkumGñkRKb;RKg EdlnwgRtUveRbIR)as;B½t’manenHsMrab;eFIVesckIþsMerccitþ nigtMrg;TiskarGnuvtþn_KMerag . Cajwkjab; lT§plénkarRtYtBinitüskmµPaBenH RtUv)anraykarN_eTAkan;GñkRKb;RKg CalkçN³eRkApøÚvkar sMrab; karBiPakSaKñaGMBIkargakcakecj nigeFVIesckþIsMerccitþ enAkñúgeBlRbCMu .

karRtYtBinitüskmµPaB bMerIdl;eKaledAcMnYn 2 sMxan;² KW³ • karRtYtBinitüskmµPaB pþl;nUvmtieyabl;RtLb;eTAkan;GñkRKb;RKg sMrab;kareFIVesckIþsMerc

citþRbcaMéf¶ . sMNYrsMxan;²enaH KW³ etIskmµPaBTaMgLay RtUv)anGnuvtþdUcEpnkareRKag Edrb¤eT? RbsinebImin)andUcEpnkar mkBImUlehtuGIVEdr? etImanesckIþsMerccitþCa bnÞan;NaxøH EdlmanPaBcaM)ac;eFIVeGaykmµviFIenH {mandMeNIrkaredayrlUn} )an?

• karRtYtBinitüskmµPaB pþl;nUvTinñn½yCamUldæand¾sMxan; sMrab;karRtYtBinitülT§pl ¬]Tahr N_ cMnYnburs nigRsIþ EdleK)anbNþúHbNþal cMnYnRkumRbwkSaXMu EdleK)anpþl;dMbUnµan cMnYn

18

GNþÚgTwkEdleK)anksag cMnYnnigsmasPaB¬EynD½r¦én LTC EdleK)anbegIát cMnYnRsUvBUCEklMGEdleK)anEckcayeTAeGayksikrCabursnigRsIþ )ancMnYnb:unµannak; .l.¦

dUc)anelIkeLIgmkxagelIenH kareFIVEpnkarnigkarGnuvtþn_skmµPaB KYrEtCanItiviFICaRbcaM enAkñúgGgÁkarnImYy² CaBiesssMrab;GgÁkarEdlBak;B½n§CamYyskmµPaBGPivDÆn_. eTaHbICakar Gnuvtþn_KMeragmanlkçN³rlUnenAkñúgGgÁkarehIyk¾eday k¾dUcCaenAeBlEdlGgÁkarRtUv)aneKRbtibtþi CaRbcaM edayKµankarykcitþTukdak;CaBiessNamYyk¾eday k¾karRtYtBinitüskmµPaBenAEtCaEpñkmYy d¾sMxan; éndMeNIrkarRtYtBinitünigvaytMéldEdl.

karRtYtBinitüskmµPaBk¾mansar³sMxan;CaBiess enAkñúgsßanPaB enAeBlEdlbNþaGgÁkar GnuvtþKMerag enAmanbBaðakñúgkargarRKb;RKgFmµtaRbcaMéf¶ ¬dUcCa kareRbIR)as;kic©RbCMuTaMgLay sMrab;karpøas;bþÚrB½t’man nigkareFIVesckIþsMerccitþ karepÞrkarTTYlxusRtUv .l.¦ . enH KWCakrNImYy EdlbNþaGgÁkarédKUPaKeRcInrbs; CBRDP/RDP enH kMBugCYbRbTH . ehtudUecñH ehIy karRtYtBinitüskmµPaB nwgTTYl)annUvsar³sMxan;x<s; enAkñúgrgVg;RbB½n§RtYtBinitü nigvaytMél rbs; CBRDP/RDP edaymanbMNgd¾sMxan; edIm,IRKb;RKgEpñkepSg²rbs;KMerag eGaykan;Etman rlUneLIg .

2/1-kareFIVEpnkarkargarCaRbB½n§ CamUldæansMrab;karRtYtBinitüskmµPaB ebIeTaHbICaKMeragenH manEpnkarRbtibtiþkarmYy sMrab;smasPaKnImYy² kñúgextþnImYy²

nigkñúgqñaMnImYy²k¾eday EpnkarkargarCalaylkçN_GkSrCaRbB½n§ tMrUveGayeKGnuvtþn_tampgEdr . eTaHbICaskmµPaBnigeKalsMxan;²RbcaMEx RtUv)aneFIVeRKageLIg enAkñúgeBlRbCMunana nigkarraykarN_ RtUv)aneFIVeLIgCaerOy²edaypÞal;mat; enAkñúgeBlRbCMutamdankargark¾eday vamantMrUvkarpgEdrnUv karRtYtBinitüskmµPaB¬eKalsMxan;²¦CaRbB½n§. ehtudUcenHehIy tambTBiesaFn_mkBIextþkMBt eK)anesIñsMufasmasPaKTaMgGs; enAkñúgeBlGnaKt RtUvbegIátEpnkar kargarRbcaMExCalaylkçN_ GkSr . KMrUdUcxageRkamenHRtUv)anesñIeLIgsMrab;eFVIEpnkarkargar¼r)aykarN_RbcaMEx ¬sUmemIl taragTI 1¦.

bEnßmelIKMrUenH TMrg;KMrUmYyeToty:agsamBaØbMput b:uEnþmansar³RbeyaCn_ sMrab;kareFIVEpnkar kargarRbcaMéf¶ nigeGaymRnIþ nigbuKÁlikcuHmUldæanmñak;²eFIVesckIþraykarN_eLIgvij KYrRtUvykmk

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20

eRbIpgEdr ¬sUmemIltaragTI 2¦ . TMrg;TI2enH CYydl;mRnIþ b¤RkumcuHmUldæanmñak;²TaMgenaH eGayrkSa kartamdanskmµPaBrbs;xøÜn tameKalkarN_RbcaMéf¶ nigGnuBaØateGayBYkeK manPaBgayRsYl enAkñúgkareFIVr)aykarN_enAeBldac;Ex tameKalkarN_eFIVesckIþraykarN_eLIgvij CaRbcaMéf¶enH . elIsBIenHeTAeTot TMrg;enH GnuBaØateGayfñak;elI cuHeTARtYtBinitüemIl edaymin)ac;Rbkas eGaydwgCamuneLIy enATIkEnøgeFIVkargar EdlenATIenaHmRnIþ nigRkumcuHmUldæanmñak;²TaMgenaH kMBugeFIV kargarenAkñúgeBlevlaCakMNt;NamYy . kareFIVesckIþraykarN_eLIgvijRbcaMéf¶ tamry³TMrg;TaMg enH CakarBit minmann½yfaeFIVeGayr)aykarN_enaH manPaBli¥tl¥n;eBkenaHeT b:uEnþkareFIVesckIþray karN_eLIgvij enAkñúgry³eBl 5 naTI enAeBlcb;kargarRbcaMéf¶ GMBIsmiT§iplkargar nigkargak ecjBIEpnkar ]TahrN_ sresreCaBaküCaKnwøHcMnYn 10 Bakü . eFVIdUcenH vaCYydl;kar eFIVr)aykarN_)anedaygayRsYl enAeBldac;Ex .

taragTI 1 ³ Epnkar¼r)aykarN_skmµPaBRbcaMEx sMrab;Rkumkargarfñak;Rsuk ¬RKb;smasPaK¦1

Ex³ snÞsSn_¼eKalsMxan;² elxs)þah_ kñúgEx

elxeyagBI PO nigskmµPaB

)aneRKagTuk )ansMercCak;Esþg TIkEnøg GñkTTYl xusRtUv

1 2 3 4 5 epSg² esckþIBnül;elI kargakecjBIEpnkar

1 RtUvbMeBjkUeLanBN’s sMrab;EpnkarenAedImEx nigTukkUeLanEdlmanRsemaleGayenATMenr nigeRkaymkeTotsUmbMeBjvaenAcugExCar)aykarN_ edayEp¥kelIlT§pléntaragTI 2

xageRkamenH.

21

22

taragTI 2 ³ taragEpnkarskmµPaBRbcaMéf¶¼ TMrg;EbbbTrMlwk sMrab;buKÁlikmñak;²2

Ex³ c½nÞ GgÁar_ BuF RBhs,t_ suRk esAr_ GaTitü s)þah_TI1 BIéf¶//////dl;///////

s)þah_TI2 BIéf¶//////dl;///////

s)þah_TI3 BIéf¶//////dl;///////

s)þah_TI4 BIéf¶//////dl;///////

2

RtUvbMeBjkUeLanBN’s sMrab;EpnkarenAedImEx¼s)þah_ nigTukkUeLanEdlmanRsemaleGayenATMenr nigeRkaymkeTotsUmbMeBjvasMrab;rMlwkRbcaMé;f¶ . enAcugEx mRnþImñak;² RtUveFVIr)aykarN_Ep¥kelIkarbUksrubkargarRbcaMéf¶rbs;xøÜn. smaCikRkumtUc²RtUvGgÁúyCamYyKña ehIyeFVIr)akrN_elIkarbUksrubRbcaMéf¶rbs;BYkeK.

eK)anesIñsMufasmasPaKTaMgGs; KYrBüayamsakl,geRbIR)as;TMrg;TaMgenH sMrab;kareFIV Epnkar nigkareFIVr)aykarN_RbcaMEx nigkarRKb;RKgCaRbcaMéf¶rbs;xøÜn . enAkñúgextþkMBt mRnIþCan;x<s;xagE;pñk {GPivDÆn_shKmn_} nig {pøÚvfñl; nigkarpÁt;pÁg;Twk} KWCaRkumGñkdwknaMskmµPaB ehIynwgGacCaRKU edIm,IebIkvKÁbNþúHbNþalcMnYnmYyéf¶ GMBIkareRbIR)as;nItiviFI nigTMrg;d¾smRsb EbbenH .

2/2-Parkic© sMrab;mRnþIbegÁalRtYtBinitü nigvaytMél nigmRnIþRKb;RKgkarRtYtBinitüskmµPaB

dUc)anelIkeLIgmkxagelIenH karRtYtBinitüskmµPaB¼eKalsMxan;² nwgRtUv)aneFIVeLIgeday mRnþIbegÁalRtYtBinitü nigvaytMél sMrab;smasPaKnImYy² CaeTogTat; . mRnþIbegÁalRtYtBinitü nigvaytMél manParkic© dUcxageRkamenH ³ • tameKalkarN_énEpnkarRbtibtiþ BYkeK nwgkMNt;B½t’man EdlRtUvkarBImRnIþGnuvtþn_TaMgGs;

tarageBlevla sMrab;karpþl;B½t’man nigviFIsaRsþpþl;B½t’man ¬etImRnIþTaMgenaH KYrEtray karN_GMBIPaBeCOnelOn enAkñúgkic©RbCMufñak;RKb;RKgmYy b¤enAkñúgkic©RbCMumYyrbs;smasPaK? RbsinebIeqIøyfa KYrEtraykarN_Emn etIRtUvraykarN_ enAkñúgTMrg;EbbNa? ehIyetIBYkeK KYrEtraykarN_GMBIGIVEdr? etIr)aykarN_ KYrEtmanlkçN³pÞal;mat; b¤CalaylkçN_GkSr? etIB½t’manCak;lak;GIVxøH KYrRtUv)anraykarN_edaypÞal;mat; nigGVIxøHCalaylkçN_GkSr? .l.¦ .

• enAmuneBlmankic©RbCMukargarRKb;RKgsMxan;² BYkeK nwgsegçbB½t’manmYycMnYn Edlmin)an raykarN_ edaymRnIþGnuvtþn_xøÜnÉg nigbgðajCUnB½t’manenaH TaMgenAkñúgkMLúgeBlénkic©RbCMu kargarKb;RKg TaMgdak;CUnCamun eTAkan;GñkRKb;RKgeTAtamsMeNI .

• RbsinebImankarcaM)ac; BYkeK nwgraykarN_BIRBwtiþkarN_Biess²eGay)anqab; eTAkan;Gñk RKb;RKg RbsinebIkareFIVesckIþsMerccitþxagkarRKb;RKgmanPaBcaM)ac;CabnÞan;enaH ¬]TahrN_ karpÞúHeLIgénkarrIkraldalstVli¥t bBaðabuKÁlikCabnÞan;²NamYy .l.¦ .

• BYkeKnwgsegçbB½t’mansMxan;²TaMgGs; sMrab;eFIVr)aykarN_eTAkan;GaC£aFrepSg²eTot eTAtamsþg;danItiviFIraykarN_xus²Kña.

23

• BYkeK nwgkt;RtaTukkñúgÉksar nUvesckIþsMerccitþ EdlRtUv)aneFIVeLIgedayfñak;RKb;RKg nigFanaeGaymankartamdankareFIVesckIþsMerccitþTaMgenaH ¬etIral;esckIþsMerccitþTaMgLay RtUv)an Gnuvtþn_y:agBitR)akdEdrb¤eT?¦ .

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CMBUk 3

karRtYtBinitülMdab;TI 2³ karRtYtBinitülT§pl

dUc)anelIkeLIgenAkñúgEpñk 1>5 {lT§pl KWCaplitpl b¤esvakmµedaypÞal; EdlRtUv)anpþl;

eGayedayKMerag} . KMerag CBRDP/RDP enH RtUv)aneKsnµt;fa)an {plit} lT§plcMnYn 6 EdllT§plnImYy²enH )anbBa¢ak;edaysnÞsSn_dac;edayELkBIKñamYycMnYn . manEfmsnÞsSn_mYy cMnYnBI RDP EdlminEmnCalT§plrbs; CBRDP EdlRtUvRtYtBiinitü . karRtYtBinitülT§pl mann½yfaCakartamdanelIsnÞsSn_TaMgGs; enAkMritlT§pl CabrimaN nigCaKuNPaB .

karRtYtBinitülT§pl KWCabBaðaCaKnwøH enAkñúgkarRtYtBinitüKMerag BIeRBaHlT§pl KWCalkçx½NÐ Camun edIm,IsMerc)annUvplb:HBal;Edl)aneRKagTuk . ehtudUecñHehIy PaKeRcInénkic©RbwgERbg RtYtBinitürbs;KMeragRtUv)anep þateTAelIkMritlT§pl . edayviFIsaRs þRtYtBinit ücgVak;lT§pl ¬result chain approach¦ kan;EtrwgmaMCagmun karep þatkarykcitþþTukdak;enHkMBug)anb þÚry:ageRcIneTA Ca kareRbIR)as;lT§pl nigenAkMrit eKalbMNg .

CMBUkTI 3 bgðajCUnviFIsaRsþmYycMnYn sMrab;karRtYtBinitülT§pl CalkçN³RbB½n§ . CMBUkenHRtUv )anEbgEckCa 6 Epñk ehIymYyEpñk sMrab;lT§plnImYy² . lT§plnImYy² sMedAeTAelIsmasPaKmYy b¤smasPaKrgmYy .

25

EpñknImYy² RtUv)anerobcMCarcnasm½<n§ tamviFIdUcxageRkamenH³ TMB½rTI 1 bgðajCUnEpnkarRtYtBinitü nigvaytMél CamYynwgB½t’man dUcxageRkamenH ³ • kUeLanTI 1 nigTI2 bgðajBIRbPBénsnÞsSn_nImYy² nigkMritrbs;vaenAkñúgEpnkarKMerag

¬CBRDP b¤ RDP¦EdlbgðajCaelxkUd ¬OP sMrab; Output, OC sMrab; Outcome, OB sMrab; Objective nig SG sMrab; Strategic Goal¦.

• kUeLanTI 3³ snÞsSn_ ¬manXøaeBjelj¦ rab;bBa©ÚlTaMgkarvas;EvgKuNPaB nigbrimaN . B½t’mans þIBIbrimaNbgðajfaetIRbePTTinñn½yEbbNaEdlRtUvkar[mankarRtYtBinitüskmµPaB nigeFVIesck þIraykarN_ .

• kUeLanTI 4³ esckþIlMGit ¬RbPBnigtémø¦ s þIBIB½t’mandMbUgCamUldæan. enHvacaM)ac;Nas; sRmab;snÞsSn_ EdlRtUvbBa¢ak;CaPaKry .

• kUeLanTI 5³ KuNPaBénsmiT§iplrUbv½nþ . enHKWCakUeLand¾sMxan;bMput EdlRtUveFIVkarRtYt Binitü BIeRBaHKuNPaBénplitpl¼esvakmµrbs;eyIg KWCabBaðaCaKnwøH sMrab;karcUlrYmcMENk eFVIeGaysMerceKalbMNgkMritx<s;rbs;eyIg ¬kareRbIR)as;lT§pl nigplb:HBal; eday Rbeyal¦ . cMnYnkñúgkMritx<s;énsmiT§iplrUbv½nþ ¬]TahrN_ EpnkarGPivDÆn_XMu GNþÚgTwk kareFVIbgðaj niglT§PaBmanTunnana .l.¦ minmanplRbeyaCn_GIVeT RbsinebIKuNPaB min)anl¥enaH ¬EpnkarKµanplRbeyaCn_ GNþÚgTwkEbk)ak; kareFVIbgðajxus Tunnanaman KuNPaBkMritTab .l.¦ . enAkñúgkrNI PaKeRcIn KuNPaBénlT§pl ¬esvakmµ plitpl¦ TamTareGaymankic©RbwgERbgd¾sMxan; enAkñúgkarRtYtBinitülT§pl . ehtudUecñHehIy karepþatkarykcitþTukdak;d¾sMxan;rbs;ÉksarenH KWmankarTak;TgCamYynwgkarRtYtBinitü KuNPaBénesvakmµ nigplitplrbs;eyIg .

• kUeLanTI 6³ KUsbBa¢ak;GMBIPaBjwkjab;énkarGnuvtþn_karRtYtBinitü EdlTak;TgCamYynwg snÞsSn_nImYy² .

• kUeLanTI 7³ bBa¢ak;GMBITIkEnøg EdleyIg GacrkeXIjviFIsaRsþ nig]bkrN_nana enAkñúgkar tamdansnÞsSn_nImYy² . viFIsaRsþ nig]bkrN_TaMgenaH EdlnwgRtUveRbIR)as;CaFmµta enAkñúg smasPaKmYycMnYn b¤smasPaKTaMgGs;EtmþgenaH RtUv)anBiBN’naenAkñúgCMBUkTI 5 rIÉviFI saRsþ nig]bkrN_ EdlRKan;EtRtUv)aneRbIR)as; enAkñúgrgVg;smasPaKedayELkNamYyenaH

26

27

RtUv)anBiBN’naedaypÞal; enABIeRkayEpnkarRtYtBinitü nigvaytMélénsmasPaKnImYy² ¬sUmemIlkarerobrab; xageRkamenH¦ .

TMB½rCabnþbnÞab;eTotTaMgGs; BiBN’naGMBIviFIsaRsþ nig]bkrN_ EdlRtUv)aneRbIR)as; sMrab; RtYtBinitüsnÞsSn_nImYy² EdlmankarBak;B½n§CamYynwgsmasPaKedayELkEtb:ueNÑaH .

karTTYlxusRtUvTaMgLay nigKMerageBlevlamYy sMrab;karRtYtBinitüskmµPaB minRtUv)anKUs bBa¢ak;enAkñúgEpnkarRtYtBinitünigvaytMéleT b:uEnþmanenAkñúgEpnkarRbtibtiþkarRbcaMqñaM .

B½t’manRtYtBinitü nigvaytMél EdlnwgRtUv)anRbmUledaysmasPaKerog²xøÜnCalkçN³ épÞkñúgenaH RtUv)anbBa¢ak;Ca GkSrRkas; nigeRTt . B½t’manepSgeTotTaMgGs; nwgRtUvRbmUledayGñk epSg²eTotpgEdr ¬]TahrN_ RKUbNþúHbNþal enAkñúgkrNIénkarbNþúHbNþal/ ExCom enAkñúgkrNI énkarvaytMélelIbuKÁlik RkumeFIVGegátenAkñúgkrNIénkarvaytMélelIplb:HBal;elIGñkTTYlpl GñksMrbsMrYlenAkñúgkrNIénkareFIVsikçasalasIþBIkarRtYtBinitüelIGñkTTYlpl .l.¦. mRnþIbegÁal RtYtBinitü nigvaytMélénsmasPaKerog²xøÜn nwgTTYlxusRtUvelIkarRbmUlB½t’man cMeBaHEt GkSrRkas; b:ueNÑaH.

]bkrN_nigviFIsaRs þ RtYtBinitü nigvaytMél enAkñúg {kUeLaneyag} EdlminRtUv)anbgðajenaH RtUv)anBiBN’naenAkñúgCMBUkTI 5 BIeRBaHviFIsaRsþ nig]bkrN_TaMgenH mankarBak;B½n§CamYynwg smasPaKmYycMnYn . ral;viFIsaRsþnig]bkrN_ TaMgGs; EdlRtUvkarsMrab;smasPaK EtmYyenaH RtUv)ansresrCa GkSrRkas; nigmankarBnül;edaypÞal; bnÞab;BIma:RTicRtYtBinitü nigvaytMél sMrab;smasPaKerog²xøÜn.

28

3/1-EpnkarRtYtBinitü nigvaytMél {karRKb;RKgEbbvimCÄkar} lT§plTI 1³ rcnasm½<n§RKb;RKg nignItiviFI sMrab;karRKb;RKgEbbvimCÄkarénskmµPaBGPivDÆn_ RtUv)anerobcMeGaymanenAfñak;extþ

elxkUtkñúg Epnkar KMerag

CBRDP

elxkUd kñúgsMeNI

RDP

snÞsSn_sRmab; CBRDP lT§plTI1 RbPB¼tMélén

Tinñn½ydMbUg KuNPaBén smiT§ipl

PaBjwkjab;

viFIsaRs þnig]bkrN_ edIm,Ivas;Evg Edl eyageTAesovePA

M&E OP1.1

1> smaCik K>G>C>x smaCikEpñk K>Rb smaCik DIeGhVFI¼PIeGhVFI nig )anekIneLIgy:ageCaKC½ynUvsmtßPaBrbs;BYkeK. eKaledA³ 70° énsikçakam y:agehac)anTTYlBinÞú60° ¬GaRs½yelIetsþ énvKÁnImYy²¦

smaCik PRDC CAU FU LAU PFT DFT

kMBg;FM 8 6 4 2 8 31kMBt 8 7 4 2 8 35

GRtaeCaKC½yénvKÁ KuNPaBrbs;RKUbNþúHbNþal KuNPaBrbs;sikçakam

vKÁnImYy² mþgmáal

karRtYtBinitüvKÁ Epñk 5>1>1 nig 5/1/2

OP1.2 2> °énbuKÁlikekInsmtßPaBEdlbgðaj[eXIjtamry³lT§plvaytMélbuKÁlik. eKaledA³ 80°nig 80° énGnusasn_)anBIkarvay tMélbuKÁlik RtUv)anGnuvtþkñúgry³eBl6ExbnÞab;BIkarvaytMél .

smtßPaBbuKÁli)anBIkarvaytMélelIkarGnuvtþn_kargar/ karGnuvtþn_sMeNI

RbcaMqñaM 6 ExbnÞab; BIkarvaytMél

karvaytMélbuKÁlik Epñk 5>1>3

OP1.3 3> kic©snüarvag K>Rb CamYynigmnÞIrnana RtUv)anbegáIt nigGnuvtþRsbtamlkçx½NÐénkic©snüa. eKaledA³ 90°

KuNPaBkic©snüa RbcaMqñaM karvaytMélkic©snüa

OP1.4 4> K>G>C>x¼K>Rb Gnuvtþ karvaytMélxøÜnÉgRbcaMqñaM eTAelIkar cMnYncMNucxøaMg¼exSay RbcaMqñaM karviPaK SWOT

29

RKb;RKgépÞkñúg ¬edayrYmbBa©ÚllT§plénkarvaytMélkareBj citþ rbs;édKU shkarCamYypg¦ nigsac;karénesvakmµ ¬SWOT¦ ehIymankartamdanya:gsmRsb. eKaledA³ 50° énPaBexSayEdlrkeXIjRtUv)anedaHRsay kñúgry³eBl 6Ex eRkayBIkareFVIsV½yvaytMél .

¼»kas¼ karKMram kMEhg RtUv)ankMNt; cMnYnéncMNucexSayRtUv)anedaH RsaybnÞab; BI6ExeRkay

6 ExbnÞab;BI vaytMél

Epñk 5>2

30

viFIsaRsþ nig]bkrN_RtYtBinitü sMrab; {karRKb;RKgEbbvimCÄkar}

CMBUkenHBiBN’naBI]bkrN_ nigviFIsaRs þEdlmanenAkñúgbBa¢IviFIsaRsþþnig]bkrN_ manenAkñúg kUeLanéntaragxagelI . eTaHCay:agNak¾edayviFIsaRs þnig]bkrN_TaMgenaH RtUv)anBiBN’naenA TIenHsRmab;EtsmasPaKenHEtmYyKt; ehIyviFIsaRsþ nig]bkrN_EdlRtUv eRbIsRmab;smasPaK epSg²eTot RtUvBiBN’nalMGitenACMBUk 5 . karvaytMélkic©snüa

]bkrN_enHnwgRtUveRbIedIm,Ivas;snÞsSn_dUcteTAenH ³ {kic©snüaEdleFVIeLIgrvag K>Rb nig mnÞIrnana RtUvRbtibt þi[)anseRmcelI 90° cMeBaH

kic©snüanImYy² eTAtamlkçx½NÐénkic©snüaedayELkBIKña} . CMhansMxan;mYyedIm,Ivas;EvgKuNPaB nig brimaNénkarGnuvt þn_kic©snüa KWr)aykarN_{bBa©b;

kic©snüa} . r)aykarN_bBa©b;kic©snüaenH bgðajBIsmiT§iplseRmc)anRbcaMqñaM rbs;mnÞIrvis½ynana eFobeTAnwgeKaledA Edl)anbBa¢ak;enAkñúgsnÞsSn_énkic©snüa . kareRbobeFobsmiT§iplseRmc TaMgKuNPaB brimaN nighirBaØvtßú ehIynigeKaledAénskmµPaBkic©snüaepSg² begáIt)anCatYelx mYy sþIBIPaKryrYménkarGnuvt þn_kic©snüa . tYelxenHKYrRtUv)anyl;RBmedayédKUkic©snüa TaMgsgxagehIyRtUveRbIR)as;CargVas;sMrab;vas;EvgsnÞsSn_xagelI.

3/2-EpnkarRtYtBinitü nigvaytMél {karBRgwgsmtßPaBRkumRbwkSaXMu} lT§plTI 2³ RkumRbwkSaXMu mansmtßPaBenAkñúgkarerobcMEpnkarXMu edaymankarcUlrYmBIRbCaCn kñúgkarRKb;RKgkarGnuvtþn_ nigRbtibtiþkarrbs;xøÜn


CBRDP

elxkUd kñúgsMeNI

RDP

snÞsSn_sRmab; CBRDP lT§plTI2 RbPB¼tMélén

Tinñn½ydMbUg TidæPaBKuNPaBén

snÞsSn_ PaBjwkjab;


M&E OP2.1

1> cMnYnsmaCikRkumRbwkSaXMu Edl)anekIneLIgnUvsmtßPaBkñúg karbMeBjkargarrbs;BYkeK edayEp¥kelIlkçN³vinicä½y Edl)ankMNt; .

smaCik 04 05 06 07 cMNaM kMBg;FM 400 450 500 500 elIsmaCikRkumRbwkSaXuM 575 nak; kMBt 260 280 300 320 elIsmaCikRkumRbwkSaXuM 542 nak;

GRtaeCaKC½yénvKÁ KuNPaBrbs;RKU KuNPaBrbs;sikçakam


karRtYtBinitüvKÁ Epñk 5/1/1 nig 5>1>2

OP2.2 2> EpnkarvinieyaKXMuEdlKaMRTedayKMerag CBRDP manKuNPaBx<s; nigRtUv)antamdanedaymanr)aykarN_RbcaMExRbkbedayKuN PaB ¬Rsbtamsþg;da NCSC¦ . eKaledA³ 50° ¬ekIneLIgerog ral;qñaM¦

KuNPaB CIP nig KuNPaBr)aykarN_ ¬fvika¦RbcaMEx RsbtamlkçN³ vinic½äyKuNPaB

CaRbcaMqñaM

karvaytMélr)aykarN_ rbs; CC nig CIP

OP2.3 3> cMnYnEpnkarvinieyaKXuMEdl)anerobcM. eKaledA³ kMBg;FM 81 nigkMBt 92 erogral;qñaM

kMNt;RtatamdankarksagEpnkarvinieyaKXuM

RbcaMqñaM karbUksrubcMnYn CIP

OP2.4 4> cMnYnEpnkarvinieyaKXuMEdl)anGnuvtþ. eKaledA³ kMBg;FM 81 nigkMBt 92 erogral;qñaM

kMNt;RtakareFVIr)aykarN_rbs; CC enAÉsikça

RbcaMqñaM karbUksrubcMnYn r)aykarN_ CC

31

32

salasmahrNkmµ fñak;Rsuk

OP2.5 5> PaKry énRkumRbwkSaXMu)anRbmUlFnFanmUldæan. eKaledA³ 90°

cMnYnXMu)anRbmUlTun bdiPaKtamcMnYnRtUvkar

RbcaMqñaM sikçasalaGñkTTYlplEpñk 5>4>2

OP2.6 6> ° énRkumRbwkSaXMu)anRbmUlFnFanxageRkA y:agehacmYy RbPB . eKaledA³ kMBg;FM³ 50° nigkMBt 40°

cMnYnXMu)anRbmUlTun BIRbPBxageRkA

RbcaMqñaM sikçasalaGñkTTYlplEpñk 5>4>2

viFIsaRsþ nig]bkrN_RtYtBinitü sMrab; {karBRgwgsmtßPaBRkumRbwkSaXMu } CMBUkenHBiBN’naBI]bkrN_ nigviFIsaRs þEdlmanenAkñúgbBa¢IviFIsaRsþþnig]bkrN_ manenA

kñúgkUeLanéntaragxagelI . eTaHCay:agNak¾edayviFIsaRs þnig]bkrN_TaMgenaH RtUv)anBiBN’na enATIenH sRmab;EtsmassPaKenHEtmYyKt; ehIyviFIsaRs þ nig]bkrN_EdlRtUveRbIsRmab; smasPaKepSg²eTotRtUvBiBN’nalMGitenACMBUk 5 . karvaytMélr)aykarN_rbs; CC nig CIP

]bkrN_enHnwgRtUveRbIedIm,Ivas;snÞsSn_dUcteTAenH ³ {EpnkarvinieyaKXMuEdlKaMRTedayKMerag CBRDP ¬man7RsukenAkMBt nig4 RsukenAkMBg;FM¦

nigr)aykarN_RbcaMExrbs;XMunImYy²manKuNPaBx<s; ¬Rsbtams þg;da NCSC¦} . eKaledAKW 50° énr)aykarN_ CC nig CIP manKuNPaBx<s; nigPaKryénEpnkar nigr)aykarN_manKuNPaBl¥ ekIneLIgerogral;qñaM . eKenAEtRtUvkarkMNt;tYelxdMbUg.

EpñkTI 1 énsnÞsSn_enH ¬KuNPaBénEpnkarvinieyaKXMu¦ nwgRtUv)anRtYtBinitüCaBIrCMhandUc xageRkamenH³

enACMhanTImYy LAU nwgeFVIkarRCIserIsEpnkarvinieyaKXMumYycMnYn kñúglkçN³écdnü enAcugqñaM nigeRbobeFobEpnkarTaMgenaH CamYynwgrcnasm½<n§sþg;daKuNPaBrbs; NCSC dUc)anbgðaj CUnenAxageRkam . rcnasm½<n§ CIP 3 qñaMrMkil ¬sUmemIlesckIþENnaMGMBIkareFIVEpnkarXMu EdlsißtenAkñúgédrbs; PFT/DFT sMrab;B½t’manCaBisþar¦

EpnkarGPivDÆn_XMu CDP nwgRtUv)anbegIáteLIg sMrab;ry³eBl 5 qñaM ehIyRtUv)an RtYtBinitü eLIgvijCaerogral;qñaM edIm,IEklMGeGayRbesIrdl;kmµviFIvinieyaKXMu ¬CIP¦ry ³eBlcMnYn 3 qñaMrMkil EdlRtUv)aneFVIeTAtamrcnasm½<n§sþg;daKMrUxageRkamenH ³

buBVkfa esckþIepþIm EpnTIXMu 1> karviPaKGMBIsßankarN_GPivDÆn_rbs;XMu

k¦ Epñkesdækic©

33

x¦ EpñksgÁmkic© K¦ EpñkFnFanFmµCati nigbrisßan X¦ Epñkesvakmµrdæ)al nigsniþsux g¦ EpñkEynD½r

2> TisedAbnÞan; nigyuT§saRsþsMrab;karvinieyaK k¦ TisedAbnÞan; x¦ yuT§saRsþ sMrab;karvinieyaK

3> KMeragvinieyaK 3 qñaM rMkil k¦ taragKMeragfvika sMrab;karGnuvtþn_karvinieyaK x¦ taragsegçbGMBIfvikavinieyaK tamRbPBpþl;mUlniFi

]bsm½<n§

enACMhanTIBIr xøwmsarén CIP nwgRtUv)an)a:n;RbmaN RsbeTAtam BinÞú BI 1 dl; 10 Edl10 mann½yfa 100° manKuNPaB . buKÁlik (P)LAU nwgeFVIkar[BinÞú ehIynigRtUvkar[maneKalkarN_ nig bN þúHbNþals þIBIbec©keTsKuNPaB edIm,IeFVIkar[BinÞúenH .

karRtYtBinitüPaBEdlman nigKuNPaBénr)aykarN_¬fvika¦RbcaMEx tMrUveGaymanskmµPaB RtYtBinitüCabEnßm . (P)LAU nwgRtYtBinitüCaeTogTat; elIr)aykarN_RkumRbwkSaXMu edayKitTaMgeBl evla rcnasm<½n§ nig KuNPaBenAkñúgtaragGuicEsl . buKÁlik (P)LAU nwgGanr)aykarN_nImYy² ehIy[BinÞúeTAelIKuNPaB BI1 dl; 10 sRmab;RbFanbTnImYy²énRbFanbT 5 énr)aykarN_dac; edayELkBIKña ¬emIlrcnasm½<n§r)aykarN_XuMxageRkam¦. buKÁlik (P)LAU nwgsresrBinÞúenAelI RkdasftcMlgénr)aykarN_RkumRbwkSaXMu edaymanhtßelxa nigkalbriecäT . mnusSmñak;epSgeTot RtUvTTYlxusRtUvbBa©ÚlB½t’manenHcUleTAkñúgkMuBüÚT½r CaGiucEsl (Excel file). Excel enH nwgCYy[eyIggayRsYlTajykB½t’manmkeRbIenAeBlNamYysRmab;snÞsSn_xagelI .

rcnasm½<n§r)aykarN_RbcaMExrbs; CC ¬sUmemIlrcnasm<½n§r)aykarN_ EdlsißtenAkñúgédrbs; PFT/ DFTs sMrab;B½t’manCaBisþar¦

k> karRKb;RKgrdæ)alXMu k-1 sßankarN_rbs;RkumRbwkSaXMu k-2 kic©RbCMurbs;RkumRbwkSaXMu k-3 dIka nigesckIþsMercepSg²eTot Edl)anecjedayRkumRbwkSaXMu k-4 kic©RbCMurbs;KN³kmµaFikarnana

34

35

k-5 karpøas;bþÚresµonXMu k-6 RBwtiþkarN_ b¤bBaðasMxan;² Edl)anekIteLIgenAkñúgXMu

x> EpnkarGPivDÆn_XMu skmµPaBeFIVEpnkarGPivDÆn_XMu

K> hirBaØvtßúXuM r)aykarN_cMNUlcMNay

X/ karGnuvtþn_KMeragrbs;XMu

X -1 karGnuvtþn_skmµPaBGPivDÆn_ nigkarpþl;esvakmµepSg²eTot X -2 karGnuvtþn_ muxgarCaPñak;gar X -3 karpSBVpSayB½t’maneTAkan;RbCaCnenAmUldæan X-4 bTBiesaFn_CaviC¢man nigbBaðaTaMgLayrbs;XMu enAkñúgkareFIVkic©shRbtibtiþkarCamYynwgbNþaGgÁkareRkArdæaPi)al EpñkÉkCn nigGgÁkarmUldæannana

g> karksagsmtßPaB nigkarKaMRT

g-1 skmµPaBbNþúHbNþal sMrab;RkumRbwkSaXMu nigesµonXMu g-2 skmµPaBbNþúHbNþal sMrab;smaCikKN³kmµaFikar nigGñkepSg²eTot g-3 viFankarksagsmtßPaBepSg²eTot ¬TsSnkic©sikSaeTAkan;kEnøgepSg²

nigkareFIVsikçasalaCaedIm…¦ g-4 bBaðarbs;XMu enAkñúgkic©shRbtibtiþkarCamYynwgfñak;Rsuk nigfñak;extþ ¬LAU

nigrtnaKarCaedIm¦ g-5 karcuHKaMRT nigkarcuHTsSnkic©nanadl;mUldæan

3/3-Epnkar RtYtBinitü nigvaytMél {GPivDÆn_shKmn_ nig karbRBa¢abEynD½r} lT§plTI 3³ RbCaBlrdæ nigGgÁkarrbs;sgÁmsIuvIl nwgmansmtßPaBGnuvtþskmµPaBsV½y]btßmÖ nigedIrtYya:gskmµkñúgskmµPaBsV½yRKb;RKg. karyl;dwgBIEynD½rRtUv)anbegáIneLIg enAtamExSbeNþaymnÞIr nigshKmn_nana ehIyRsþImansmtßPaBedIrtYya:gskmµeRcIneTotkñúgGPi)alkic©mUldæan elxkUtkñúg

Epnkar KMerag

CBRDP

elxkUd kñúgsMeNI

RDP

snÞsSn_sRmab; CBRDPlT§plTI3 RbPB¼tMélén Tinñn½yeKal

TidæPaB KuNPaBén snÞsSn_

PaBjwkjab;


M&E OP3.1 1- smaCiRkum DCDT/PCDT Edl)anekIneLIgsmtßPaBedIm,I

bMeBjkargar edayEp¥kelI lkçN³vinicä½yEdl)ankMNt; ¬kñúgmYyviFankarN_ksagsmtßPaB [RsbtamEpnkar bNþúHbNþal¦. eKaledA³ 80°énsikçakam)anBinÞúy:ag ehacNas; 65° ¬GaRs½yelIetsþvKÁbNþúHbNþalnImYy²¦

smaCik PCDT DCDT

kMBg;FM 4 22kMBt 8 33

GRtaeCaKC½yénvKÁ KuNPaBRKU KuNPaBsikçakam

vKÁnImYy² mþgmþal


OP3.2 2- buKÁlik CD ekIneLIgnUvsmtßPaB Edlbgðajtamry³lT§ plvaytMélbuKÁlik. eKaledA³ 80° nig 80°énGnusasn_ RtUv)anGnuvtþ kñúgry³eBl6Ex bnÞab;BIkarvaytMél .

smtßPaB)ankarvaytMélkargarbuKÁlik karGnuvtþtamsMeNI

RbcaMqñaM/ 6ExeRkay karvaytMél


OP3.3 3- GñkdwknaM CBO¼bNþajkargarPUmi nig smaCikKN³kmµkar Edl)anTTYlkarbNþúHbNþal ehIy)anekIneLIgnUvsmtßPaB

GRtaeCaKC½yénvKÁ KuNPaBRKU

vKÁnImYy² vKÁnImYy²


36

edayeCaKC½y edIm,IRKb;RKg CBO [mantmøaPaB . eKaledA³ kMBg;FM cMnYn 94 CBO ¬KitCamnusSmancMnYn 450 nak;¦ Caerogral;qñaM. kMBt cMnYn 162 CBO ¬KitCamnusS mancMnYn 810 nak;¦ Caerogral;qñaM. qñaM 2004³ 60°/ 2005³ 65°/ 2006³ 70° nig 2007³ ekInsmtßPaB eRcInCag 70° nigman 35°énsmaCikKN³kmµkarCaRsþI.

KuNPaBsikçakam mþgmþalBIA nig BMW Epñk 5>4

PO3.4 4- KMeragpÁt;pÁg;Twk nigpøÚvlMTaMgGs;man LTC Edly:agehac Nas;manRsþI 30°énsmaCikKN³kmµkar. eKaledA³ kMBg;FM 2004³ GNþÚgTwk 360/ pøÚv 6 nig kMBt 2004man GNþÚgTwk 245 nig pøÚv 105 . cab;BIqñaM2005 - 2007 ¬GaRs½yelI rIv RIIF¦

Tinñn½yénkarbegáIt¼dMeNIrkarrbs;KN³kmµkarRtUv)aneFVIbc©úb,nñPaB

RbcaMqñaM

karvaytMémø CBO/LTC

Kit TaMgkarbegáIt BIA nig BMW

Epñk 5>4

PO3.5 5- RukumRKb;RKgshKmn_TaMgGs;manRsþIkan;dMENgCafñak;dwknaM nig cMnYn 10° énRkumTaMgGs;manRsþIeFVICaRbFan

Tinñn½yénkarbegáIt¼ dMeNIrkarrbs; KN³kmµkarRtUv)aneFVIbc©úb,nñPaB

RbcaMqñaM


Kit TaMgkarbegáIt BIA nig BMW

Epñk 5>4 PO3.6 6- cMnYnGñkTTYlplBIRkumshKmn_mUldæan tamRbePTRkum.

eKaledA³ kMBg;FM 2004³ FnaKarRsUv=10/500/ smaKmR)ak;=23/500/ GilFIsIuGNþÚg=30/000/ GilFIsIupøÚv=30/000 nig kMBt 04³ FnaKarRsUv=40/000/ smaKmn_R)ak;=2/000/smaKmn_canqñaMg=7/000/ GilFIsIuGNþÚg=30/000/ GilFIsIupøÚv=30/000 ehIyBI 05

Tinñn½yénkarbegáIt¼ dMeNIrkarrbs; KN³kmµkarRtUv)aneFVIbc©úb,nñPaB

RbcaMqñaM


Kit TaMgkarbegáIt

37

38

- 07 GaRs½yelI rIv ¬RIIF¦ . PO3.7 7- smasPaKGPivDÆn_shKmn_ GnuvtþkarvaytMélxøÜnÉg

RbcaMqñaM ¬rab;TaMgkarvaytMélplb:HBal;GñkTTYlpl¦ eTAelIkarRKb;RKgépÞkñúg nigsac;karénesvakmµ ¬SWOT¦ ehIyeFVIkartamdanelIlT§plTaMgenaH . eKaledA³ 50°énPaBexSayEdlrkeXIjRtUv)anedaHRsaykñúgry³ eBl 6Ex eRkayBIkareFVIsV½yvaytMél .

cMNucxøaMg¼exSay¼»kas¼ karKMram kMEhgRtUv)an kMNt; cMnYnénPaBexSay RtUv)an edaHRsay eRkayBI 6 Ex

RbcaMqñaM/ 6ExeRkaykar vaytMél

viPaK SWOT

Epñk 5>2

viFIsaRsþ nig ]bkrN_RtYtBinitü sMrab; {GPivDÆn_shKmn_} sMrab;snÞsSn_nImYy² CMBUkenHBiBN’naBI]bkrN_ nigviFIsaRs þEdlmanenAkñúgbBa¢IviFIsaRsþþnig]bkrN_ manenAkñúg

kUeLanéntaragxagelI. eTaHCay:agNak¾eday viFIsaRs þnig]bkrN_TaMgenaH RtUv)anBiBN’naenATIenH sRmab;EtsmasPaKenHEtmYyKt; ehIyviFIsaRsþ niig]bkrN_EdlRtUveRbIsRmab;smasPaKepSg² eTotRtUvBiBN’nalMGitenACMBUk5 .

karvaytMémø CBO/LTC edayKitTaMgkarbegáIt sRmab;lT§plenHmansnÞsSn_mYycMnYn ¬dUcCaTI 4/ 5/ nig 6¦ tRmUv[mankarRtYtBinitükar

begáIt nig dMeNIrkarrbs; CBOs nig LTCs. TRmg;EbbbTmYycMnYn)anbegIát edIm,IRbmUlB½t’manEdl Tak;Tg . B½t’manmYycMnYnRtUv)anRbmUledayeRbITRmg;RBwti þkarN_PUmi nigTRmg;epSgeTot manPaB Cak;lak; sRmab;RbmUlB½t’mans þIBIkarbegáIt CBO b¤ LTC b¤s þIBIdMeNIrkar CBO b¤ LTC. CaBiess TRmg;s þIBI dMeNIrkarmanepSg²BIKña ¬dUcCa FnaKarRsUv smaKmR)ak;CaedIm¦ nigepSg²BIKñacMeBaH LTC

¬pøÚv/ GN þÚg¦ edaysarmanlkçN³vinicä½yepSg²BIKñacMeBaHdMeNIrkar. manÉksarpÞúkTinñn½ybIRbePTenAkñúgkMuBüÚT ½r RtUv)anEfrkSa nigviPaKTinñn½yTak;TgmYycMnYn ³ • ÉksarpÞúkTinñn½ysRmab;RBwt þikarN_tamPUmi • ÉksarpÞúkTinñn½ysþþIBIkarbegáIt CBO/LTC/ • ÉksarpÞúkTinñn½ymYycMnYns þIBIdMeNIr CBO/LTC/ ÉksarpÞúkTinñn½yTaMgenH rYmCamYyB½t’manxøHeTotEdl)anBIÉksarpÞúkTinñn½yEpñkehdæarcna

sm<½n§ nwgp þl;nUvB½t’mancaM)ac;TaMgLaysRmab;snÞsSn_EdlTak;Tgnwg CBO/LTC. xageRkamenHCaKMrUTRmg;EbbbTRbmUlB½t’manEdlRtUv)ankMBugeRbIR)as; . TRmg;TI1 (CD-A1)

KWCaTRmg;TUeTAeRbIsRmab;kt;RtaRBwt þikarN_PUmi . TRmg;TI2(CD-A2) RtUv)aneRbIbEnßmeTAnwgTRmg; TI1 (CD-A1) RbsinebIGMLúgeBlRBwt þikarN_PUmisRmab; CBO/LTC RtUv)anbegáIt ehIyKN³kmµkar RtUv)aneRCIserIs . TRmg;TI 3 (CD-A3) RtUveRbIbEnßmeTAnwgTRmg;TI1¬CD-A1¦Edr RbsinebIesck þIRBag sRmab;bBa¢IRKYsarTIT½lRk RtUv)aneKbgðaj nigBiPakSaGMLúgeBlRBwt þikarN_PUmi . TRmg;mYycMnYneTot ¬CD-A4.1 eTA CD-A4.x¦ nwgRtUv)aneRbIR)as;edIm,IRtYtBinitükargar rbs;

39

CBO/LTC. TRmg;enH RtUvbMeBjedaybuKÁlikGPivDÆn_shKmn_ 3Exm þgcMeBaH CBO/LTC enAeBlEdlkarcuHeTAmUldæan CaeTogTat;rbs;BYkeK)aneFVIeLIg .

CD-A.1: kMNt;ehtuRBwtþikarN_¬RbCuM¦PUmi 1. elxRBwtþikarN_PUmi: ................... 2. RbePTRBwtþikarN_: ................... 3. TItaMg³ PUmi////////////XuM//////////////////Rsuk//////////// 4. kalbriecäT:…………….

5. GñksMrbsMrYl

eQµaH GgÁPaB tYnaTIenAkñúgRBwtþikarN_enH

6. GñkcUlrYm

RbePTGñkcUlrYmtamPUmi¬GñkPUmi/ smaCik CC, PBC,...¦

cMnYnsrub ePTRsI

)anGeBa¢Ij cUlrYmCak;Esþg )anGeBa¢Ij cUlrYmCak;Esþg

7. etIbBa¢IRKYsarTIT½lRk)anbgðaj b¤BiPakSaenAkñúgRBwtþikarN_enHEdrb¤eT?

a. )an//////// b. min)an////////////

RbsinebI )an sUmP¢ab;TRmg;dac;edayELk1s þIBIlT§pl)anBIkarbegáItbBa¢IRKYsarTITl½Rk

B½t’mandUcteTAKYrP¢ab;mkCamYyedaydak;enAkñúgRkdasepSg² 8. bBa¢IRbFanbTEdl)anelIk (rab;bBa©ÚlTaMgKMerageBlevlapgEdr) 9. ÉksarEdl)anEckCUn

10. bBaðasMxan;²Edl)anelIkenAkñúgeBlRbCuM sMNYrsMxan;²Edl)anelIkeLIgedayGñkcUlrYm nigcMelIyEdl)anpþl;CUn ¬minEmnGVIEdlmanenAkñúgÉksarEdlmanrYcehIyenaHeT¦ .

11. esckþIsMercEdlCalT§plsMxan;²énGgÁRbCuM rab;TaMgCMhantamdanskmµPaBbnþ . 12. ÉksarepSg²eTotEdlRtUvP¢ab;Ca]bsm<½n§énkMNt;ehtuenH dUcCa³ bBa¢IRKYsarTIT½lRk

lT§ple)aHeqñateRCIserIsKN³kmµkar ¬sUmemIlKMrU]bsm<½n§¦ karbUksrublT§plRkumBiPakSa EpnkarPUmi nigEpnkarskmµPaBCaedIm .

40

kMNt;sMKal; 1³ bBaða niglT§plsMxan;² EdlmanenAkñúgÉksarepSg ehIyEdlRtUvP¢ab;eTAnwgkMNt;RbCuMenH mincaM)ac;BiBN’naenAkñúgcMNuc 10 nig 11 eT RKan;EtbBa¢ak;famanÉksarP¢ab;mkCamYy)anehIy. ]³ bBa¢IRKYsarTIT½lRkRtUv)anbegáIt ¬sUmemIlÉksarP¢ab;mkCamYy¦ kMNt;sMKal; 2³ kMNt;ehtuKYrcuHhtßelxaedayGñkkt;Rta RbFanGgÁRBwtþikarN_ ¬RbCuM¦.

CD-A.2: ]bsm<½n§TI 1 sMrab;P¢ab;eTAnwgkMNt;ehtuRBWtþikarN_PUmi ³ lT§ple)aHeqñateRCIserIsKN³kmµkar P¢ab;CamYyRBwtþikarN_PUmielx//////////////////////////// eQµaHKN³kmµkar ///////////////////////// Rsuk: …………………………XuM:........................... PUmi: ...............................

1/ cnYnGñkTTYlplpÞal;énKMeragEdlKN³kmµkarTTYlxusRtUv PUmi RKYYsar cMnYnmnusSsrub ePTRsI

2/ cMnYnsmaCikKN³kmµkarEdlRtUve)aHeqñatyk Rbus///////////////////// RsI/////////////////srub//////////////

3/ bBa¢IebkçCn k/ cMnYnebkçCn Rbus///////////////RsI//////////////////srub////////////////////////// x/ bBa¢IeQµaHebkçCnePTRsI

l/r eQµaH Gayu cMnYnsnøwkeqñatEdl)anTTYl lMdab;

bBa¢IeQµaHebkçCnePTRbus l/r eQµaH Gayu cMnYnsnøwkeqñatEdl)anTTYl lMdab;

4/ KN³kmµkarEdl)anCab;eqñat k/ cMnYnsmaCikEdl)anCab;eqñat Rbus///////////////////RsI//////////////////////srub//////////////////// x/ bBa¢IeQµaHsmaCikKN³kmµkar

l/r eQµaH ePT tYnaTIenAkñúgshKmn_ tYnaTIenAkñúgKN³kmµkar epSg²

41

5/ karcuHhtßelxa nigkarTTYlsÁal; ¬lT§plénkare)aHeqñateRCIserIsKN³kmµkarenHKYrRtYv)ancuHhtßelxaedayGñkkt;Rta RbFanGgÁRbCuM RbFanKN³kmµkarEdl)anCab;eqñat nigTTYlsÁal;RkumedayRbwkSaXuM edIm,IeRbIR)as;CapøÚvkar¦ .

CD-A3: ]bsm<½n§TI 2 sMrab;P¢ab;eTAnwgkMNt;ehtuRBWtþikarN_PUmi ³ lT§plbegáItbBa¢IRKYsarTIT½lRk

P¢ab;CamYyRBwtþikarN_PUmielx /////////////// Rsuk/////////////////////////XuM/////////////////////////////PUmi////////////////////////////// 1/ sßitiPUmi³

cMnYnRKYsarsrub///////////////////cMnYnmnusSsrub/////////////////////cMnYnePTRsIsrub//////////// 2/ RKYsarTIT½lRk

smaCikRKYsar l/r eQµaHemRKYsar ePT Gayu srub ePTRsI

mUlehtuénPaBTIT½lRk epSg

3/ karcuHhtßelxa nigkarTTYlsÁal; ¬lT§plénkarbegáItbBa¢IRKYsarTIT½lRkenH KYrRtYv)ancuHhtßelxaedayGñkkt;Rta RbFanGgÁRbCuM nigTTYlsÁal;edayRkumRbwkSaXuM edIm,IeRbIR)as;CapøÚvkar¦ .

CD-A4.1 kRmgsMnYrCaKMrUsRmab;vaytMéldMeNIrkarrbs;KN³kmµkarbec©keTsmUldæan 1> eQµaH DCD ³>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>2> kalbriecäT³>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 3> Rsuk³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 4> XMu>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 5> PUmi>>>>>>>>>>>>>>>>>>>>>>>>> 6> RbePT LTC ³ pøÚvlM GN þÚgelx6 GN þÚgGaRhVIEdv GN þÚgcMruH RsH 7> cMnYnsmaCikKN³kmµkar³>>>>>>>>>>>>>>>>>>>>>>>>>> 8> Rs þI >>>>>>>>>>>>>>>>>>>>> 9> etIGñkPUmi)aneRbIR)as;pøÚv¼GN þÚgRsbtambTbBaØti þGñkeRbIR)as;Edrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 10> etIKN³kmµkarGnuvt þc,ab;épÞkñúgEdrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 11> etIkarcayvayrbs;KN³kmµkarRsbtameKalkarN_Edrb¤eT?

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43

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 12> etIesovePAKNenyü)anbMeBjRtwmRtUvEdrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 13> etIKN³kmµkareFVIkarRbCMueTotTat;CamYysmaCikTaMgGs; nig)anlT§pll¥Edrb¤eT? ¬sUmEqkemIlbBa¢Ivt þ man nig kalbriec©TRbCMucugeRkay¦

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 14> etIKN³kmµkar)anCUndMNwgCaeTotTat;eTAsmaCikTaMgGs;Edrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 15> etIsmaCikKN³kmµkarmñak;²bMeBjmuxgarnigtYnaTIrbs;xøÜn)anRtwmRtUvEdrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 16> etIÉksarrdæ)alRKb;RKgcat;Ecg)anRtwmRtUvEdrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas; 17> etI]bkrN_sMPar³sRmab;EfTaMpøÚv¼GN þÚgEfrkSa)anRtwmRtUvEdrb¤eT?

5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas;

18> etIeBl\LÚvenH KN³kmµkarmanR)ak;b:unµansRmab;EfTaMpøÚv¼GN þÚg?>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

19> etIKN³kmµkarmanRKYsRkhm¼eRKOgbnøas;TukbMrugsRmab;CYsCulpøÚv¼GN þÚgEdrb¤eT?>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 20> etIR)ak;b:unµan EdlKN³kmµkar)ancMNaycab;taMgBIExmkra qñaM2005 mk?>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

21> etIKN³kmµkar)aneRbIR)as;RKYsRkhm¼eRKOgbnøas; Edrb¤eTcab;taMgBIExmkra qñaM2005mk? >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

22> etIsßanPaBpøÚv¼GN þÚgeBlenH y:agdUcem þc? 5=l¥Nas; 4=l¥ 3=mFüm 2=exSay 1=exSayNas;

23> etIsmaCikKN³kmµkarTaMgGs; mankarTak;TgCamYyskmµPaB nig)ancUlrYmRbCuMCaRkumRbwkSaXMuEdrb¤eT? 5=eTogTat; 4=jwkjab; 3=CYnkal 2=kRm 1=minEdlesaH

TMrg;déTeTot¬ CD-A4.2 ... CD-A4.x ¦sMrab;RbmUlTinñn½yvaytMéldMeNIrkar CBO RbePTepSgeTot dUcCaFnaKarRsUv smaKmR)ak; .l. nwgRtUvbegáIteLIgeTAtamesckþIRtUvkarrbs; smasPaKGPivDÆn_shKmn_.

44

karbRBa¢abEynD½r³ karyl;dwgBIEynD½rRtUv)anbegáIneLIg enAtamExSbeNþaymnÞIr nigshKmn_nana ehIyRsþImansmtßPaBedIrtYya:gskmµeRcIneTotkñúgGPi)alkic©mUldæan elxkUtkñúg

Epnkar KMerag CBRDP

elxkUd kñúgsMeNI

RDP snÞsSn_sRmab; CBRDP lT§plTI3

RbPB¼tMélén Tinñn½ydMbUg

TidæPaB KuNPaBén snÞsSn_ PaBjwbjab;


M&E OP3.8 8- 50° énRsþI)ancUlrYmy:agskmµenAkñúgdMeNIrksagEpnkar

mUldæan karRKb;RKgKMerag nigkarsMerccitþ .

KuNPaBénkarcUlrYm rbs;RsþI

RbcaMqñaM viPaKTinñn½y)anBIkMNt; RtaRBwt þ ikarN_PUmi BMW Epñk 5/4/2

OP3.9 9- cMnYnmRnþIbegÁalEpñkEynD½r enAkñúgRkumRbwkSaXMu nigtambNþamnÞIr nana Edl)anekIneLIgnUvkaryl;dwgBIbBaðaEynD½rRbkbeday eCaKC½y . eKaledA³ 80° énsikçakamTTYl)an 60°énBinÞÚsrub cab;BIqñaM2004 nigCaRbcaMqñaM.

mRnþIbegÁal XuM Rsuk mnÞIrvis½y NGO kMBg;FM 81 8 27 0kMBt 92 9 33 5

GRtaeCaKC½yénRBwit þ ikarN_pSBVpSay KuNPaBRKU KuNPaBsikçakam



OP3.10 10- cMnYnvKÁbNþúHbNþalEpñkEynD½rEdl)anbMeBj³ ¬1¦mRnþIbegÁalEynD½r/ ¬2¦ NGO nigRkumRbwkSaXuM/ nig¬3¦buKÁlepSg². eKaledARtUvbegáIteLIgkñúgeBleFVI AWPBs

ÉksarpÞúkTinñn½ybNþúHbNþalRkumeKaledARtUv)an eFVIbc©úb,nñPaB

RbcaMqñaM karrab;cMnYnvKÁenAkñúgÉksarpÞúkTinñn½y

45

viFIsaRsþ nig ]bkrN_RtYtBinitü sMrab;karbRBa¢abEynD½r CMBUkenHBiBN’naBI]bkrN_ nigviFIsaRs þEdlmanenAkñúgbBa¢I viFIsaRsþþnig]bkrN_ manenAkñúg

kUeLanéntaragxagelI . eTaHCay:agNak¾eday viFIsaRs þnig]bkrN_TaMgenaH RtUv)anBiBN’na enATIenHsRmab;EtsmasPaKenHEtmYyKt; ehIyviFIsaRs þnig]bkrN_EdlRtUveRbIsRmab;smasPaK epSg²eTot RtUvBiBN’nalMGitenACMBUk5 . karviPaKTinñn½y)anBIkMNt;RtaRBwt þikarN_PUmi

edIm,ITTYl)anB½t’mansRmab;snÞsSn_s þIBIkarcUlrYmrbs;Rs þI kñúgdMeNIrkarksagEpnkar kMNt;RtaRBwt þikarN_PUmi EdlRtUv)anRbmUledayeRbIR)as;TRmg; CD-A1 nwgp þl;[nUvTinñn½yCabrimaN sRmab;Rs þIcUlrYmkñúgRBwt þikarN_ . cMeBaHkMritNamYyEdlRs þITak;TinCamYynwgkarRKb;RKg nigkarseRmccit þEdlGacsnµt;)an Tinñn½yKYrEt)anBIÉksarpÞúkTinñn½yéndMeNIrkarrbs; CBO/LTC. KuNPaBénkarcUlrYmrbs;Rs þIKYrRtUvviPaKedaysikçasalaRtYtBinitüGñkTTYlpl EdlmanBiBN’naenA kñúgEpñk 5>4>2 .

mRn þIbegÁalRtYtBinitü¼vaytMémøEpñkbRBa¢abEynD½r nwgeFVIkarTak;TgCamYymRn þIbegÁalRtYt Binitü¼ vaytMémøEpñkrdæ)almUldæan edIm,I)::an;RbmaNelIÉksarpÞúkTinñn½ydac;edayELkBIKña sRmab;eFVIkarviPaK .

3/4-EpnkarRtYtBinitü nigvaytMél {ehdæarcnasm½<n§ rab;TaMgkmµsiTi§dIFIø nigRbB½n§FarasaRsþ} lT§plTI 4³ esvakmµKaMRT ¬GPivDÆn_shKmn_ nigbec©keTs ¦ sMrab;karksagehdæarcnasm½<n§CnbT ¬pøÚvfñl; karpÁt;pÁg;Twk RbB½n§FarasaRsþ kmµsiTi§dIFIø ¦ RtUv)anpþl; ehIyKN³kmµkarbec©keTsmUldæan¼KN³kmµkareRbIR)as;Twk RtUv)anBRgwgsmtßPaBRKb;RKgeTAtamtMrUvkarEfrkSaCabnþ


CBRDP

elxkUd kñúgsMeNI

RDP snÞsSn_sRmab; CBRDPlT§plTI 4

RbPB¼tMélén Tinñn½ydMbUg

TidæPaBKuNPaBén snÞsSn_

PaBjwkjab;


M&E OP4.1 1- cMnYnsmaCik TSS Edl)anekInsmtßPaBedIm,IbMeBjkargar

rbs;BYkeK/ eday Ep¥kelI lkçN³vinicä½yEdl)ankMNt; ¬RbePTénmRnþIkñúgviFankar ksagsmtß PaBmYy nigRsbtam EpnkarbNþúHbNþal¦ . eKaledA³ kMBt 20 nig kMBg;FM 20nak;. 80° énsikçakamy:agehacNas;)anBinÞú 60° ¬GaRs½yelIetsþsRmab;vKÁbNþúHbNþalnImYy²¦ .

GRtaeCaKC½yénvKÁ KuNPaBrbs;RKU KuNPaBsikçakam


karRtYtBinitükarvKÁ Epñk 5>1>1 nig 5/1/2

OP4.2 2- cMnYnbuKÁlikEdlekIneLIgnUvsmtßPaBEdlbgðajtamry³lT§pl vaytMélbuKÁlik . eKaledA³ 80° énGnusasn_RtUv)anGnuvtþ kñúgry³eBl6Ex bnÞab;BIkarvaytMél .

smßPaBbuKÁlik)anBIkarvaytMélkargar/ karGnuvtþn_sMeNI

RbcaMqñaM/ 6 ExbnÞab; BIkarvaytMél


46

OP4.3 3- cMnYn K>m pøÚv RtUv)ansagsg;smRsbtamsþg;daKuNPaB dUcEdlkMNt;enAkñúgesovePAsila . eKaledA³ kMBg;FMrhUt dl;qñaM 2004³ 100K>m nig ehIykMBtrhUtdl;qñaM 2004³ 100K>m . sMrab;qñaM2005 - 2007 eKaledAGaRs½y elIGaTiPaBrbs; rIv ¬RIIF¦.

KuNPaBénkarsagsg;Rsbtam s þg;daKuNPaB

eBlbBa©b;kar sagsg; CaRbcaMqñaM

vaytémøbBa©b;KMerag Epñk 5>3>2 BIA nig BMW Epñk 5>4

OP4.4 4- cMnYnGNþÚgTwkRtUv)ansagsg;smRsbtamsþg;daKuNPaB dUcEdlkMNt;enAkñúgesovePAsIla . eKaledA³ kMBg;FMrhUt dl;qñaM 2004³ 360 nig kMBtrhUtdl;qñaM 2004³ 245 . sMrab;qñaM2005 - 2007 eKaledAGaRs½yelIGaTiPaBrbs; rIv ¬RIIF¦.


eBlbBa©b;karsagsg; CaRbcaMqñaM;

vaytémøbBa©b;KMerag Epñk 5>3>2 BIA nig BMW Epñk 5>4

OP4.5 5- 75° énskmµPaBkargarsaFarN³ ¬ehdæarcnasm<½næ¦ nig KMeragtUc²déTeTotEdlCYypþl;edayGñkpþl;esvakmµÉkCn eFVIeGayeKeBjcitþtamsþg;daKuNPaBEdlkMNt;edayrdæaPi)al dUcCaesovePAbec©keTsrbs;sila ¬lT§plvaytMélbec©keTsCaRbcaM¦


eBlbBa©b;karsagsg;

vaytémøbBa©b;KMerag Epñk 5>3>2

OP4.6 6- cMnYYnRKYsarEdl)aneRbIR)as;GNþÚgTwk. eKaledA³ kMBg;FM³ eKaledAbUkeyagenAdMNac;qñaM ³2004 KW 5 500RKYsar nigkMBt eKaledAbUkeyagenAdMNac;qñaM 2004 KW 4000RKYsar . sRmab;qñaM2005 - 2007 tYelxRtUvkMNt; enAeBlEdlRkum RbwikSaXuM)ankMNt;GaTiPaBrbs;xøÜnsRmab;eRbI rIv ¬RIIF¦ ehIycMnYnsmaCikRKYsarnwgekIneLIgpgEdr .

ÉksarpÞúkTinñn½y dMeNIrkar LTC

RtUv)aneFVIbc©úb,nñPaB

RbcaMqñaM karbUksrubcMnYnRKYsar

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48

OP4.7 7- smasPaKehdæarcnasm<n§½ GnuvtþkarvaytMélxøÜnÉgRbcaMqñaM ¬rab;TaMglT§plénkarvaytMélkareBjcitþrbs;GñkTTYlpl¦ eTAelIkarRKb;RKgépÞkñúg nigsac;karénesvakmµ ¬SWOT¦ nigeFVIkartamdannUvlT§pl. eKaledA³ 50°énPaBexSay Edl)anrkeXIj RtUv)anedaHRsaykñúgry³eBl6Ex bnÞab;BIkar eFVIsV½yvaytMél.

cMNucxøaMg¼exSay¼ »kas¼ karKMram kMEhgRtUv)ankMNt; cMnYnénPaBexSayRtUv)anedaHRsayeRkay BI 6 Ex

RbcaMqñaM/ 6 ExbnÞab; BIkarvaytMél

viPaK SWOT

Epñk 5>2

viFIsaRsþ nig]bkrN_RtYtBinitü sMrab; {pøÚvfñl; nigkarpÁt;pÁg;Twk} CMBUkenHBiBN’naBI]bkrN_ nigviFIsaRs þEdlmanenAkñúgbBa¢I viFIsaRsþþnig]bkrN_ manenAkñúg

kUeLanéntaragxagelI . eTaHCay:agNak¾edayviFIsaRs þnig]bkrN_TaMgenaH RtUv)anBiBN’naenATIenH sRmab;EtsmasPaKenHEtmYyKt; ehIyviFIsaRs þnig]bkrN_EdlRtUveRbIsRmab;smasPaKepSg² eTot RtUvBiBN’nalMGitenACMBUk5 .

snÞsSn_ 3/ 4/ 5 nig 6 tRmUv[mankarRtYtBinitüeTAelIbrimaNnigKuNPaBénral;KMerag ehdæarcnasm<n§½CnbT [)anTUlMTUlay . CamUldæan ]bkrN_dUcteTAenHRtUvykmkeRbIedIm,IRbmUl B½t’manEdlcaM)ac;mYycMnYn .

• ÉksarEpnkarnigedjéfø • esovePAkt;RtakMNt;ehtuGN þÚg ¬Log sheets; as they exist for well construction ¦ • BiFIsarsMrab;RtYtBinitüenAmUldæan • karvaytMélbBa©b;KMerag • svnkmµbec©keTs • ÉksarpÞúkTinñn½yBIsmasPaKepSg² • karvaytMélplb:HBal;elIGñkTTYlpl ]bkrN_enAxagelIenH xøHRtUv)anbriyaylMGitdUcxageRkamenH ³

esovkt;RtakMNt;ehtuGN þ Úg ¬Log sheets¦

KWCar)aykarN_s þIBIkarrIkcMerInkargar EdlRtUv)anerobcMGMLúgeBlxUgb¤sagsg;GN þÚg . eKkt;RtaPaBrIkcMerInénkargaredayKiteTAtamlkçx½NÐbec©keTs. vapþl;nUvTinñn½ysRmab; {Éksar pÞúkTinñn½yGN þÚg} EdlpÞúknUvB½t’manTaMgGs;s þIBIGN þÚgEdl)ansagsg;eLIgedayKMerag . Log sheet CaFmµtaRtUv)anEfrkSaedayGñkem:Akar ehIybuKÁlikKaMRTKMeragRtUvFanafa)anTTYlc,ab; cmøgén Log

sheet enH enAeBlEdlkarsagsg;)anbBa©b; . BiFIsarRtYtBinitüenAmUldæan¬nig¼b¤esovePAKMerag¦

49

BIFIsarRtYtBinitüenAmUldæanp þl;B½t’man BITsSn³kic©RtYtBinitünImYy² cMeBaHkardæansMNg; NamYyedaybuKÁlikKaMRTKMerag . BIFIsarTaMgenHGaceRbICaesovePAKMerag . vap þl;[CadMbUgnUv B½t’mansRmab;karRKb;RKgdMeNIrkarsagsg; ehIyGnuBaØateGayeyIgEktRmUvskmµPaB)anPøam² . elIsBIenHeTAeTot BiFIsarRtYtBinitüTaMgenH p þl;nUvB½t’manEdlmanRbeyaCn_CaeRcIns þIBIkarbMeBj kargarrbs;buKÁlikKaMRTKMerag.

nitiviFI nigviFIsaRs þsRmab;karRtYtBinitükardæanmandUcxageRkamenH ³ • RbmUlB½t’manCaerogral;s) þah_ b¤ral;ExBIskmµPaBenAkardæansagsg;edaybuKÁlikKaMRT

bec©keTs nigedaymankarKaMRTBI TA ¬RbsinebIman¦. • B½t’manEdlRbmUl)anRtUvbBa¢Ún[GñkRKb;RKgEpñkbec©keTs ¬TSU management¦. • B½t’manenHnwgRtUveRbIR)as;edIm,IFanafakargarsagsg;sMNg;sIuvilsmRsbtamlkçx½NÐ

bec©keTs CaeKalkarN_ karRtYtBinitüenAkardæanRtUveFVIeLIgRsbtamTMrg;EbbbTKMrU ¬sUmemIl]bsm½<n§

TI 8¦ . karvaytMélbBa©b;KMerag

karvaytMélbBa©b;KMeragKWRtUvEp¥keTAelIs þg;dasilaénkarGnuvt þKMeragtamEbbvimCÄkar . vaTak;TgeTAnwgTRmg;Cas þg;da ¬emIlEpñk 5/3/2¦. eTaHbITRmg;enHRtUvkar[bMeBjEtm þgenAeBl RbKl;KMerag[eTARkumRbwkSaXMu B½t’manCaeRcInenAkñúgTRmg;enHmanplRbeyaCn_eRcInelIsBIbMNg EdleyIgcg;)aneTAeTot . TRmg;enHRtUvbMeBjedaybuKÁlikKaMRTbec©keTs enAeBlEdlRkumRbwkSaXuM TTYlykCapøÚvkarnUvPaBCam©as;elIKMerag . B½t’man)anBITRmg;enH RtUv)anRKb;RKgtamry³ÉksarpÞúk Tinñn½yrbs;sila dUcCa PID ¬ÉksaepÞúkTinñn½ysRmab;karGnuvt þn_KMerag¦ CaedIm . svnkmµbec©keTs

CYnkalsvnkmµbec©keTs RtUv)aneKcat;TukdUcCakarvaytémøbBa©b;KMerag . eTaHy:agNa k¾eday enAkñúgbribTRbBn§½RtYtBinitünigvaytMélenH svnkmµbec©keTsRtUvcat;TukCalMhat;dac;eday ELk EdlRtUveLIg1qñaMm þgcMeBaHGNþþÚg pøÚv b¤sMNg;epSg² Edlsagsg;fµInImYy² . vaCaRbPBB½t’man

50

51

d¾sMxan;sRmab;RtYtBinitüKuNPaBbec©keTsénKMeragehdæarcnasm<n§½CnbT . Tinñn½yBIsvnkmµ bec©keTsRtUvdMeNIrkar nigTukrkSaedayELkenAkñúgÉksarpÞúkTinñn½ykñúgkmµviFIGiucEsl GaRs½yelI RbePTénehdæarcnasm<½n§. viFankarsvnkmµbec©keTstRmUv[man eTaHCaKMeragEdl)anGnuvt þbMeBj tamsþg;dabec©keTsNak¾eday. edaysarEtsvnkmµbec©keTsRtUveFVIEtm þgcMeBaHKMeragnImYy² Tinñn½yk¾p þl;B½t’manCabrimaNpgEdr dUcCacMnYnKMeragehdæarcnasm<½n§enAtamtMbn;nImYy² . svnkmµ bec©keTsenH nwgRtUveFVIeLIgedayRkummkBIEpñkKaMRTbec©keTs nigGacmanbuKÁlikCMnYybec©keTs (TA) b¤TIRbwkSa mkBIxageRkA .

svnkmµbec©keTsep þateTAKuNPaBénKMerag ¬karsagsg;tamk,Ünxñatbec©keTs¦ KWminep þat eTAelIdMeNIreRCIserIsTItaMg kareFVIEpnkarbec©keTs nigkarGnuvt þn_KMerageT . vaCaerOgsMxan;Nas; Edl DIeGhVFI (DFTs) nig smaCikBIEpñk GPivDÆn_shKmn_cUlrYmkñúgkarvaytMélbBa©b;KMerag . enHCabBaða sMxan;Nas; minRtwmEtsIuDI ¬CD¦ manmuxgary:agsMxan; kñúgkarbegáIt nigBRgwg LTCs eT

CD Gac vaytMéldMeNIrkarGMLúgeBleFVIEpnkarKMerag nigGnuvt þn_KMerag . vaCaerOgsMxan;Nas;kñúgkarvaytMélRKb;TidæPaBTaMgGs;enaH minRtwmEt [dwgfaetI LTCs

Edl)anbegáItmandMeNIrkar ¬sMxan;Nas;¦ b:uEn þ[dwgpgEdr etImanRs þ I nigRkumepSgeTotcUlrYmkñúg kareFVIesckþþIsMerccit þGMLúgeBlénvd þKMeragy:agdUcemþc/ faetImnusSmanGMNacCMruj[seRmctam BYkeKkñúgkardak;TItaMgGN þ Úg b¤ pøÚvb¤eT faetImanKuNvibt þ iGVIekItmancMeBaHGN þ ÚgCaedIm .l.

BIA nwgp þl;B½t’manKuNPaBbEnßmBIGñkTTYlpl . viFIsaRs þsRmab;karvaytMéldMeNIrkar TaMgenHGFib,ayenAkñúg Epñk 5>4>1 .

kmµsiT§dIFøI elxkUtkñúg

Epnkar KMerag

CBRDP

elxkUd kñúgsMeNI

RDP snÞsSn_sRmab; CBRDPlT§plTI4 RbPB¼tMélén Tinñn½ydMbUg


PaBjwkjab;

viFIsaRs þ nig]bkrN_

edIm,Ivas;Evg Edl eyageTAesovePA

M&E OP4.8 8- cMnYnRKYsarEdlRtUv)anpþl;siT§i[kan;kab;dIFøIedaymanbgáan;édry³eBlEvg.

eKaledA³ cMnYnk,aldIEdl)anecjeGay kMBt 2004³ 6 500. kMBg;FM 2004³ 3 500/ 2005³ 5 000 .

RbcaMqñaM sißtisegçb

viFIsaRsþ nig]bkrN_RtYtBinitü sMrab; {kmµsiT§dIFøI} snÞsSn_ 4>8³ bøg;dIEdl)anecj Tak;Tgnwgehdæarcnasm<½n§EdlKaMRTedayfvika IFAD

cMnYnbøg;dIEdl)anecj KWCalT§plénkarkt;Rtad¾samBaØ nUvcMnYncugsnøwkkmµsiT§dI eTAtamkarRbKl;eGayRbCaBlrdæmþg². mRnþIbegÁalRtYtBinitü nigvaytMél RKan;EteFVIkarbUksrubnUvcMnYnb½NÑkmµsiT§dIEdl)anecj enAcugqñaM ehIyeRboeFobeTAnwgeKaledAkMNt;. enABak;kN þalqñaM 2005 nwgmin mankarRtYtBinitüsRmab;smasPaKenHeT edaysarkarKaMRTrbs;GIuhVatsRmab;smasPaKenHRtUvbBa©b; .

52

RbB½n§FarasaRsþ


CBRDP

elxkUd kñúgsMeNI

RDP snÞsSn_sRmab; CBRDPlT§plTI4 Tinñn½yeKal


PaBjwkjab;


M&E OP4.9 9- cMnYnbuKÁlikRKb;RKan;enA PWRAM EdlmanCMnajsmRsb

¬CMnajsRmbsRmYlshKmn_ nigbec©keTs¦ edIm,IbMeBjkargar Edl)ankMNt;. eKaledA³ karvaytMélbuKÁlikbgðajfa 80°énbuKÁlikekIneLIgnUvsmtßPaB ehIy80° énGnusasn_ Edl)anmkBIkarvaytMélbuKÁlik RtUv)anGnuvtþ kñúgry³ eBl6Ex bnÞab;BIkarvaytMél .

smtßPaBbuKÁlik)anBIkarvaytMélkarGnuvt þn_kargar/ karGnuvtþn_sMeNI

RbcaMqñaM/ 6ExeRkay karvaytMél


OP4.10 10- kareFVIEpnkarbec©keTs nigkarRtYtBiinitüelIKMeragFarasaRsþ RtUv)anGnuvtþ Tan;eBlevla kñúgnamRkumRbwkSaXMu ¬rab;TaMg KMeragepSg² enAeRkam RIIF pg¦ ehIynigRsbeTAtamsþg;da viC¢aCIv³ .

kareFIVEpnkar karRtYtBinitü nig karKaMRTtamsþg;da KuNPaBkMNt;

RbcaMqñaM karvaytMélbBa©b;KMeragEpñk 5>3/2 BIA nig BMW Epñk 5/4

OP4.11 11- ral;KMeragFarasaRsþTaMgGs;Edl)ansagsg; manKN³kmµkar eRbIR)as;TwkEdlmandMeNIrkar kñúgkareRbIR)as;nigEfTaM. eKaledA³ kMBg;FM 2004³ 7 KMerag/ : KN³kmµkareRbIR)as;Twk 11?? :/ kMBt 2004³ 2KMerag : KN³kmµkareRbIR)as;Twk2 : . cab;BI2005-2007 GaRs½yelIGaTiPaBén RIIF . y:agehac manRsþI 50°CasmaCikKN³kmµkareRbIR)as;TwksRmab;extþ

;KN³kmµkareRbIR)asTwkman dMeNIrkar tamsþgdaKuNPaB kMNt;

RbcaMqñaM BIA nig BMW Epñk 5/4

53

54

kMBgFM nig 35°sRmab;extþkMBt . OP4.12 12- cMnYnhiktaénKMeragFarasaRsþEdl)anCYsCul¼sagsg;.

eKaledA ³ kMBg;FM 04 ¬2KMerag¦rdUvvsSa³400 ¬R)aMg³413¦/ kMBt 04 ¬1KMerag¦ rdUvvsSa 750 ¬R)aMg 300¦

RbcaMqñaM karbUksrubsßiti

OP4.13 13- cMnYnKN³kmµkareRbIR)as;TwkEdlbegáItfµI ¼ BRgwsmtßPaB. eKaledA³ kMBg;FM 04= 11/ nig kMBt 04=2

ÉksarpÞúkTinñn½y begáIt FWUCs

nigÉksarpÞúkTinñn½ybNþúHbNþalRkum eKaledARtUv)an eFVIbc©úb,nñPaB

RbcaMqñaM karbUksrubcMnYn FWUCs

Edl)anbegáIteLIg nig)anbNþúHbNþal

55

viFIsaRsþ nig]bkrN_RtYtBinitü sMrab; {RbB½n§FarasaRsþ} cMeBaHsmasPaKbec©keTsenH¬Epñkrwg¦ nigKuNPaBkargar ¬EpñkTn;¦ RtUvkar[mankar

RtYtBinitü . eTaHbIEpñk {FarasaRs þ} CaEpñkdac;edayELkk¾eday karRtYtBinitüsnÞsSn_eRbIR)as; ]bkrN_ nigviFIsaRs þ dUcCaKMeragehdæarcna sm½<n§déTeTotEdr . dMeNIrkarénshKmn_ksikrGñk eRbIR)as;Twk ¬FWUC¦ nwgRtUvRtYtBinitüeday]bkrN_ nigviFIsaRs þdUcGgÁkarmUldæandéTeTotEdr ¬sUmemIllT§plTI 3¦ .

3/5-EpnkarRtYtBinitü nigvaytMél {karpSBVpSayksikmµ} lT§plTI 5³ esvakmµtMrg;eq<aHeTArktMrUvkar edIm,IKaMRTdl;plitkmµksikmµciBa©wmstV nigkardaMdMNaMeGaymandMeNIrkar elxkUtkñúg Epnkar

KMerag CBRDP

elxkUd kñúgsMeNI


RbPB¼tMélén

Tinñn½ydMbUg

TidæPaBKuNPaB énsnÞsSn_ PaBjwkjab;

viFIsaRs þ¼]bkrN_ edIm,Ivas;Evg Edl

eyageTAesovePA M&E

OP5.1 1- cMnYnsmaCik CMTST, DOT Edl)anekInsmtßPaB edIm,IbMeBj kargarrbs;BYkeK edayEp¥kelIlkçN³vinicä½yEdl)ankMNt; ¬RbePTénmRnþItamviFankarN_ksagsmtßPaB Rsbtam EpnkarbNþúHbNþal¦ . eKaledA³ 80° énsikçakam y:agehac Nas;)anBinÞú 60°.

eKaledA CMTST DOT

kMBg;FM 10 56kMBt 10 49

GRtaeCaKC½yénvKÁ KuNPaBRKU KuNPaBsikçakam



OP5.2 2- 80°énbuKÁlik ekIneLIgnUvsmtßPaB Edlbgðajtamry³lT§pl vaytMélbuKÁlik . 80°énGnusasn_)anBIkarvaytMélbuKÁlik RtUv)anGnuvtþkñúgry³eBl 6Ex bnÞab;BIkarvaytMél .

smtßPaBbuKÁlik)anBIkarvaytMélkargar/ karGnuvtþn_sMeNI

RbcaMqñaM 6 ExeRkay karvaytMél


56

OP5.3 3- karpþl;esvakmµ)anekIneLIg eqøIytbeTAnwgtRmUvkar Edl)anbBa¢ak;enAkñúgEpnkarGPivDÆn_XMu . eKaledA ³ 2004 ³ 50°/ 2005³ 60°/ 2006³70°/ 2007³80° .

KuNPaBénesvakmµ Edl)anpþl;tamtMrUv karGñkPUmi

RbcaMqñaM r)aykarN_ DOT RbcaMEx karcMNayrbs; PDA tMrUvkarBIPUmi)anBI CIP enAkñúgÉksarpÞúkTinñn½yPUmi TUeTA cMnYnéf¶)anBIkarcUlrYmrbs; RkumeKaledA

OP5.4 4- cMnYnGñkpþl;esvakmµksikmµÉkCn ¬dUcCaPñak;garsuxPaBstVPUmi¦ )ancUlrYmviFankarN_ksagsmtßPaB enAkMritmYyEdlbegáIneLIg nUvtRmUvkarrbs;ksikr cMeBaHesvakmµrbs;BYkeK .

eKaledA 2004 2005 2006 2007 kMBg;FM 200 250 250 250kMBt 290 210 250 220

GRtaeCaKC½yénvKÁ vKÁnImYy² KuNPaBRKU KuNPaBsikçakam KuNPaBesvakmµEdlpþl;

mþgmþal RbcaMqñaM

karRtYtBinitüvKÁ Epñk 5>1>1 nig 5/1/2 BIA nig BMW 3 Epñk 5/4 karGegátsMNaktUc² elIKuNPaB nigkarsay Payénesvakmµ

OP5.5

5- cMnYnRBwtþikarN_pSBVpSayEdl)ancUlrYmedayRkumRKYsareKaledA RBwtþikarN_ 2004 2005 2006 2007

kMBg;FM 2 200 2 400 2 600 2 800 kMBt 700 2 400 2 400 1 200

ÉksarpÞúkTinñn½y bNþúHbNþalRkum eKaledA)aneFVI bc©úb,nñPaB

RbcaMqñaM karrab;cMnYnvKÁpSBVpSayTaMgGs;enAkñúgÉksarpÞúkTinñn½y

3 RtUvKYbpSMCamYykarGegátBiess eBalKWGegÁtelIRKUksikr Pñak;garsuxPaBstVPUmi .l. nigGegÁtelIRbsiT§PaB¼ sayPaydl;ksikrnana

57

58

OP5.6 6- cMnYnstVEdl)ancak;v:ak;saMg eKaledA 2004 2005 2006 2007

kMBg;FM 39 000 46 000 62 000 77 000 kMBt 9 000 73 000 73 000 73 000

kMNt;Rtaénkarcak; va:k;saMg)anBI VAHWs

RbcaMqñaM karbUksrubcMnYnstVEdl)ancak;v:ak;saMg

OP5.7 7- smasPaKrgksikmµnImYy² ¬rab;bBa©ÚlTaMgfñak;Rsuk¦ GnuvtþkarvaytMélxøÜnÉgRbcaMqñaM ¬rab;TaMglT§plvaytMél kareBjcitþrbs;GñkTTYlpl¦ eTAelIkar RKb;RKgépÞkñúg nigsac; karénesvakmµ¬SWOT¦ nigeFVIkartamdannUvlT§pl . eKaledA³ 50° éncMnucexSayEdl)anrkeXIj RtUv)anedaH Rsaykñúgry³ eBl 6Ex bnÞab;BIkareFVIsV½yvaytMél .

PaBxøaMg¼ PaBexSay¼ »kas¼ karKMramkMEhg)ankMNt; PaBexSayRtUv)an edaHRsayeRkayBI 6 Ex

RbcaMqñaM/ 6 ExeRkay kavaytMél

karviPaKsßab½n Epñk 5/2

viFIsaRsþ nig ]bkrN_ sMrab;Epñk {pSBVpSayksikmµ} sMrab;snÞsSn_nImYy² CMBUkenHBiBN’naGMBIviFIsaRsþ nig]bkrN_ EdlmanenAkñúgbBa¢IkñúgkUeLan {viFIsaRsþ

nig]bkrN_} éntaragxagelI. eTaHCay:agNak¾eday manEtviFIsaRsþ nig]bkrN_TaMgenaHeT EdlRtUv)anBiBN’naenATIenH EdlmanPaBCak;lak;sMrab;smasPaKdac;edayELkenH. viFIsaRsþ nig]bkrN_Edl)aneRbIR)as;smasPaKCaeRcInrYmKña nwgRtUv)anBiBN’naenAkñúgCMBUkTI 5 . snÞsSn_TI 5>3³ esvakmµEdl)anpÁt;pÁg; mankMeNIneLIg eqøIytbeTAnwgtMrUvkar

snÞsSn_enH vas;EvgnUvkarpSBVpSay EdlmnÞIrksikmµextþGnuvtþnUvkarpþl;esvakmµrbs;xøÜn edayEp¥keTAtamtMrUvkarenAkñúgEpnkarvinieyaKXuM. dUcenH karykcitþTukdak;KWeFVIeLIgeTAelIkBa©b; esvakmµénmnÞIrksikmµextþenAkñúgKMerag CBRDP/RDP ¬esµI 100°¦ nig¼b¤rab;bBa©ÚlesvakmµEdl KaMRTfvikaedayKMeragepSgeTotTaMgGs; ¬CBRDP/RDP + RbPBfvikadéTeTotTaMgGs; EdlesµI 100°¦. edaysaresvakmµxagkarciBa©wmstVBi)akeRbobeFobCamYyesvakmµxagdMNaMRsUv kareFVI brimaNPaBénkarbBa¢ÚnesvakmµKWmanbBaða. kareFVIbrimaNPaBénesvakmµEdl)anpþl;GacRtUv)an eFVIedayEp¥kelIcMnYnTwkR)ak;. CMerIsepSgeTotKWRtUvvas;snÞsSn_enH CacMnYnéf¶eFVIkarpSBVpSayenAtam PUmi b¤cMnYnnak;-éf¶rbs;RkumeKaledAEdl)ancUlrYmenAkñúgRBwtþikarN_tamPUminana. snÞsSn_enH eRbobeFobfaetImanesvakmµEdl)anpþl;cMnYnb:unµan EdleqøIytbeTAnwgEpnkarrbs;XuM nigmanb:unµan EdlmineqøIytb. edIm,ITTYlTinñn½yCaTwkR)ak; eKRtUvEtRtYtBinitüfvikacMNaytamvis½ybec©keTs nana rYcehIyeRbobeFobkarcMNayenH enAkMritPUmi b¤XuMCamYytMrUvkarEdl)anelIkeLIgenAkñúgEpnkar XuM b¤EpnkardéTeTot ¬dUcCa AEA ‘Agro-Ecosystem Analysis’ CaedIm¦. ÉksarpÞúkTinñn½yRBwtþi karN_beRgonRkumeKaledA nigr)aykarN_Epnkarkargar ¬sUmemIlEpñk 2/1¦ BImRnþIcuHPUmi pþl;nUvB½t’manEbbbrimaNbEnßmeTot sMrab;snÞsSn_enH. BiFIsarcuHBinitütamPUmi nwgeGaylT§pl CaTinñn½yEbbbrimaN nUvcMnYnnak;-éf¶ EdlbuKÁlikcMNayeFVIkarenAtamPUmi RbsinebIkarkt;cMNaM BIkarcuHvalRtUv)aneFVICaRbcaMedaybuKÁlik.

snÞsSn_TI 5>4³ cMnYnGñkpþl;esvakmµksikmµÉkCn Edl)ancUlrYmkñúgviFankarksagsmtßPaB eTAdl;kMritmYyEdlbegáIntMrUvkarBIksikrcMeBaHesvakmµrbs;BYkeK

59

EpñkTI 1 énsnÞsSn_enH ¬Gñkpþl;esvakmµksikmµÉkCn Edl)ancUlrYmkñúgviFankarksag smtßPaB¦ RtYv)anRtYtBinitüedaynItiviFITUeTAmYysMrab;RtYtBinitüvKÁbNþúHbNþalpøÚvkar ¬Epñk 5/1/1 nig 5/1/2¦. tYelxeRKagsMrab;qñaMnImYy² manbBa©ÚlcMnYnGñkpþl;esvakmµEdleTIbbegáIteLIgfµI k¾dUcCaGñkpþl;esvakmµÉkCnEdl)anbNþúHbNþaleLIgvij EdlmanPñak;garsuxPaBstVPUmi nigRKU ksikrCacMbg.

EpñkTI 2 énsnÞsSn_enHEdr Edlfa tMrUvkarmankarekIneLIgrbs;ksikr cMeBaHesvakmµksikmµ ÉkCn ¬dUcCaRKUksikr Pñak;garsuxPaBstVPUmi GñkpÁt;pÁg;sMPa³¦ nwgRtUveKvaytMélkñúgkMLúgeBl énkareFVIGegÁtvaytMélGñkTTYlpl nigGmedaysikçasalaRtYtBinitüGñkTTYlpl ¬Epñk 5/4¦ .

enAeBlEdlKuNPaBénesvakmµGacRtUv)anRtYtBinitüeday BIA BITsSn³rbs;GñkTTYlpl eKRtUvkarkMNt;eKaledAcMeBaHKuNPaB EdlGñkpþl;esvakmµRtUv)aneKrMBwgeGayGnuvtþ. ]TahrN_ Pñak;garsuxPaBstVPUmiKYrEtecHBüa)alstV edIm,IeGayGtifiCnmYycMnYnFM mankareBjcitþcMeBaH esvakmµ. RsedogKñaenHEdr RKUksikrRtUv)aneKrMBwgfa GacerobcMpSBVpSaydl;Rkumksikr edIm,I eGayksikrTaMgenaH mankareBjcitþcMeBaHesvakmµ kñúgkMritmYyEdlmanPaKryx<s;.

karekIneLIgnUvtMrUvkarelIesvakmµ GacRtUv)aneKvas;EvgpgEdr tamry³cMnYnEdlekIneLIg énesvakmµEdl)anpþl; eBalKWcMnYnGñkpþl;esvakmµEdlmanTaMgGs; ¬nigEdlRtUv)aneKbBa©ÚlenAkñúg tYelxeKaledARbcaMqñaMéntaragsnÞsSn_¦ GacbgðajnUvcMnYnskmµPaBEdl)anekIneLIg edayeRbob eFobeTAnwgskmµPaBenAqñaMknøgmkrbs;BYkeK. edIm,IKNnava eKRtUvEtRtYtBinitübrimaNénkarpþl; esvakmµEdl)anBIGñkpþl;esvakmµmñak;² . sMrab;Pñak;garsuxPaBstVPUmi esovePAkMNt;Rtarbs;Kat; pþl;nUvB½t’manTaMgGs;GMBIskmµPaBGaCIvkmµrbs;Kat;. CaerOy² B½t’manBIesovePAenaH RtUv)ansegçb enAkñúgr)aykarN_RbcaMEx BIPñakk;garsuxPaBstVPUmi eTAeGayeBTüstVRsuk.

B½t’manbEnßm sMrab;snÞsSn_enHGacRtUv)anRbmUltamry³karGegátCak;lak;. xageRkamenH CakarBiBN’naedaysegçbnUv]bkrN_xusKñaTaMgenH. esovePAkMNt;Rtarbs;Pñak;garsuxPaBstVPUmi nigr)aykarN_RbcaMEx

eBlbc©úb,nñenH R)ak;cMNUlCaRbcaMrbs;Pñak;garsuxPaBstVPUmiTaMgGs; RtUv)anRtYtBinitü edaysmasPaKksikmµ edayeRbIesovePAkMNt;Rtarrbs;Pñak;garsuxPaBstVPUmi Edlmanrcnasm<½n§ dUcxageRkamenH ³

60

Pñak;gareBTüstVPUminImYy²manesovePAKMerag nigkMNt;RtanUvB½t’mandUcteTA³ • kalbriecät • eQµaHGtifiCn ¬ksikr¦ • PUmi-XMu • RbePTstV-cMnYnstV • eraKsBaØa • karBüa)al ¬CMgW/ cak;vak;saMg/ karTMlak;RBUn/ eRkov¦ • seRgÁaH)anrs;-søab; • karTUTat;¼cMNay xageRkamenH KWCakarGegÁtsMNaktUc²Edl)anesñIeLIgsMrab;eFVIRbcaMqñaM ³

karGegátRbcaMqñaMelIRKUksikr

enAkñúgextþnImYy² smasPaKksikmµKYrEteRCIserIsedayécdnü nUvXMumYycMnYn EdlRKUksikr bMerIkargar ¬ehIyEdlmanPñak;garsuxPaBstVPUmiy:agtic1nak;pgEdr {sUmemIlxageRkam}¦. karsayPayrbs;RKUksikrnImYy² nigplb:HBal;enAelI XMu¼PUmi nwgRtUvvaytMél)anedaykarBiPakSa CacMhCamYy (i)RKUksirpÞal; (ii)ksikrkñúgPUmiEdlRKUksikreFVIkargar nig (iii)PUmiCitxagmYy. karBiPakSaCamYy RkumksikrTaMgenH Kb,IepþatelICuMvijsMnYrdUcxageRkamenH³

• etIRKUksikr)aneFVIGVIxøHbnÞab;BI)anbNþúHbNþal nig)anpþl;GVI(inputs) dl;PUmirbs;Kat; nigkñúg PUmiCitxag? etImanksikrb:unµannak;EdlKat;)anbMerI ¬eTAdl;¦ nigCamYyskmµPaBGVIxøH?

• etImanksikrb:unµannak;Edl)ancUlrYmkñúgvKÁbNþúHbNþal¬RsI-Rbus¦ enAkñúgTivaERsbgðajrbs; RKUksikr? etIksikrcUlrYm)anTTYlkarENnaM¼RbwkSaGVIxøHBIRKUksikr?

• etImanksikrb:unµannak;Edl)anGnuvtþtambec©keTsfµI ¬RsI-Rbus¦ Edl)ansikSaBIRKUksikr? • etIksikr)anTTYlplRbeyaCn_GVIxøHBIkarGnuvtþn_bec©keTsfµIEdl)ansikSaBIRKUksikr? • etIksikrnwgRtUvkarkarENnaM¼FnFan (inputs) GVIxøHbEnßmeTotBIRKUksikr? • etIksikr)ancMNay¼bg;GVIxøHsMrab;esvakmµEdlBYkeK)anTTYlBIRKUksikr?

etIksikrnwgerobcMGVIxøHedIm,IcMNay¼bg; sMrab;esvakmµ nig FnFanbEnßmeTot?

61

• etIRKUksikr[tMélelICMnYyrbs;smasPaKksikmµ ¬vKÁbNþúHbNþal/ karpSBVpSay/ FnFan sMPar³¦ ya:gdUcemþc? etIkarKaMRTbEnßmeTotmYyNa EdlRKUksikrRtUvkarBIsmasPaK ksikmµ? ¬sMrab;sYrEtRKUksikr¦

• etImanGVIxøHEdlCMruj[RKUksikrpþl;karENnaMdl;ksikrepSgeTot? etIplRbeyaCn_NamYy EdlRKUksikr )anTTYlBIkarbNþúHbNþal b¤BIkarENnaMksikrdéTeTot? ¬sMrab;sYrEtRKUksikr¦

kareFVIGegátPñak;garsuxPaBstVPUmiRbcaMqñaM

kñúgkMLúgeBleFVIGegátRKUksikrRbcaMqñaM ¬sUmemIlxagelI¦ mansMNYrmYycMnYnnwgRtUvsYrGMBI karpþl;sayPay ¬outreach¦ nigKuNPaBénesvakmµrbs;Pñak;garsuxPaBstVPUmi. karBiPakSaKb,I epþatCMuvijelIsMnYrdUcxageRkam³

• etImanksikrm©as;stVb:unµannak; ¬Rbus-RsI¦ Edl)aneRbIR)as;esvakmµrbs;Pñak;garsuxPaB stVPUmi? eRbIR)as;jwkja:b;b:uNÑa? sMrab;eKalbMNgGVI ¬RbePTstV/ CMgWGVI¦?

• etImanksikrm©as;stVb:unµannak; ¬Rbus-RsI¦ EdlmineRbIR)as;esvakmµrbs;Pñak;garsuxPaB stVPUmi? ehtuGVI?

• etIksikrm©as;stVmanbTBiesaFn_GVIxøHCamYyPñak;garsuxPaBstVPUmi ¬etIesvakmµNamYyEdl l¥ ehIyNamYyEdlminsUvl¥¦? etIesvakmµNamYyEdlksikrm©as;stVRtUvkarbEnßmeTot?

• etIksikrm©as;stVemIleXIjRbeyaCn_GVIxøHrbs;esvakmµeFobeTAnwgéføcMNay?

karsayPay nigRbsiT§PaB énsmaKmksikr nigGñkpÁt;pÁg;sMPar³ksikmµÉkCn nwgRtUveFVIkar vaytMélkñúgkMLúgeBleFVIkarGegátvaytMél nigGmedaysikçasalaRtYtBinitüGñkTTYlpl. snÞsSn_TI 5>5³ cMnYnRBwtþikarN_pSBVpSay EdlcUlrYmedayRkumeKaledA

cMnYnGñkcUlrYmenAkñúgRBwtþikarN_bNþúHbNþalRkumeKaledA GacRtUv)anKNnaedayRtg;²BI ÉksarpÞúkTinñn½yRtYtBinitüRBwtþikarN_pSBVpSaydl;RkumeKaledA ¬sUmemIlCMBUkTI 6¦. RBwtþikarN_ pSBVpSaydl;RkumeKaledA KWRtUv)ankMNt;ykRKb;RBwtþikarN_EdlBak;B½n§nwgRbePTRkumeKaledA epSg²Kña. RBwtþikarN_GacCa karbeRgonksikrkñúgfñak; TivaERs karbNþúHbNþalKN³kmµkarmUldæan

62

63

karbeRgonKN³kmµkarbec©keTsmUldæan b¤karRbCuMPUmiCaedIm. RkumeKaledAGacrab;bBa©ÚlTaMg smaCikKN³kmµkar Pñak;garsuxPaBstVPUmi smaCikbNþajfñak;PUmi smaCikRkumRbwkSaXuM b¤GñkPUmi Fmµta. snÞsSn_TI 5>6³ cMnYnstVEdl)ancak;va:k;saMg

snÞsSn_enHGacvas;EvgRtg;² edayrab;cMnYnkarcak;vak;saMgEdleK)aneFVI. edIm,IP¢ab;CamYy log-frame manEtkarcak;va:ksaMgEdlP¢ab;CamYyyuT§nakarcak;va:k;saMgEtmYyKt;EdlRtUv)anKitKUr enATIenH. enHbgðajGMBIkarcak;v:ak;saMgdl;eKaRkbIEtb:ueNÑaH BIeRBaHtamFmµtaminmankarcak; v:ak;saMgNamYy)aneFVIeTAelIstVdéTeToteLIy. dUecñHvaminmankarcak;va:k;saMgsMrab;stVsøabRtYv)an eKrab;bBa©ÚleLIy EdlBak;B½n§CamYysßanPaBpþasaybkSI nigyuT§saRsþRtYtRtaCm¶W. karcak;v:ak;saMg eKaRkbIGaceFVIsMrab;RKb;CMgWTaMgGs; b:uEnþCacMbgKWedIm,IRbqaMg H.S (Haemorrhagic Septicemia) b¤ FMD (Food and Mouth Disease) . dUcenHRbsinebImanyuT§nakarcak;fñaMenAelIkTI 2RtUv)aneFVIeLIg enAkñúgqñaM enAPUmiEtmYy eKnwgcak;eTAelIstVdEdl ehIyKYreFVIkarkt;sMKal;CacaM)ac; nigeFVIkarEksMrYl Tinñn½yEdl)anbgðaj.

3/6-EpnkarRtYtBinitü nigvaytMél {karbNþúHbNþalksikr nigkareFVIbgðaj} lT§plTI 6³ ksikrmansmtßPaBeFVI[KuNPaBplitkmµkan;EtRbesIreLIg nig GacBRgIkTIpSarplitkmµrbs;eK)an elxkUtkñúg

Epnkar KMerag

CBRDP

elxkUd kñúgsMeNI


RbPB¼tMélén Tinñn½yeKal

TidæPaBKuNPaB énsnÞsSn_ PaBjwkjab;

viFIsaRs þnig]bkrN_ edIm,Ivas;Evg Edl

eyageTAesovePA M&E

OP6.1 1- cMnYnRKYsarEdlraykarN_BIstVsøab;. eKaledA³ kMBt nig kMBg;FM³ fyerogral;qñaMEp¥kelITinñn½yEdlRbmUleday Pñak;garsuxPaBstVPUmi . RKYsarticCag 3°;raykarN_ GMBIkarfycuHénstVsøab;¬stVeKaRkbIEtb:ueNÑaH¦.

kMNt;RtaeKaRkbI søab; )anBI VAHWs

RbcaMqñaM karbUksrubcMnYneKa RkbIsøab; BIA nig BMW Epñk 5/4

OP6.2

2- cMnYnRbCaBlrdæEdl)anbNþúHbNþalEjkecjtamePT nigtamvis½y . eKaledA³¬manRsþI40°¦

eKaledA 2004 2005 2006 2007kMBg;FM 15 000 15 000 15 000 15 000 kMBt 14 000 14 000 14 000 14 000

ÉksarpÞúkTinñn½y bNþúHbNþalRkum eKaledARtUv)aneFVIbc©úb,nñPaB

RbcaMqñaM karbUksrubcMnYnmnusSEdl)anbNþúHbNþal

OP6.3

3- cMnYnRbCaBlrdæEdlTTYl)anesvakmµRbwkSaxagbec©keTs EdlsRmbsRmYledayKMerag ¬BIGñkpþl;esvakmµÉkCn¦. eKaledA ³ ¬manRsþI40°¦

eKaledA 2004 2005 2006 2007kMBg;FM 500 700 900 1/200kMBt 1/500 1/500 1/500 1/500

ÉksarpÞúkTinñn½y bNþúHbNþalRkum eKaledARtUv)aneFVI bc©úb,nñPaB

RbcaMqñaM karbUksrubcMnYnmnusSEdl)anbNþúHbNþaleday

VAHWs nig FPs

64

65

OP6.4 4- cMnYnRkumksikr¬smaKm¦Edl)aneFVI[RbesIreLIgnUv smtßPaBrbs;BYkeKkñúgkarlk;plitplrbs;BUkeK .

eKaledA Rkum 2004 2005 2006 2007kMBg;FM ?? ?? 6 ?? kMBt ?? ?? 12 ??

GRtaeCaKC½yénvKÁ KuNPaBRKU KuNPaBsikçakam cMnYn nigRbePT plitpl)anlk;

vKÁnImYy² mþgmáal RbcaMqñaM

karRtYtBinitüvKÁ Epñk 5/1/1 nig 5/1/2 karGegátvaytMélsmaKm KNnIrbs;smaKm

OP6.5

5- cMnYnbgðaj nigskmµPaBBak;B½n§ Edl)anGnuvtþeBjelj RsbeTAtameKalkarN_ENnaM nig sþg;daKuNPaB . eKaledA³ kareFVIbgðaj ¬kareFVIbgðaj BIpldMNaM/ karciBa©wmstV¦ rYmTaMgkarbegáItkareFVIbgaðj/ fñak;ksikr 3dg nig Tivaksikr1éf¶ nigmanGñkcUlrYmCaRsþIy:ag ehac50°.

eKaledA 2004 2005 2006 2007kMBg;FM 550 600 650 700kMBt 1/450 880 880 440

cMnYnbgðajEdl)anbegáIteLIg4 nigGnuvtþ eBleljEp¥keTA tameKalkarN_ ENnaM sMrab;kar bgðajEdl eCaKC½y5

kMNt;RtkarRtYtBinitü

BIA nig BMW Epñk 5>4

4 kareFVIbgðajRtUvEterobcMtamk,Ünxñat nigRtYtBinitütamnitiviFI nigeKalkarN_Edl)anbegáItsMrab;kareFVIbgðajEdleCaKC½y 5 karbgðajRtUvGnuvtþ nigkarRcUtkat;vas;pl RtYveFVIeLIgeTAtamnItiviFI nigeKalkarN_ENnaMEdl)anbegáIteLIgsMrab;karRcUtkat;vas;pl

viFIsaRsþ nig ]bkrN_ sMrab; {kareFVIbgðajksikmµ nig RtYtBinitüksikmµ} CMBUkenHBiBN’naGMBIviFIsaRsþ nig]bkrN_ EdlmanenAkñúgkUeLan { viFIsaRsþ nig]bkrN_} én

taragxagelI. k¾b:uEnþviFIsaRsþnig]bkrN_EdlmanBiN’naenATIenH manPaBCak;lak; sMrab;Etsmas PaKenHEtb:ueNÑaH. viFIsaRsþ nig]bkrN_EdlRtUveRbIR)as;sMrabsmasPaKeRcInrYmKña RtUv)anBiBN’na enAkñúgCMBUkTI 5.

snÞsSn_TI 6>1³ cMnYnRKYsarEdlraykarN_GMBIstVsøab;

Tinñn½ysMrab;snÞsSn_enH nwgRtUv)anBIkarkt;Rtarbs; VAHW EdleFVIesckþIraykarN_CaRbcaM eTAeGaymRnþIplikmµnigbsuBüa)altamRsuk. Tinñn½ynwgRtUv)anKNnaCaPaKryenAÉfñak;extþ. ÉksarpÞúkTinñn½ydac;edayELknwgRtUvbegáIteLIg enAÉfñak;extþsMrab;Tinñn½yTaMgenHEdl)anBI VAHW . Tinñn½yKYrEtKNnaCaPaKryfycuHénstVsøab; Edl)anBIcMnYnsrubénRKYsarsrubenAkñúgPUmi k¾dUcCaEdl)anBIcMnYnGtifiCnsrubrbs; VAHW b:ueNÑaH. esckþIlMGitelIÉksarpÞúkTinñn½y manenA CMBUkTI 6. snÞsSn_TI 6/2³ cMnYnRbCaCn)anbNþúHbNþaltamePT nigtamEpñk ¬eKaledA³ 40°CaRsþI¦

Tinñn½ysMrab;snÞsSn_enHmanRsab; edayykBIkarkt;RtaeTAelIRBwtþikarN_bNþúHbNþalsMrab; RkumeKaledA EdlRbFanbT nigcMnYnGñkcUlrYmRtUv)ankt;RtatamePT sMrab;RBWtþikarN_ RkumeKaledA nImYy² ¬sUmemIlTMrg;EbbbTenAkñúg]bsm<½n§TI 7¦. tamTinñn½y eKKNna)anEtcMnYnsrubénGñk cUlrYmEtb:ueNÑaH b:uEnþmin)ansMrab;cMnYnmnusSEdl)anbNþúHbNþalBitenaHeLIy edaysarEtGñkcUlrYm mYycMnYnGaccUlrYmenAkñúgRBWtþikarN_epSg²xus²Kña. eKesñIsuMeGayeFVIkar)a:n;RbmaNeTAelIPaBxusKña rvagcMnYnmnusSEdl)anbNþúHbNþal nigcMnYnGñkcUlrYmedayEp¥keTAtameKalkarN_GeBa¢Ij nigRbePT RBWtþikarN_. Ca]TahrN_ enAkñúgfñak;beRgonksikrcMnYn 3 EdlTak;TgnwgkarbgðajenAtamval eKnwg eFVIkarsµanfa mnusSenAkñúgfñak;beRgonksikrTaMg 3 enH KWdUcKña. PaBxusKñarvag {cMnYnmnusS Edl)anbNþúHbNþal} nig {cMnYnGñkcUlrYm} KYrEtc,as;las;enAeBlmankarbgðaj nigbkRsay Tinñn½y. snÞsSn_TI 6/3³ cMnYnRbCaCnEdlTTYl)anesvakmµBieRKaHeyabl;EdlsMrbsMrYledayKMerag ¬TTYl)anBIGñkpþl;esvakmµÉkCnEtb:ueNÑaH/ eKaledA 40°CaRsþI¦

66

snÞsSn_enHvas;EvgnUvTMhMsayPay EdlGñkPUmienAtMbn;eKaledAmantMrUvkar nigeRbIR)as; esvakmµy:agskmµEdl)anBIGñkpþl;esvakmµÉkCn. Gñkpþl;esvakmµÉkCnenAkñúgbribTKMerag¼ kmµviFI KW Pñak;garsuxPaBstVPUmi nigRKUksikr. B½t’mannwgRtUvTTYl)antamry³kareFVI BIA nig BMW RbcaMqñaM. PaKryéncMnYnRsþIEdlTTYl)anesvakmµGacmanlMeGog GaRs½yelIPaKryénGñkcUlrYm CaRsþI enAkñúg BIA nig BMW. snÞsSn_TI 6/4³ cMnYnRkumksikr ¬smaKm¦ Edl)anbegáInsmtßPaB enAkñúgkarlk;plitplrbs; BYkeK B½t’mansMrab;snÞsSn_enHmYycMnYn nwgRtUvRbmUltamry³nItiviFITUeTA sMrab;RtYtBinitüvKÁbNþúH bNþalpøÚvkar ¬Epñk 5/1/1 nig 5/1/2¦ cMeBaHcMnYnburs nigRsþIEdl)anbNþúHbNþal eTAelIvis½yrk TIpSar nig¼b¤kar RKb;RKgKuNPaBplitpl. eTaHCay:agNak¾eday karBitCak;EsþgénkarcUlrYmvKÁ bNþúHbNþaleTAelIEpñkenaH minTan;bMeBj)antMrUkarrbs;snÞsSn_enHenAeLIy. karRtYtBinitüB½t’mansþIGMBIplitplEdl)anlk; dUcCaeTAelIKuNPaB brimaN nigRbePT rbs;va nwgRtUveKvaytMélkñúgeBleFVIGegÁtvaytMélGñkTTYlpl EdlmanGmedaysikçasala RtYtBinitüpg ¬Epñk 5/4¦ . B½t’manbEnßmKYrRtUv)anRbmUlBIesovePAKNenyürbs;smaKm. RkumminpøÚvkarrbs;ksikr RbEhlCaminmanesovePAKNenyüeT dUcenHehIy edIm,Ivas;snÞsSn_enH eKKYrepþatGarmµN_eTAelI smaKmpøÚvkar nigshkrN_nana. CamUldæan snÞsSn_enH KW)aneTAdl;smaKm 3 RbePTénKMerag EdlmaneQµaHfa smaKmRsUvsrIragÁ smaKmGñkplitBUCRsUv nigsmaKmlk;»sfsMrab;Pñak;gar suxPaBstVPUmi. snÞsSn_TI 6/5³ cMnYnbgðajksikmµ nigskmµPaBEdlBak;B½n§TaMgGs; )anGnuvtþeBjelj RsbtameKalkarN_ENnaM nigsþg;daKuNPaB ¬BiFIsar¦

karRtYtBinitükarGnuvtþn_karbgðajenAtamval TamTareGaymankarbBa©ÚlKñaeRcInrvag ]bkrN_RtYtBinitüepSg². TI 1 eKalkarN_ENnaM nigsþg;da ¬BiFIsar¦ sMrab;eFVIbgðajenAtamval RtUvEtkMNt;eGay)anc,as;las; enAeBlEdlBYkeKbegáItmUldæansMrab;kargarRtYtBinitü. naeBl bc©úb,nñenH mnÞIrksikmµ)anerobcMBiFIsarenHehIy EdlmanPaBxusKñaeTAtamRbePTbgðajepSg²Kña

67

eBalKW BIFIsarkñúgkarbgðajBIkarciBa©wmRCUk xusKñaCamYyBiFIsarbgðajBIkardaMRsUvtambec©keTs SRI.

]bkrN_mYysMxan;kñúgkarRbmUlTinñn½yEbbKuNPaBsMrab;snÞsSn_enH KW BIA. edIm,IRtYt BinitüeGay)anRtwmRtUveTAelIkarGnuvtþn_karbgðajenAtamval GñksMrbsMrYlsMrab;eFVI BIA RtUvEtyl; c,as;GMBIBiFIsareFVIbgðajepSg²¡ karsÞabsÞg;GegáttamsmasPaK GacCa]bkrN_epSgeTot kñúgkar bMeBjB½t’mansMrab;snÞsSn_enH.

karbBa©ÚlKñarvagTinñn½yEdl)anBI ÉksarpÞúkTinñn½ysMrab;PUmiTUeTA nigsMrab;RBwtþikarN_ bNþúH bNþalRkumeKaledApþl;nUvB½t’manCabrimaNsþIGMBIcMnYnRBwtþikarN_pSBVpSay EdlTak;TgCamYykar eFVIbgðaj k¾dUcCasþIGMBIkarcUlrYmrbs;RsþI. CatYy:ag karbgðajeBleljmYyGacman RBwtþikarN_ sMrab;RkumeKaledA ³ karkMNt;ksikrbgðaj ¬1¦ fñak;eronsMrab;ksikr ¬3¦ nigTivaERs¬1¦.

karRtYtBinitüKuNPaBbgðajk¾TamTareGayRbmUlB½t’manbec©keTssMrab;karbgðajnImYy²pgEdr. buKÁlikpSBVpSayKYrRbmUlB½t’manenHkñúgeBlTsSnkic©CaRbcaMrbs;Kat;eTAelIksikrbgðaj edayeRbIR)as;TMrg;cuHPUmiedIm,IRtYtBinitü nigesovePAkMNt;RtakargarbgðajtamvalmYy EdlxøÜnKat; kt;RtanUvB½t’manbec©keTsd¾lMGit EdlTTYl)anBIkEnøgbgðajnImYy². edaysarB½t’manekIteLIg kñúgeBlepSg²Kña buKÁlikpSBVpSayKYreGaymanbMrugTMrg; 2snøwk enAkñúg esovePAcuHvalrbs;Kat; sMrab;karbgðajtamvalnImYy². RbePTB½t’man ¬)a:ra:Em:Rt¦ EdlRtUvRbmUl sMrab;karbgðajepSg² manbgðajeGayeXIjCa]TahrN_dUcxageRkamenH. RbsinebIbuKÁlikpSBVpSayrkeXIjfa vamankar Bi)akkñúgkarRbmUlB½t’manTaMgenH BYkKat;KYrEckCUnnUv {esovePAKMerag} eTAeGayksikrbgðajsMrab; eGayKYkKat;kt;Rta edayxøÜnKat;nUvral;RBwtþikarN_sMxan;²TaMgGs;EdlTak;Tinnwgkarbgðaj. RbePT epSg²énB½t’manmanPaBxus²KñaEp¥keTAtamBiFIsarepSg² nigRbePTcMbg²énkarbgðaj mandUcteTA

• BUCRsUv • plitkmµRsUv • SRI

• dMNaMdIx<s; • sYnbEnø • RsHRtI • karciBa©wmman; • karciBa©wmRCUk

68

esckþIlMGiteTAelI)a:ra:Em:RtepSg² manBiBN’naenAkñúgCMBUkTI 6.

)a:ra:Em:RtsMrab;RbmUlTinñn½ysMrab;karbgðaj¬RsUv¦ ñaM ]TahrN_ 00106, 00206,...¦

¬BUCdMNaM b¤BUCstV¦

j ¬dUcCa BUCfµI FatupSMrbs; SRI Gnusasn_Cak;lak;

plot¦

ob ikrbgðaj ¬RbePTFnFan nigbrimaN¦

RbIR)as; ¬TaMgenAkEnøgbgðaj TaMgenAkEnøgeRbobeFob¦

;CI RbePTCI brimaNCITaMgGs; ¬rab;TaMgdak;enAfñalsab TaMgCIFmµCati

RbmUlpl

IDrbs;bgðaj ³ elxerog ¬3 xÞg;¦ CamYyq eQµaHksikrbgðaj ePTrrbs;ksikr PUmi XuM Rsuk RbePT karBiBN’naGMBIbec©keTsbgða

énkarciBa©wmman;EbbFmµCati .l.¦ kalbriecäTeRCIserIsksikrbgðaj

épÞ¼TMhMénbgðaj ¬plot¦ épÞ¼TMhMdIERseRbobeFob ¬ TMhMfñal ¬ebIGaceRbIkar)an¦ RbePTdIénkEnøgbgðaj RbePTdIénkEnøgeRbobeF FnFanEdl)anTTYledayks éf¶TTYl)anFnFanedayksikr RbePT nigbrimaNRKab;BUCEdle éf¶sab¼sÞÚg ¬b¤éf¶cab;epþImbgðajsMrab;stVBahn³ b¤stVsøab¦ PaKrydMNuH kalbriecäTdak

nigCIKImI¦ kalbriecäT

kalbriecäTRbmUlpl

69

Tin ½yénkarRbmUlpl ¬cñn aM)ac;dUcCaB½t’manRcUtvas;pl sUmemIlRbGb;dac;edayELkGMBIkar RcUtvas

minGac

eKalkarN_ENnaMsMrab;karRcUtvas;sÞg;Tinñpl ¬Crop cuts¦ B½t’manCak;Esþgsmrmük¾man

GMBITinñp

;plpgEdr¦ b:uEnþsUmsrubTinñplGb,brma Edl)anBIERskEnøgbgðaj ¬nigBIERseRbobeFob¡¦ sMrab;karbgðajBIkarciBa©wmstV b¤karbgðajRbePTepSgeTot )a:ra:Em:RtCak;lak;TaMgenH Gnuvtþ)aneLIy ehIyRtUvkarEksMrYltamkarCak;Esþg¡

karvas;plBIbøg;eFVIbgðaj)aneFVIeLIgCaeRcInqñaMmkehIy niglrbs;RbePT RsUvepSg². karvas;plRtUv)aneFVIeLIgeTAtameKalkarN_ENnaMdUcteTA³

karvas;plKb,IeFVIeLIgkñúgkMLúgeBlTivaERs/ karvas;plmYykEnøgkñúgmYyPUmivaRKb;RKan;ehIy eBalKW minEmnRKb;TivaERsTaMgGs; suT§EtRtUv)anbBa©ÚlkareFVIvas;pl b¤k_RtUvkareFVIRKb;ERsbgðaj TaMgGs;enaHeT. vaRtUv)aneGaytMély:agx<s; kñúgkarEdlRtUveFVIeGaymanERsbgðajmYy nigERseRbobeFob ¬Control plot¦ mYyeTotenACitKña CaBiessERsEdlenACitKñaenHCaERsrbs;ksikrEtmñak; . ERseRbobeFobKb,IeFVIenAedImrdUv nigKYreGaymankareRbobeFobEdlsmRsbCamYybec©kviTüaEdl)an bgðaj ¬]> RbsinebIkareFVIbgðaj sMrab;RbePTRsUvfµI {improved variety} ERseRbobeFobRtUveRbIBUC kñúgRsuk/ RbsinebIERsbgðaj sÞÚgRsUv1edIm kñúg1KumÖ ERseRbobeFobRtUvsÞÚgtamTMlab;cas;¦. dUecñHkarvas;plRtUveFVIeLIgenAkEnøgTaMg 2 EtkEnøgeFVIkarvas;plminRtUveRCIserIskEnøgEdl enACitRBMRbTl;ERseT. karvas;plkEnøgnImYy²RtUveFVIkñúgTMhM 2m x 2m=4m2 eBalKW 8m2 kñúgERs bgðaj1 nigkñúgERseRbobeFob1 EdlsrubKñamanTMhM 16m2 . cugbBa©b; karbUksrubTinñplkñúg 1ht RtUveFVIedaydac;BIKña sMrab;ERsbgðaj nigERseRbobeFob rYcehIysresrcUlkñúgTMrg;vas;pl nigbBa¢Ún eTAkariyal½yfñak;extþ. rUbmnþ³ ¬Tinñplvas;plCa Kk¦ x 1/250 = TinñplRsUvesImCa Kk¼ht/ rIÉRsUvs¶Üt nwgRtUv eFVIkarKNna enAkariyal½yfñak;extþ RbsinebIKµankarvas;sÞg;sMeNImRtUv)aneFVIRtwmRtUvedaypÞal; enAtamval.

70

CMBUk 4

karRtYtBinitülMdab;TI 3³ karsMerc)an nigplb:HBal; karRtYtBinitülT§pl KWCaKnwøHsMrab;karRtYtBinitüépÞkñúgkmµviFI BIeRBaHlT§pl KWCaplitpl

esvakmµrbs;eyIg EdleyIgmankarTTYlxusRtUvcMeBaHva ¬sUmemIlesckIþepIþmCMBUkTI 3¦ . EteTaHCa y:agNak¾eday eyIgRtUvEtsegátemIlpgEdr faetIplitpl esvakmµrbs;eyIg BitCaRtUv)anTTYl yk edayRkumeKaledArbs;eyIg ehIyRtUv)anGnuvtþn_RbkbedaynirnþPaBEdrb¤eT ¬plRbeyaCn_ edaypÞal;³ karsMerc)an ¬fñak;eKalbMNgEdlBiBN’nakareRbIR)as;lT§pl¦ sUmemIlma:RTIc xageRkam¦ . CacugRkay vaKWCakarcaM)ac;kñúgkarEqkrkemIl faetIkarGnuvtþn_enH BitCa)anrYmcMENk eTAdl; {CIvPaBmYyd¾RbesIr} Edrb¤eT ¬plb:HBal;edayRbeyalenAkMritx<s; CageKéncgVak;lT§pl ¬plb:HBal;enAkMriteKaledA¦/ sUmemIlma:RTIcxageRkam¦ .

enAkñúgkrNIPaKeRcIn karRtYtBinitüplb:HBal;kMritx<s;¬ry³eBlmFüm nigry³eBlEvg¦ b¤plb:HBal;enAkMriteKaledA minEmnCaParkic©mYyénkarRtYtBinitüépÞkñúgkmµviFIeT . CaFmµta kartamdanelIsnÞsSn_enAkMritEdlmanplb:HBal;x<s;Cag ¬kMriteKaledA¦ RtUv)aneFIVeLIgenAkñúgkar eFIVCMerOnfñak;Cati karvaytMélenAkñúgeBlbBa©b;karGnuvtþn_KMerag .l. . EteTaHCay:agNak¾eday enAkñúgkrNI CBRDP/RDP karvas;EvgTinñpl nigGRtakarGnuvtþn_tam ¬Epñkksikmµ¦ nwgnaMeGay manPaBRbhak;RbEhlmYyénR)ak;cMNUlCabEnßm EdlRtUv)anbegIáteLIgedayKMeragenH ¬snÞsSn_TI 4 énkMriteKaledA/ sUmemIltaragEpnkarRtYtBinitünigvaytMélxageRkam¦ .

71

RbPBd¾sMxan; sMrab;karRtYtBinitüplb:HBal;KWCalT§plBIkarRtYtBinitü lT§pl nigkarsMerc )an . EteTaHCay:agNak¾eday kareFIVGegátBiessCabEnßmmankarcaM)ac; . EpnkarRtYtBinitü nig vaytMélsMrab;plRbeyaCn_pÞal; ¬karsMerc)an/ BImunehAfaeKalbMNg b¤kMriteKalbMNg ¬sUmemIl taragxageRkam¦¦ KUsbBa¢ak;GMBIkareFIVGegátTaMgenH .

EpnkarRtYtBinitünigvaytMélxageRkamBiBN’naBI]bkrN_ nigviFIsaRsþsMrab;snÞsSn_énkMrit karsMerc)an ¬fñak;eKalbMNg¦. ]bkrN_PaKeRcIn)anBiBN’narYcmkehIyenACamYykarRtYtBinitü lT§pl b¤nwgRtUv)anBiBN’naenACMBUkTI 5 xageRkay sþIGMBI : ]bkrN_ nigviFIsaRsþRtYtBinitü :.

karBiBN’nakareFVIGegátkarEfTaMehdæarcnasm<½n§sMrab;snÞsSn_ OB8 ³ nItiviFITaMgLayxageRkamenH RtUv)anesIñeLIgedIm,IvaytMélelIkareRbIR)as; nigkarEfrkSaCa

eTogTat;énKMeragehdæarcnasm½<n§TaMgGs; ³ • GñkcUlrYmkñúgsikçasalaRtYtBinitüGñkTTYlpl KYrRtUv)anelIkTwkcitþeGayeFIV esckIþray

karN_sIþBIkrNITaMgGs;Edl)andwg EdlenATIenaHehdæarcnasm½<n§ Edl)anKaMRTeday CBRDP/RDP RtUv)anRTuDeRTam b¤minRtUv)aneRbIR)as;teTAeTotkñúgkMritmYyEdlKYreGay BicarNa ¬cMnYnGñkeRbIR)as;tamsþg;da Seila Edl)ankMNt; ¦ . cMnYnkrNIEdl)anraykarN_ TaMgenaH nwgRtUv)aneRbobeFobCamYynwgcMnYnehdæarcnasm<½n§Edl)ansagsg;kñúgmYyqñaM .

• kareFIVGegátkarEfTaMehdæarcnasm<½n§RbcaMqñaMmYy KYrRtUv)aneFIVeLIgedayRKbdNþb;elIKMerag ehdæarcnasm½<n§TaMgGs; Edl)anRTuDeRTam edIm,IvaytMélGMBImUlehtuénbBaðaTaMgenH nigedIm,IviPaKrkdMeNaHRsaycMeBaHbBaðaTaMgGs;enaH .

• kareFIVGegátkarEfTaMehdæarcnasm<½n§sIþBIehdæarcnasm½<n§EdlxUcxatenH KYrRtUveFIVeTAtamExS KMnitRsedogKñamYy nigeFVIeTAtamesckIþENnaMkareFIVsmÖasn_ dUc)anbgðajCUnenAkñúgEpñk 5>3>2> .

karBiBN’naBIkareFVIGegÁténsmasPaKksikmµsMrab;snÞsSn_ OB9 nig OB10 ³ karGnuvtþn_bec©kviC¢a Edl)ansMrbsMrYl nigEklMGeGayRbesIreLIgedayKMerag CBRDP

RbkbedaynirnþPaB edayksikr KWCabBaðaCaKnwøHenAkñúgkarpSBVpSayksikmµ nigekSRtsaRsþ . ehtudUecñHehIy bBaðaenHRtUv)anBinitüedaHRsayeRbob)aneTAnwgbBaðamYyCaKnwøHpgEdr enAkñúgnayk dæanpSBVpSayksikmµ Edlmankariyal½yenAfñak;extþ . edaymankarKaMRTBIKMeragpSBVpSayksikmµ

72

km<úCa-GURsþalI (CAAEP) viFIsaRsþmYy sMrab;karvaytMélCaRbcaMqñaM eTAelIkarGnuvtþn_Rbkbeday nirnþPaB nUvbec©kviTüaksikmµ RtUv)aneKbegIáteLIg nigdak;eGayGnuvtþn_. viFIsaRsþenH RtUv)ankt;Rta Tuk nigpþl;CacMNuccab;epþImmYy sMrab;karGegátelIkarGnuvtþn_tamKMerag CBRDP/RDP .

eK)anesIñsMueGay CBRDP/RDP eFIVkic©shRbtibtiþkarCamYynwgkariyal½ypSBVpSay ksikmµ enAkñúgkarGnuvtþn_viFIsaRsþenH enAkñúgextþTaMgBIrpgEdr . EteTaHCay:agNak¾eday viFIsaRsþenH RtUvEtmankarEksMrYleTAtamtMrUvkarrbs; CBRDP/RDP .

viFIsaRsþ CAAEP BüakrN_nUvsmasFatu 3 énkarvaytMélkarGnuvtþn_tam Edlmannamfa ¬i¦ TMrg;RtYtBinitüRbsiT§PaBkmµviFItamvalRbcaMqmas ¬ii¦TMrg;RtYtBinitükarGnuvtþn_tamnUvkmµviFI tamvalRbcaMqñaM ¬iii¦TMrg;RtYtBinitükarsayPayRbcaMqñaM. xN³EdlTinñn½yenAkñúgTMrg;TaMg 2dMbUgeK RtUv )anRbmUlenAkñúgkarRbCuMRkumtamPUmi enAkñúgPUmiEdlmanskmµPaBpSBVpSayrbs;KMerag ¬dUcCafñak; beRgonksikr CaedIm///¦/ Tinñn½yGegátsþIBIkarsayPaynwgRtUvRbmUlenAkñúgPUmiCitxag Edlminman skmµPaBpSBVpSayekIteLIg.

sMrab; CBRDP/RDP viFIsaRsþEdl)anEksMrYlxageRkamRtUv)aneKesñIeLIg. sMrab; ehtupleGaymanPaBgayRsYl nigPaBGacGnuvtþeTArYc manEtTMrg;RtYtBinitüEtmYyKt;EdlRtUv)an eKeRbIR)as;. TMrg;RtYtBinitüenHRtUvRKbdNþb;elITidæPaBxageRkam.

bec©kviTüa b¤nvanuvtþn_¬karnaMmknUvKMnitfµI¦ EdleKpSBVpSay RtUvkarkMNt;eGay)anc,as; las; RBmTaMgeGaymankMritmYyBisþar. enHGacsMedAeq<aHeTArkkarpSBVpSaynUvBUCRsUvfµI Ca]TahrN_ sMrab; SRI, bec©kviTüa EdleKENnaMKW)aneTAdl;smasFatuepSg²rbs; SRI dUcCa karsÞÚgRsUvmYyedIm GayukalénsMNabEdlRtUvsÞÚg .l.

sMrab;bec©kviTüaEdl)ankNt;nImYy² eKRtUvRtYtBinitütamsMnYrdUcxageRkam enAkñúgkarRbCuM RkumtamPUmi³

k¦ etImanmnusSb:unµannak;kñúgcMeNamelakGñkEdl)anB¤ nig)anerosURtGMBIbec©kviTüaenH? x¦ etImanmnusSb:unµannak;kñúgcMeNamelakGñkEdleCOfaelakGñkmanCMnaj¤kñúgkarGnuvtþn_

bec©kviTüaenH? K¦ etImanmnusSb:unµannak;kñúgcMeNamelakGñkEdl)anGnuvtþbec©kviTüaenHrYcehIy?

¬bTBiesaFn_pÞal;édelIkTI1¦ X¦ etIelakGñkmanbTBiesaFn_GVIxøHCamYybec©kviTüaenH? ¬++, +, 0,-¦

73

74

g¦ etImanmnusSb:unµannak;kñúgcMeNamelakGñkeFVIEpnkar b¤nwgGnuvtþbec©kviTüaenAkñúgExeRkay b¤rdUveRkay?

c¦ etImanmnusSb:unµannak;kñúgcMeNamelakGñknwgbnþeRbIR)as;bec©kviTüaenH? ¬cab; BIsMNYr K eTA c sUmEjkedIm,IrkcMnYnRsþIEdlCaemRKYsar ¬FHH¦ karGegátKYrRtUv)aneFVIeLIgCaRbcaMqñaM enAkñúgPUmicMnYn 10° y:agtic EdlmanskmµPaBKMerag

Edl)anGnuvtþenAkñúgkMLúg 2qñaMknøgmk. kareFVIGegÁténsmasPaKksikmµ GacbBa©ÚlCamYynwgesckþIRtUvkarRbmUlB½t’mansþIGMBIkar

eRbIR)as; nigkareBjcitþCamYyesvakmµksikmµÉkCn nigsaFarN³. edIm,ITTYl)anB½t’mansMrab; snÞsSn_edayELknImYy² karGegátKYrbBa©ÚlsMNYrCaeKalkarN_dUcxageRkamenH ³

k¦ elIelakGñk)anTijFnFansMrab;ksikmµcugeRkayBIGñkNa dUcCa - BUC - sMNab - CI - ]bkrN_ksikmµ - epSg² ¬sUmbBa¢ak;pg¦?

x¦ etIelakGñkeRbIR)as;esvakmµksikmµBIGñkNa ehIycMNayGVI? - esvakmµsuxPaBstVPUmi - esvakmµbgáat;BUCstV - esvakmµpSBVpSay nigkarBieRKaHeyabl;

sMrab;sMNYrmYykñúgcMeNamsMNYrxagelIenH ksikrKYrRtUv)ansYrfa etIBYkeKeBjcitþkMritNa CamYyesvakmµ nigFnFanksikmµ. karRbmUlTinñn½yRtUvEtCak;lak;sMrab;RKYsarTIT½lRkbMput nigRsþI CaemRKYsardac;edayELk.

karRbmUlTinñn½yGaceFVIenAkñúgRkumBiPakSa b¤eFVIedaysYrsMNYrtamRKYsardac;BIKña. sMrab; CBRDP/RDP eKesñIeGaymankarbBa©ÚlKñanUvviFIsaRsþTaMg2 tamrebobmYyEdlkarRbmUlB½t’man GacerobcMeFVIeLIgenAkñúgPUmimYy b:uEnþGñkcUlrYmmñak;²nwgRtUvbMeBjbBa¢IsMNYrpÞal;xøÜnrbs;eK. GñkPUmi GacGgÁúyCuMKñaCaRkumtUcEdlmanKñadl; 4nak; edIm,ICYyKñaeTAvijeTAmkkñúgkarbMeBjbBa¢IsMnYr xN³ EdlGñksMrbsMrYledIrcl½tnigCYyBnül;.

EpnkarRtYtBinitü nigvaytMélsMrab;karsMerc)an nigplb:HBal;

elxkUtkñúg EpnkarKMerag

CBRDP

elxkUdkñúg sMeNI RDP

snÞsSn_sMrab;eKaledAyuT§saRsþ RbPB¼tMél Tinñn½ydMbUg

PaBjwkjab; viFIsaRsþ¼]bkrN_ edIm,Ivas;EvgEdl

eyageTAesovePA M&E

Bt’manRtYvkar sMrab;Gnuvtþ viFIsaRsþ

SG1 1- PaBRkIRkEdlman RtUv)ankat;bnßy 50°enArvagqñaM 1990 nig 2015

karGegÁtelIesdækic© sgÁmkic©rbs;fñak;Cati ¬kareRbIR)as;Tinñn½yxag eRkAKMerag¦

Tinñn½y)anBI Database rbs;XuM kar)a:n;RbmaNelIPaBRkIRkrbs;FnaKarBiPBelak nigCMerOnfñak;Cati enAqñaM2008 ¬?¦

SG2

2- cMnYnRKYsarTIT½lRkenAkñúgPUmiEdl)aneRCIserIsedIm,IGnuvtþ KMeragRtUv)anfycuH30°enAEx 3 qñaM2008

RbcaMqñaM karGegÁtsMNakelIbBa¢IRKYsarTIT½lRkmYycMnYn eday eRbIR)as;lkçN³vinicä½ydUc enAqñaM 2004 ¬eFVICaRTg;RTaytUcenAqñaM 2006 nigFMeBjelj enAqñaM 2007¦

bBa¢IRKYsar TIT½lRk

75

SG3 3- °énekµgRbusRsIGayueRkam5qñaMEdlxVHGaharUbtßmÖ ¬GayueFobnwgTMgn;¦ xVHGaharUbtßmÖrauMér: ¬GayueFob nigkMBs;¦ nigkarcuHsÁm¬TMgn;eFobnwgkMBs;¦ eRbobeFobeTAnwgkMritenA eBlcab;epþImkmµviFI ¬ekµgEdlmanCm¶WRkinGayueRkam 5qñaM enA kñúgÉksarvaytMél³ 36°enAextþkMBt nig49°enAkMBg;FM ¦.

36°enA extþkMBt nig 49°enA extþkMBg;FM

2007 karGegÁtelIPaBRkin nigPaBcuHTn;exSay

RtUvkarBiPakSa bEnßmCamYy IFAD

SG4 4- karekIneLIgnUvcMnYnstVBahn³ ¬b¤RTBüsm,tþiepSgeTot¦ EdlCakmµsiT§i rbs;RKYsarRkumeKaledA edayEjkTinñn½y ecjtamePTénemRKYsar.

RbcaMqñaM karGegÁtén smasPaKksikmµ ¬eFVICaRTg;RTaytUcenAqñaM 2006 nigFMeBjelj enAqñaM 2007¦

Tinñn½y)anBI Badabase rbs;XuM ¬MoP¦

elxkUtkñúg EpnkarKMerag

CBRDP

elxkUdkñúg sMeNI RDP

snÞsSn_sMrab;eKalbMNg

RbPB¼tMél én

Tinñn½ydMbUg PaBjwkjab;

viFIsaRsþ¼]bkrN_ sMrab;vas;Evg

eyageTAÉksar M&E

Bt’manRtYvkar sMrab;Gnuvtþ viFIsaRsþ

OB1 1- cMnYnRKYsarénRkumeKaledAmansuvtßiPaBes,ógRbesIreLIg ¬cMnYnEx¼qñaM¦ edayEjkTinñn½ytamePTénemRKYsar. eKaledA 39/150 RKYsar³ cMnYnExEdlxVHes,ógRbcaMqñaMfycuH³ 2004³ 6Ex/ 2005³ 5Ex/ 2006³ 4Ex/ 2007³ 3Ex

RbcaMqñaM karGegÁtelIRKYsar GegÁttamRKYsar enAkñúgPUmiEdl manFnaKarRsUv pøÚvlM GNþÚg nigkmµviFIksikmµ

76

nigeRbIR)as;B½t’ manBIFnaKarRsUv

OB2

2- cMnYnRKYsarEdl)anraykarN_fa plitkmµ¼Tinñpl)anekIn eLIg ¬y:agehacNas;k¾ekIn cMnYn 50°¦. eKaledA³

RKYsar 2004 2005 2006 2007kMBg;FM 4/500 5/400 6/500 7/800kMBt 5/500 6/000 6/500 7/000

RbcaMqñaM karGegÁtén smasPaKksikmµ

OB3 OB2.1 3- r)aykarN_sþIBIkareBjcitþrbs;RKYsarGñkPUmi nigRkumRbwkSa XuM GMBIPaBjwkjab;nigkarTTYl)annUv esvakmµEdlmanKuNPaB BIrdæaPi)alnigGgÁkarminEmnrdæaPi)al . eKaledA³ kareBjcitþ³ r)aykarsþIBIkareBjcitþ ya:gehac 50°énRKYsar nig75° énRkumRbwkSaXMu ¬karvaytMélCaKuNPaBerogral;qñaMtamry³ karvaytMél plb:HBal;GñkTTYlpl nigCabrimaNenA2007¦. sþg;daénkareBjcitþRtUvkMNt; .

RbcaMqñaM 2007

BIA & BMW enAqñaM 2005 nig 2006 Epñk 5/4 karGegÁtelIRbCaBlrdæ karGegÁtvaytMélelIkar Gnuvtþn_kargarrbs; CC

kar)a:n;RbmaN cMnYnRKYsar nig RkumRbwkSaXuM EdleRbIR)as; KMeragKaMRTeday esvakmµ GO nig NGO ¬BIkarvay tMéllT§pl¦

OB4 OC1 4- 50° énRKYsar nigGgÁkarmUldæan¼bNþajkargarPUmi)an bBa¢ak;BIkareBjcitþ cMeBaHesvakmµrbs;RkumRbwkSaXMu ¬karbBa¢ak;faviFankarGPivDÆn_Edl)anGnuvtþbMeBjnUvesckþIRtUvkarsMxan;bMputrbs;BYkeK nigmanRbeyaCn_dl;karGPivDÆn_

RbcaMqñaM

BIA & BMW enAqñaM 2005 nig 2006 Epñk 5/4

77

esdækic© nigsgÁmrbs;BYkeK ehIykareGayGaTiPaBrbs;RbCaCn enAkñúgEpnkarGPivDÆn_XuMRtUv)anBicarNa¦. karvaytMélCaKuNPaB erogral;qñaMtamry³karvaytMél plb:HBal;GñkTTYlpl nigCabrimaNenA2007¦. sþg;daénkareBjcitþRtUvkMNt;.

2007

karGegÁtelIRbCaBlrdæ

OB5 5- 80° PaKryénRkumRbwkSaXMueKaledA)anbMeBj kargarrbs;BYkeK ¬RsbtamRbkasepSg²¦ [eBjcitþdl; PLAU .

RbcaMqñaM karvaytMél CC eday PLAU

karbMeBj)annUv skmµPaBEdl)an eRKagedayRkum RbwkSaXuM

OB6 OB1.1 6-50°énRkumRbwkSaXuM)aneFVIeGayRbCaCn nigRkumnanarbs;BYk Kat; enAkñúgPUmicUlrYmy:agsmrmü enAkñúgkarGnuvtþn_Parkic© rbs;BYkeK ¬karGegátelIRbCaCn nigkarvaytMélÉksarnana eBalKW ÉksarBak;B½n§kñúgkarRbCuMfñak;XuM karBicarNaelIGaTiPaB rbs;RbCaCnkñúgEpnkarGPivDÆn_XuM karlatRtdagEpnkar hirBaØvtßúRbcaMqñaMCaedIm¦.

RbcaMqñaM 2007

BIA & BMW enAqñaM 2005 nig 2006 Epñk 5/4 karGegÁtelIRbCaBlrdæ ¬RTg;RTaytUc enAqñaM 2006 nig RTg;RTayFM enAqñaM 2007¦

OB7 OB1.2 7- 60°énRkumRbwkSaXuMeFVIkarshkarCamYysßab½nRKb;RKg vimCÄkar¼ vishmCÄkarenAfñak;extþ nigfñak;Rsuky:agman RbsiT§PaB tMlaPaB nigs½kþisiT§i ¬eFVIkarsÞabsÞg;kñúgcMeNam RkumRbWkSaXuM¦.

RbcaMqñaM

BMW enAqñaM 2005 nig 2006 Epñk 5/4/2

78

79

2007

karGegÁtvaytMélelIkar Gnuvtþn_kargarrbs; CC

OB8 OC2 8- 75° énehdæarcnasm<½n§EdlKaMRTedayKMeragRtUv)anEfTaM CaRbcaM tamry³ dMeNIrkarrbs; LTC/FWUC (farmer water

user committees). ¬GNþÚgTwkcMnYn 780 nigpøÚvlMRbEvg 200 K/m enAcugqñaM 2004. cab;BIqñaM 2005 RtUvsßitenAelIkar eFVIEpnkar RbcaMqñaMrbs;RkumRbwkSaXuM/ karRbmUlTinñn½ypÞal;¦.

RbcaMqñaM

karviPaKÉksarpÞúkTinñn½ydMeNIrrbs; CBO/LTC; karvaytMélcugbBa©b;KMerag karvaytMélkarEfTaM ehdæarcnasm<½n§ ¬RTg;RTaytUc enAqñaM 2006 nig RTg;RTayFM enAqñaM 2007¦

Tinñn½yBIÉksar pÞúkTinñn½ydMeNI karrbs; CBO/LTC; karvaytMél cugbBa©b;KMerag

OB9

OC3;OB2.2

9- cMnYnksikrEdl)anGnuvtþbec©keTsEdl)anpþl;[eday KMerag ¬y:agehacNas;manRsþI 30° EdlCaemRKYsar¦. eKaledA³ ¬bUkeyag¦

ksikr 2004 2005 2006 2007kMBg;FM 4/500 5/400 6/500 7/800kMBt 5/500 6/000 6/500 7/000

RbcaMqñaM

karGegátén smasPaKksikmµ ¬RTg;RTaytUc enARtImasTI 3qñaM 2006 nig RTg;RTayFM enAqñaM 2007¦

OB10 OC4 10- 50°énRKYsarTaMgGs;eRbIR)as;esvakmµmYyy:agtic Edl)an pþl;CalkçN³ÉkCn ¬dUcCa esvakmµeBTüstV karlk;BUCeQI hUbEpø nigBUCRsUvTMenIbCaedIm¦ ¬karRbmUlTinñn½yedaypÞal;¦.

RbcaMqñaM karGegátén smasPaKksikmµ

CMBUk 5

]bkrN_ nigviFIsaRsþRtYtBinitü

5/1-karRtUtBinitüFnFanmnusS Epñk 5>1 Bak;B½n§karRtYtBinitükarGPivDÆn_FnFanmnusS ¬HRD¦ sMrab;buKÁlikénTIPñak;gar

GnuvtþKMerag. karGPivDÆn_FnFanmnusSsMrab;GñkTTYlpl ¬ksikr/ GñkPUmi RkumRbwkSaXMu¦ k¾man bBa¢ÚlkñúgenHpgEdr.

karGPivDÆn_FnFanmnusS ¬dUcCavKÁbNþúHbNþal karbeRgonedayGnuvtþpÞal; karRbwkSa eyabl; karpþl;CMnYybEnßmeRkayvKÁ {backstopping} .l. KWCacMnucsMxan;enAkñúgKMerag CBRDP. eKalbMNgsMxan;KWedIm,I[mRnþIrdæaPi)al Gacpþl;esvakmµkan;EtmanKuNPaB nigRbsiT§iPaB dl;Rkum eKaledA.

karGPivDÆn_FnFanmnusS KWCalT§plénKMeragenAkMritGnþrkarI ¬GñkEdlenAcenøaHrvagKMerag nigRkumeKaledA manédKUGnuvtþnanadUcCa GñkRKb;RKg nigmRnþIpSBVpSayrbs;samImnÞIr¦ b:uEnþminEmn enAkMritcugeRkayénRkumeKaledA ¬dUcCaksikr/ GñkPUmi RkumRbwkSaXMu¦ enaHeLIy.

edaysar]bkrN_ nigviFIsaRsþsMrab;RtYtBinitü HRD manlkçN³dUcKñaenARKb;smasPaK TaMgGs; enAkñúgCMBUkenHeKmineFVIkarbMEbkviFIsaRsþ nig]bkrN_ EdlRtUveRbIenaHeLIy. manlMhat;RtYtBinitü 3 epSg² Tak;TineTAnwg HRD³

80

• karRtYtBinitü brimaNénvKÁbNþúHbNþalpøÚvkar ¬buKÁlik nigRkumeKaledA¦ epþateTAelI buKÁlmñak;² nigRkum. karRtYtBinitüenHKWenAelIkMritskmµPaB nigpþl;Bt’manBIbuKÁlEdlTTYl )anvKÁbNþúHbNþal RbePTvKÁbNþúHbNþal ry³eBl nigTIEnøgbNþúHbNþal. ¬sUmemIl Tinñn½ymUldæan HRD kñúg]bsm<½n§TI 7¦.

• karRtYtBinitü KuNPaBénvKÁbNþúHbNþalpøÚvkar ¬buKÁlik nigRkumeKaledA¦ EdlKuNPaBrbs;RKUbNþúHbNþal nigplb:HBal;énvKÁelIcMeNHdwg nigCMnajsikçakam RtUv)aneKkarvaytMélCaRbcaM tamvKÁnImYy² ¬Epñk 5>1/2¦

• karvaytMélbuKÁlikCaTUeTA EdlbuKÁlik CBRDP TaMgGs;RtUv)anvaytMélRbcaMqñaM elIkarGnuvtþn_kargarTUeTAenAkñúgqñaMknøg ¬Epñk 5>1/3¦ karksagsmtßPaBKWCacMnucd¾sMxan;enAkñúgKMerag CBRDP BIeRBaHCaTUeTA smtßPaBenAman

kMritTabenARKb;vis½yGnþraKmn_TaMgGs; CaBiesselICMnajxageRbIKMnit {soft skills} dUcCakarerobcM Epnkar karRtYtBinitü nigvaytM;él nigCMnajRKb;RKgepSg². ehtudUecñH kartamdanplsMerc)an énviFankarbNþúHbNþalelIbuKÁlik KWCacMnucEdlsMxan;bMput. snÞsSn_EdlBak;B½n§nwgviFankarksagsmtßPaBsMrab;smasPaK nigsmasPaKrgTaMgGs; ¬1>1/ 3>1/ 4>1/ nig 5>1¦ CaeKalkarN_ eKsresrdUcteTA ³ cMnYnmRnþItamkaetkUrI EdlsmtßPaBrbs;eK)anekIneLIgedIm,IbMeBjkargarrbs;xøÜn edayEp¥k elIlkçN³vinicä½yEdl)ankMNt; ¬RbePTmRnþItamviFankarksagsmtßPaB tamEpnkar bNþúH bNþal¦/ 80° énsikçakam )anTTYlBinÞú 60° y:agtic ¬Ep¥keTAtamBinÞúetsþ énvKÁnImYy²¦.

etIenHmann½yya:gdUcemþc? EpnkarbNþúHbNþalsMrab;smasPaKnImYy² qøúHbBa©aMgnUvtMrUvkarksagsmtßPaBsMrab; buKÁlik

mñak;². vKÁbNþúHbNþal RtUv)aneFVIeLIgeTAtamtMrUvkarGPivDÆn_smtßPaB b¤k¾bBa¢ÚnbuKÁlikeTAcUlrYm vKÁbNþúHbNþalEdlRtUvnwgtMrUvkarGPivDÆn_smtßPaBrbs;xøÜn.

snÞsSn_xagelITamTarfa sMrab;vKÁnImYy² sikçakam 80° RtUv)anBinÞúy:agtic 60° énBinÞú srub. PaBcaM)ac;enH eyIgRtUvvaytMélcMeNHdwgelIRbFanbTCak;lak; énsikçakam bnÞab;BIbBa©b;vKÁ edaykareFVIetsþsamBaØ nigrk[eXIjfaetI sikçakam)anbMeBjeTAtamtMrUvkarkargar Tak;Tgnwg

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RbFanbTEdl)anbeRgon )any:agtic 60° Edr b¤k¾Gt;. viFIsaRsþRtYtBinitüsMxan; KWkareFVIetsþsMrab; vKÁnImYy².

munnwgeFVIkarRtYtBinitüKuNPaBvKÁbNþúHbNþal karRtYtBinitüBIbrimaNk_CakarcaM)ac;sMrab; karRtYtBinitüCaRbcaMEdr.

5/1/1-karRtYtBinitüTinñn½yCabrimaNénvKÁbNþúHbNþal nigRBwtþikarN_sMxan;² rbs;RkumeKaledA

brimaNKWepþatelIcMnYnnak;-éf¶rbs;buKÁlikRbus-RsIEdl)anbNþúHbNþal. edIm,IRbmUlTinñn½y TaMgGs;enH RKUbNþúHbNþalRtUvEtbMeBjTMrg;TUeTAén r)aykarN_ HRD sMrab;buKÁlik EdlkMBugRtUv )aneRbIsMrab;RKb;smasPaKTaMgGs; sMrab;karbNþúHbNþalbuKÁlik. kñúgkrNI EdlvKÁbNþúHbNþal eFVIeLIgenAfñak;Cati b¤enAeRkARbeTs buKÁlmñak;²RtUvbMeBj r)aykarN_enH b¤k¾manmRnþImñak;TTYl xusRtUvkñúgkarerobcMvaeLIg RbsinebIBYkeKcUlrYmkñúgvKÁEtmYy . bnÞab;BIbMeBjTMrg;rYcehIy mRnþITTYl xusRtUv RtUvbBa¢ÚnTMrg;enaHeTA[mRnIbegÁal M&E enAkñúgsmasPaK b¤smasPaKrg TukCa r)aykarN_dUcRKUbNþúHbNþaltamvKÁnImYy²Edr. edIm,IeFVI[R)akdfamanTinñn½yeBjelj karTUTat; R)ak;]btßmÖRbcaMéf¶ Kb,IP¢ab;CamYyerOgenHpgEdr.

xageRkamenHKWCaKMrUénTMrg;r)aykarN_ HRD. TMrg;enHRKb;dNþb;ral;RbePTvKÁTaMgGs; rYmTaMgvKÁbNþúHbNþalFmµta/ sikçasala/ TsSn³kic©sikSa .l. EdleyIgGacviPaKdac;edayELk)an eTAtamtMrUvkar. dUcKñapgEdrcMeBaHsikçasalaEdlmanvKÁbNþúHbNþalCamYy ¬training inbuilt¦ RtUv eRbIR)as;TMrg;enHedIm,IbMeBjsMrab;karcUlrYmkñúgsikçasalapgEdr. RbFanbTénvKÁbNþúHbNþal nwgRtUv )ankt;bBa©ÚleBlbBa©ÚlTinñn½yeTAkñúgkMBüÚT½r dUecñHTinñn½yGaceFVIviPaKtamRbFanbT b¤k¾xøwmsarénvKÁ. r)aykarN_sþIBIkarGPivDÆn_FnFanmnusS { HRD}sMrab;buKÁlik

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ry³eBl³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> kalbriecäTcab;epþIm³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> kalbriecäTbBa©b;³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> TIkEnøg³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RbPBfvika³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RKUbNþúHbNþal¼GñkerobcM³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RbFanbT³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RbePT³ vKÁbNþúHbNþal sikçasala TsSn³kic©sikSa epSg² bBa¢IeQµaHbuKÁlikcUlrYm³

lr eQµaH tYnaTI nig¼b¤GgÁkar ePT cMnYnéf 1 2 3

mRnþIbegÁal M&E mñak;² kñúgsmasPaK RtUveRbITinñn½yBITMrg;enH edIm,IbBa©ÚleTAkñúgtarag pÞúkTinñn½y HRD sMrab;buKÁlik ¬sUmemIlCMBUkTI 6 nig]bsm<½n§TI 7¦. kareFVIviPaKGaceFVI)ansMrab;buKÁlikmñak;².

dUcKñaEdrcMeBaHvKÁbNþúHbNþalRkumeKaledA brimaNKWepþatelIcMnYn nak;-éf¶ rbs;RkumeKaledA nigRkumtUc²epSg² ¬Rbus-RsI¦ Edl)ancUlrYmkñúgRBwtþikarN_dUcCakarRbCMuPUmi/ karbeRgonkñúgfñak; b¤vKÁepSg²Edl)anerobcMeLIg. RkumTaMgenaHGacmandUcCaRkumRbwkSaXMu KN³kmµkarGPviDÆn_PUmi KN³kmµkarGgÁkarmUldæan .l. b¤k_RbCaCnsamBaØ. cMeBaHRbePTénRBwwtþikarN_CamYyRkumeKaledA eyIgmanTMrg; 2 sMrab;kt;RtaBt’mansMxan;². TMrg;TI 1 ¬r)aykarN_elI HRD sMrab;RkumeKaledA B1¦ EdlsmRsbsMrab;RBwtþkarN_EdlelIsBImYyéf¶ TMrg;mYyeTot ¬r)aykarN_elI HRD sMrab; RkumeKaledA B2¦ TMrg;enHCajwkjab;RtUv)aneRbIR)as;sMrab;RBwtþikarN_Edlmanry³eBl 1 éf¶eBj b¤knøHéf¶. KMrUénTMrg;TaMgBIrmanbgðajdUcxageRkamenH. TMrg;TaMgBIrenH manRbePTBt’man nig bMerI eGayTinñn½ymUldæandUcKña EdlmaneQµaHfa Tinñn½ymUldæansMrab;RBwtþkarN_RkumeKaledA ¬sUmemIl ]bsm<½n§TI 7¦. PaBxusKñaCacMbgénTinñn½yenH eRbobeFobeTAnwgTinñn½y HRD KWfaTinñn½y HRD sMrab; RtYtBinitübuKÁlmñak;² rIÉTinñn½yRkumeKaledARtUv)anRtYtBinitüCacMnYnmnusSenAkñúgRkum b:uEnþRKan;Et EbgEcktamePTb:ueNÑaH.

83

dUcKñanwgTMrg;r)aykarN_ HRD TMrg;r)aykarN_RBwtþkarN_rbs;RkumeKaledA RtUv)anbBa¢ÚneTA kan;mRnþIbegÁal M&E tamsmasPaKnImYy²CaRbcaM b:uEnþya:gticNas;k¾mYyExmþgEdr.

kñúgkrNIEdlbuKÁlik ehSethSit b¤k¾édKU )ancUlrYmkñúgRBwtþikarN_NamYyCamYyRkumeKaledA kñúgnamCasikçakam BYkeKnwgRtUvbMeBjTMrg;r)aykarN_ HRD mYyepSgeTot eRBaHfakarcUlrYmrbs; BYkeKRtUv)ankt;RtaCaRBwtþkarN_buKÁlmñak;²enAkñúgTinñn½y HRD .

mRnþIbegÁal M&E mñak;² kñúgsmasPaK RtUveRbITinñn½yBITMrg;TaMgenH edIm,IbBa©ÚleTAkñúgtarag pÞúkTinñn½y HRD sMrab;sMrab;RkumeKaledA ¬sUmemIl]bsm<½n§TI 7¦.

r)aykarN_sþIBIRBwtþikarN_sMrab;RkumeKaledA ¬BiesssMrab;RBwtþikarN_elIsBI 1 éf¶ ¬B1¦¦ ry³eBl³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> kalbriecäTcab;epþIm³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>> kalbriecäTbBa©b;³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> TIkEnøg³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RKUbNþúHbNþal¼GñkerobcM³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RbFanbT³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RbePT³ vKÁbNþúHbNþal sikçasala TsSn³kic©sikSa epSg² bBa¢IeQµaHRkumeKaledAcUlrYm³

cMnYnGñkcUlrYmCaRsI nigcMnYnsrub éf¶TI 1 éf¶TI 2 éf¶TI 3 éf¶TI 4 éf¶TI 5 lr RbePTRkumeKaledA6

RsI srub RsI srub RsI srub RsI srub RsI srub 1 2 3 srub

)aykarN_sþIBIRBwtþikarN_sMrab;RkumeKaledA ¬B2¦

6 RkumeKaledAxus²KñamandUcCa RkumRbwkSaXuM GnuKN³kmµkarrbs;Rk/XuM/ VDC, LTC, bKÁlik GTZ buKÁlikédKU .l. cMeBaH buKÁlikTaMgGs;Edl)ancUlrYmkñúgRBwtþikarN_rbs;RkumeKaledA RtUvbMeBjr)aykarN_ HRD sMrab;karbNþúHbNþalbuKÁlik

84

1> kalbriecäT³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 2> eBlevlacab;epþIm³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>> eBlevlabBa©b;³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 3> TIkEnøg³ ³>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 4> cMnYnGñkcUlrYm³>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 5> Rbus³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> RsI³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 6> GñksMrbsMrYl³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 7> RbFanbT)anBiPakSa³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 8> Éksar nigsPar³ ¬inputs¦ )anEckb¤pþl;[ ¬TeT b¤Ca\NTan¦ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 9> cMNab;GarmµN_TUeTA nigkMNt;sMKal;epSg²³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 10> htßelxarbs;GñkraykarN_³

TMrg;KMrUTaMgBIr B1 nig B2 sMrab;RbmUlBt’manelIRBwtþikarN_rbs;RkumeKaledARKan;EtCa ]TahrN_Et 2 bu:eNÑaHsMrab;karRbmUlTinñn½yenH. smasPaKnImYy² GaceRbITMrg;rbs;xøÜn RbsinebI cg;eRbIR)as; edayFanafaTMrg;rbs;xøÜnmanTinñn½ycaM)ac;sMrab;RtYtBinitüRBwtþikarN_rbs;RkumeKaledA. TMrg;KMrUCa]TahrN_mYyepSgeTotsMrab;RBwtþikarN_rbs;RkumeKaledAKW {kMNt;ehtuRBwtþkarN_PUmi} ¬sUmemIlcMnuc 3/3 - viFIsaRsþ nig]bkrN_RtYtBinitüsMrab;GPivDÆn_shKmn_¦ rbs;smasPaK GPivDÆn_shKmn_.

manTMrg;mYyepSgeTotsMrab;GnþrkmµGñkpþl;esvakmµCamYybuKÁl b¤k¾RkumeKaledAeRkApøÚvkar. TMrg;TsSn³kic©¬cuHPUmi¦rbs;buKÁlmñak;² kt;RtaBt’manelIGnþrkmµCamYyRkumeKaledA b:uEnþvabMerICa cMbgeGayfñak;RKb;RKg edIm,IvaytMélkarGnuvtþkargarrbs;buKÁlikTaMgbrimaN nigKuNPaBén skmµPaBcuHPUmi. KMrUénTMrg;enHman dUcxageRkam. Tinñn½ydkRsg;ecjBITMrg;enHRtUv)ankt;bBa©ÚlenA kñúgÉksarTinñn½ymYyepSgeTot elIkElgEtKuNPaB EdlGac[GñkRKb;RKgeRbIR)as;sMrab;kar RKb;RKgbuKÁlik. )aykarN_sþIBITsSn³kic©valrbs;buKÁlmñak;²

85

1> kalbriecäT³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 2> eBlevlacab;epþIm³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> eBlevlabBa©b;³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 3> TIkEnøg³ ³>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 4> eQµaHksikr nigGs½ydæan³>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 5> eQµaHbuKÁlik¼GñkpSBVpSay³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 6> RbFanbT)anBiPakSa³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 7> Éksar nigsPar³ ¬inputs¦ )anEckb¤pþl;[ ¬TeT b¤Ca\NTan¦ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 8> cMNab;GarmµN_TUeTA nigkMNt;sMKal;epSg²³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 9> htßelxarbs;GñkraykarN_³

5/1/2-karRtYtBinitüKuNPaBénvKÁbNþúHbNþal nigRBwtþikarN_sMxan;²rbs;RkumeKaledA KuNPaBvKÁbNþúHbNþalpøÚvkar ¬buKÁlik nigRkumeKaledA¦ kñúgfñak; nwgRtUvvaytMéltam 2 ya:g³

• kareRbobeFobkMritcMeNHdwg nigCMnaj Edlsikçakam)anTTYl kñúgkMLúgeBlvKÁ edaykareFVI etsþcMeNHdwg nigCMnaj mun nigeRkayvKÁ

• karvaytMélKuNPaBRKU GegátmþgmáaledayRKUmanbTBiesaFn_ nigtamry³karpþl;eyabl; EklMG ¬feedback¦ BIGñkcUlrYm.

KuNPaBénsikçakam³ kareRbobeFobkMritcMeNHdwg nigCMnaj)anBIvKÁ RKUbeRgonvKÁnImYy²nwg³

• erobcMsMNYretsþsMrab;vKÁnImYy² EdlqøúHbBa©aMgBIRbFanbTsMxan;²énvKÁ rYmTaMgbBa¢IsMNYr vaytMélpg edayEp¥kelIlkçN³vinicä½yEdl)ankMNt; ¬RKUnwgerobcMlkçN³vinicä½yTaMgenH¦

• GnuvtþetsþenAenAeBlcab;epþIm nigenAcugénvKÁnImYy² edaykarGnuBaØat[sikçakameqøIysMnYr etsþmñak;²edaykarsresr. sMrab;karbNþúHbNþalkñúgfñak;énRkumeKaledAvij RKUKYrGnuBaaØt eGaysikçakameqøIysMNYretsþCaRkum² ¬tamKN³kmµkar/ tamPUmiCaedIm///¦. taragxag eRkam bgðajCa]TahrN_ sMrab;TMrg;etsþ .

• viPaKlT§plénetsþ nigcat;tamRbePTénsikçakamEdlTTYl)anBinÞú 80° nigGñkEdl )anrvagBI 50° nigticCag 80° ehIynigGñkEdlTTYl)aneRkam 50° ¬taragKMrUxageRkam bgðajCa]TahrN_sMrab;segçb¦ nig

86

• karRbKl;lT§pletsþnImYy² nig karsegçb [eTAmRnþIbegÁal M&E tamsmasPaK. TMrg;smRsbsMrab;vas;EvgvKÁbNþúHbNþalEdleCaKC½y eQµaHvKÁbNþúHbNþal³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> éf¶ExqñaM >>>>>>>>>>> sikçakam³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

BinÞúsrubKitCa ° tamlkçN³vinicä½y

sMnYretsþTI 1³ cMelIyrbs;sikçakam³



>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

sMnYretsþTI xx³ cMelIyrbs;sikçakam³

BinÞúsrub³

taragsegçblT§pletsþkñúgvKÁnImYy² eQµaHvKÁbNþúHbNþal³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> cMnYnsikçakam >>>>>>>>>>>>>> RKUbNþúHbNþal >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> éf¶ExqñaM >>>>>>>>>>>>> cMnYnsikçakamEdl)anBinÞú 80° b¤elIs énBinÞúsrub³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> cMnYnsikçakamEdl)anBinÞúBI 50° nig TabCag 80° énBinÞúsrub³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> cMnYnsikçakamEdl)anBinÞúTabCag 50° énBinÞúsrub³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

mRnþIbegÁalRtYtBinitü nigvaytMélnwg • eGaydMNwgCamundl;RKUGMBIvKÁ GMBIesckþIRtUvkarkñúgkareFVIetsþ R)ab;eGayKat;erobcMetsþ

niglkçN³vinicä½ysMrab;vaytMéletsþ ehIyENnaMdl;RKUkñúgkareRbITMrg;eFVIr)aykarN_ nigeFVI r)aykarN_segçbénvKÁ ¬sUmemIlKMrUTMrg;xagelI¦ nig

87

• RbmUlTMrg;vaytMéletsþBIRKU ehIyviPaKr)aykarN_segçbtamRbePTénvKÁCaRbcaMqñaM eTAtam KMrUxageRkamenH

• BiPakSalT§pl nigkarEklMGmYycMnYnCamYyRKU • erobcMlT§pldak;CUnRbFan nigesµIsMukarpøas;bþÚrEdlGaceFVI)an • rkSasnøwkvaytMéletsþbuKÁleTAkñúgsMNuMÉksarbuKÁlik ¬personnel file¦ TukCamUldæan

sMrab;karvaytMélkarGnuvtþn_kargarrbs;buKÁlikTUeTA ¬emIlEpñk 5>1>3¦ nig • eFVIkarvaytMélmþgmþalBIKuNPaBRKU ¬b¤k¾Fanafa RKUbeRgonmanbTBiesaFn_ b¤k¾RKUvaytMél

KuNPaBénRKU¦ edaykarsegátdMeNIrkarvKÁbNþúHbNþaleTAtameKalkarN_ENnaM lkçN³ vinicä½y¼sMnYrxageRkam.

taragsegçblT§pletsþkñúgvKÁnImYy² eQµaHvKÁbNþúHbNþal³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

éf¶ExqñaM¼RKU cMnYnsikçakamsrub BinÞú 80° b¤elIs BinÞú 50°-80° BinÞúTabCag 50°

srubrYm {cMnYn}

srubrYm {PaKry}

karvaytMélKuNPaBRKUbNþúHbNþal xageRkamKWCalkçN³vinicä½y nigsMnYrmYycMnYnsMrab;karGegáteTAelIRKUbNþúHbNþalmþgmáal

• etIkarerobcMeKalbMNgvKÁc,as;las;kMritNa? • etIrcnasm<½n§xøwmsarvKÁbNþúHbNþall¥b:uNÑaEdr? • etIxøwmsarEdl)anbgðajdl;GñkcUlrYmmanlkçN³gayyl;b¤eT? etIxøwmsarTaMgenH mankar

Tak;TgeTAnwgesckþIrMBwgTukrbs;GñkcUlrYmEdrb¤eT? • etIsMPar³CMnYyEdl)anerobcM nigbgðajmanlkçN³gayyl;Edlb¤eT? etIsMPar³CMnYy Bak;B½n§

RbFanbTEdl)anbNþúHbNþalrebobNa?

88

• etIRKUeFVIkarbgðajeRcIn b¤k¾BiPakSabBaðananaeRcInCamYysikçakam? etIRKUeRbIR)as;sMnYrsMrab; karpþÜcepþImeGaymankarcUlrYmkMritNaEdr? etIRKUman)ansYrrkkarqøúHbBa©aMg ¬feedback¦ BIsikçakamedIm,IelIkcitþdl;karcUlrYmkMritNaEdr?

• etIRKU)anbBa©ÚllMhat;Gnuvtþ nig[sikçakamcUlrYmkñúgkarGnuvtþlMhat;kMritNaEdr? • etIRKUeRbIR)as;]TahrN_BICIvitCak;Esþg ¬life example¦/ eRbIR)as;KMrU/ eRbIR)as;rUbPaB

edIm,I[Bt’man manPaBc,as;las;dl;sikçakamkMritNaEdr? • etIRKUeRbIR)as;viFIsaRsþcUlrYmepSg²dUcCa karbMpusKMnit/ karsMEdgQutqakCaedIm///

kMritNaEdr? • etIRKU)anbgðajxøwmsar nig[sikçakamcUlrYmeFVIkarbgðaj ¬visualization¦ kñúgkMLúgeBl

bNþúH bNþal)anl¥y:agNaEdr? • etIPasakayvikar kayvikar kareFVIRtab; karelIkdak;sMelgrbs;RKUy:agNaEdr?

etIRKUeRbIR)as;Bakü samBaØ nigPasagayyl; b¤eT?

bBa¢IenHminTan;Gs;eT bu:Enþy:agehacNas;k¾GaceFVICacMNuccab;pþIm)anEdr. cMNucdéTeTot GacbEnßm)aneTAtamsMeNI. rebobdak;BinÞúRtUvEterobcMeLIg edIm,IvaytMélKuNPaBRKU. BinÞúBI 1 ¬exSayNas;¦ dl; 5 ¬l¥Nas;¦ RtUv)anesñIeLIgsMrab;lkçN³vinicä½y¼sMnYrnImYy²énkarvaytMél. tMrUvkarCaGb,brimaKW 50° énBinÞúsrub.

RKUbNþúHbNþalEdlminGacbMeBj)annUvesckþIRtUvkarGb,brma ¬TaMgxøwmsar nigviFIsaRsþ¦ RtUvEt eTABRgwgsmtßPaBbEnßmedayxøÜnÉg b¤RtUv)anCMnYsedayGñkdéT EdlCaRKUmansmtßPaB eRcInCag.

meFüa)ayTI2 edIm,IvaytMélKuNPaBRKU KWeFVIeLIgedaysikçakam EdlRtUveqøIyenAcugbBa©b; énvKÁnImYy²tamsMnYrdUcxageRkam Calayl½kçN_GkSr ¬Mood Barometer¦³

• etIGVIxøHEdlelakGñkcUlcitþ¼eBjcitþkñúgry³eBleron ¬xøwmsar viFIsaRsþ briyakas¦? • etIGVIxøHEdlelakGñkmincUlcitþ¼eBjcitþkñúgry³eBleron ¬xøwmsar viFIsaRsþ briyakas ¦? • etIKYrEteFVIkarpøas;bþÚrGVIxøHsMrab;vKÁeRkay?

89

Bt’manqøúHbBa©aMg ¬feedback¦ BIsikçakamRtUvEtpþl;[eTAGñkRKb;RKg;EpñknImYy². mRnþIbegÁal M&E mñak;² CaGñkTTYlxusRtUvkñúgkarRbmUlkarqøúHbBa©aMg ¬feedback¦ TaMgenH edIm,IeFVIkarviPaK nigbgðajeTAGñkRKb;RKg.

5>1>3-karvaytMélbuKÁlik nigkarGnuvtþn_Gnusasn_ eRkABIkarRtYtBinitüénkarviFankarksagsmtßPaB kñúgkMLúgeBlBiessNamYYy ¬PaKeRcIn

eBlbNþúHbNþal¦ buKÁlikkñúgKMerag CBRDP TaMgGs; nwgRtUv)anvaytMélRbcaMqñaM eTAtamnItiviFI Edl)ankMNt;rYceday CBRDP ¬sMrab;Bt’manBisþarsUmemIlnItiviFIxageRkamenH¦.

karvaytMélbuKÁliknwg)anCaGnusasn_sMrab;buKÁlikmñak;² TaMgtMrUvkarksagsmtßPaB/ kardUrtMENg nigcMNucepSg²eTot. snÞsSn_EdlBak;B½n§nigkarksagsmtßPaBsMrab;smasPaK nigsmasPaKrg TaMgGs; ¬1>2/ 3>2/ 4>2/ 4>9 nig 5>2¦ CaeKalkarN_KW sresrdUcteTA³ buKÁlik 80° mansmtßPaBekIneLIgEdl)anbgðajtamry³lT§plvaytMélbuKÁlik ehIy 80° énGnusasn_ Edl)anBIkarvaytMélbuKÁlikRbcaMqñaM RtUv)anGnuvtþ kñúgkMLúgeBl 6 Ex eRkaykarvaytMél. etIenHmann½yya:gdUcemþc? snÞsSn_xagelIniyayBItMrUvkardUcxageRkamTak;TgnwgkarRtYtBiinitü³

• buKÁlik 80° mansmtßPaBekIneLIg edaykarRbwgERbgrbs;KMeragCaTUeTA kñúgry³eBlmYyqñaM ¬tamry³vKÁbNþúHbNþal/ eronnwgkargar/ shRbtibtþkar .l.¦ enHmann½yfa eyIgsnµtfa 20° énbuKÁlikRbEhlCanwgminmansmtßPaBmUldæan b¤k¾»kasedIm,IbegáInbEnßmeTotkñúgkar Gnuvtþn_kargarrbs;xøÜn.

• 80° énGnusasn_ Edl)anBIkarvaytMélbuKÁlikRbcaMqñaM RtUv)anykeTAGnuvtþkñúgkMLúgeBl 6 Ex. enHmann½yfa viFankarbNþúHbNþalbEnßmeTot kardUrtMENg/// RtUv)anGnuvtþkñúgkMLúg eBl 6 Ex eRkaykarvaytMél. CaeKalkarN_ karvaytMélkarGnuvtþn_kargarCaTUeTArbs;buKÁlik RtUverobcMeFVIeLIg Ep¥keTA

tamTMrg;EbbbT nignItiviFIrbs;sila EdlCYnkalmankarEktMrUvxøH eGayRsbeTAtam tMrUvkarRKb;RKg énsmasPaKnImYy². fVIt,itEtsþg;dasilaRtUvEtGnuvtþtamk¾eday vak¾mankarbt;Ebnkñúgkarpøas;bþÚr

90

b¤k¾bEnßmlkçN³vinicä½y edayrkSaBinÞúsrubeGayenAdEdl ¬sUmemIlTMrg;vaytMélkarGnuvtþn_kargar xageRkam¦. karbt;EbnenH naM[karvaytMélbuKÁlikmanlkçN³bec©keTs nigCak;lak;tam smasPaK. TMrg;EbbbT nignItiviFICaskþanuBlsMrab;karvaytMélkarGnuvtþnkargarrbs;buKÁlik tamEbb Seila

1 eKalbMNgvaytMél eKalbMNgrYmrbs;karvaytMélkargarbuKÁlikkñúg KMeragCBRDP KWedIm,IsegçbkarGnuvtþn_kargarrbs; buKÁlik kñúgeBlRtÜtBinitükarGnuvtþn_kargareLIgvij edayEp¥kelIEpnkarbMeBjkargar Edl)anÉkPaB tYnaTI nigParkic© rbs;BYkeK . karBinitüeLIgvijenHnwgeFVIeGayRbesIreLIgnUvRbsiT§PaBkargar GnuvtþedaybuKÁlik K>Rb nigsmasPaK/ smasPaKrg. eKalbMNgCak;lak;rbs;karvaytMélman³

1> begáInRbsiT§PaBRbB½n§RKb;RKgFnFanmnusS rbs; K>Rb énK>G>C>x nigsmasPaK smasPaKrg 2> eFVIeGayRbesIreLIgnUvkarGnuvtþn_kargarrbs;buKÁlik tYnaTI nigParkic©rbs;BYkeK 3> kMNt;esckþIRtUvkarsMrab;karGPivDÆn_buKÁlik 4> kMNt;bBaðanana kñúgRbB½n§RKb;RKgbuKÁlik

2 nItiviFIénkarvaytMél 2>1 Bt’man sMrab;karvaytMélkarGnuvtþn_kargarrbs;buKÁlik eKKYrerobcMkarRbCMumYyrvag PLG/GTZ RbFan GnuRbFan K>Rb/ elxaGcié®nþy_ RbFanrbs;GgÁPaBeRkamcMNuHrbs; K>Rb edIm,ICMrabCUnBIeKalbMNg TMrg;EbbbT nigTMrg;nana kñúgkarvaytMél . bnÞab;BIkarRbCMuenH smaCikGcié®nþy_rbs; K>Rb b£smasPaK samasPaKrgnImYy² nwgbBa¢ÚnBt’maneTA buKÁlikTaMgGs; tamry³karerobcMkarRbCMumYy b¤tamry³sMbuRt . 2>2 karvaytMélxøÜnÉg buKÁliknImYy²RtUveFVIkarvaytMéledayxøÜnÉg. TMrg;kñúgkarvaytMéledayxøÜnÉg KWdUcTMrg; EdleRbIR)as; edayRkumvaytMélEdr . lT§plEdlTTYl)anBIkarvaytMéledayxøÜnÉg nwgRtUveRbIR)as;Ca ÉksareyagsMrab;karBiPakSarbs;RkumvaytMél edIm,IeFVIesckþIsMerccitþCacugeRkay . dMeNIrkarenHKW edIm,IGnuBaØtieGaybuKÁlikeFVIkarvas;Evg nigbeBa©jnUvmti GMBIkargarrbs;xøÜn Edl)anGnuvtþ . smaCikbuKÁlik mñak;² bMeBjTMrg; nigGas½ydæan ehIydak;enAkñúgRbGb;sMbuRtbiTCit epJICUneTA K>Rbb¤smasPaK smasPaKrg rbs;xøÜn sMrab;RkumvaytMél . 2>3 smasPaBRkumvaytMél RkumvaytMélrYmmansmaCikGcié®nþy_rbs; K>Rb ¬b¤RbFansmasPaK smasPaKrg enAeRkamcMNuH K>Rb¦ GnuRbFan K>Rb k¾GaccUlCasmaCik ¬krNIelIkElg¦ nigtMNagmkBIkmµviFIPLG/GTZ mñak; ¬GacCa

91

GnuRbFan kmµviFI buKÁlikNamñak; Edl)aneRCIserIs¦ . CasMNUmBr KYrbBa©ÚlsmaCikmñak;eTotkñúg RkumvaytMél EdlCaTIRbwkSarbs;kmµviFI PLG/GTZ eFVIkarenAGgÁPaBbec©keTsrbs;vis½yb¤GgÁPaB EdlBak;B½n§ . ]TahrN_ ebIsinCaRkumvaytMélbuKÁlikrbs;GgÁPaBhirBaØvtßú rbs; K>Rb CMnYykarPLG EpñkhirBaØvtßú KYrRtUv )anGeBa¢IjeGaycUlrYm edIm,Ipþl;RbwkSa dl;RkumvaytMél . 2>4 karRKb;RKg¼ karBinitüeLIgvijrbs;RkumvaytMél eKalbMNgsMxan;mYy énkarBinitükarRKb;RKgeLIgvij KWCaParkic©rbs;GñkRKb;RKg edIm,IQandl; karÉkPaBelIbuKÁlikTaMgLay EdlnwgRtUvpþl;Gnusasn_ eGaybnþkargareLIgvij karbNþúHbNþalbnþ b¤karrMsayBIkargar . enAeBlTTYl)annUvTMrg;vaytMél Edl)anbMeBjBIsmaCikrbs;RkumvaytMélnImYy² smaCikGcié®nþy_rbs; K>Rb bBa©ÚlBinÞúBitR)akdrbs;buKÁliknimYy² eTAkñúgtarag ¬dUcmanxageRkam¦ . smaCikGcié®nþy_erobcMkarRbCuMCamYysmaCikRkumvaytMélTaMgGs; edIm,IFananUvPaBRtwmRtUv enAkñúgkar vaytMél nigkardak;BinÞú nigQaneTAdl;karÉkPaBelIGnusasn_ ¬EdlRkumvaytMélbMeBjenAkUeLancug eRkayrbs;taragbUksrubBinÞúBitR)akd¦ . smaCikGciéRnþbBa¢Úntarag edayPa¢b;CamYynUvlixitmYy Bnül;GMBIlT§pl énkarBinitü eLIgvijelIkarGnuvtþn_kargarrbs;buKÁliknImYy² CUnRbFan¼GnuRbFan K>Rb edIm,IGnum½t . ebIsincaM)ac; elxaGcié®nþnwgbgðajvijBIlT§pl énGnusasn_elIbuKÁlikmñak;² enAeBlRbCMu K>Rb muneBlGnum½t . 2>5 karBinitüeLIgvijrbs; K>Rb enAeBlEdlTTYl)anlixit Bnül;erobrab;BIlT§plénkarvaytMélkarGnuvtþn_kargar rbs;buKÁlik mñak;² BIsmaCikGcié®nþy_ RbFan¼GnuRbFan K>Rb nwgBinitüeLIgvij ehIyGnum½telIGnusasn_ . bnÞab;mk RbFan¼GnuRbFan K>Rb nwgecjlixitmYy edIm,ICUnBt’mandl;buKÁlikmñak;² GMBIlT§plrbs;BYkeK ¬dUcCakar bnþkic©snüa b¤karrMsayBIkargarCaedIm¦ . buKÁlikTaMgGs;nwgman»kaskñúgkareFVIkarkarBar nigBnül;dl; fñak;RKb;RKg b¤k¾RkumvaytMélelIlT§pl EdlxøÜnmineBjcitþ . 3> TMrg;énkarvaytMél manTMrg;4 sMrab;eRbIR)as;kñúgkarBinitüemIleLIgvijnUvkarGnuvtþn_kargarrbs;buKÁlik K>Rb/ smasPaK nigsmasPaKrg . TMrg;TI1 KWRtUvbMeBjedaysmaCikbuKÁlikmñak;² edIm,IeFVIkarvaytMélpÞal;xøÜn TMrg;TI2 KWRtUvbMeBjedayTIRbwkSabec©keTs TMrg;TI3 KWRtUvbMeBjedayRbFanEpñk/ smasPaK nigsmasPaKrg nigTMrg;TI4 KWRtUvbMeBjeday RkumvaytMélrYm. TMrg;TaMgbYnenHmanlkçN³dUcKña manEpñksMxan;² 5 EdlRtUvykcitþTukdak;kñúg karvaytMélenH ¬sUmemIlcMNuckñúgTMrg;xageRkam¦ . EpñknImYy² EbgEckCa 4 eTA 5 cMNuc ehIycMNucnImYy² manBinÞú BI 4 eTA 5 . EpñknImYy²manBinÞúsrubcMnYn 20 . BinÞúsrubsMrab;TaMg 5 Epñk KW 100 . 3>1 CMnajbec©keTs ¬4 BinÞú¦ TMhMéncMeNHdwgbec©keTs EdlbuKÁlik)aneRkbykrhUtdl;eBjbc©úb,nñ nigkMriteCaKC½y EdlTTYl

92

)an enAeBlEdleKGnuvtþ eRbIR)as;cMeNHdwgTaMgenaHeTAelIkargarrbs;BYkeK . ¬1>1¦ epþatelIcMeNHdwg nig nigkaryl;dwg rbs;buKÁlikmñak;² Tak;TgnwgCMnajbec©keTsrbs;BYkeK . ¬1>2¦ buKÁlik K>Rb mñak;² caM)ac; RtUvmanCMnajsMrbsMrYl edIm,IGnuvtþkargarrbs;BYkeK RbkbedayRbsiT§PaB ¬cMNucenHmansar³sMxan;sMrab; RKb;GgÁPaBTaMgGs;enAkñúgK>Rb nigsmasPaK smasPaKrg¦ . ¬1>3¦ lT§PaBkñúgkarbeBa©j KMnit)anc,as;las; nigkarsresr)anRtwmRtUv . ¬1>4¦ karbgðaj ³ lT§PaBkñúgkarbeBa©jmti tamry³karniyay)anc,as;las; RtwmRtUv nigman RbsiT§PaB . cMNucnimYy² kñúgcMNucTaMg 4 manBinÞú 5 ehIyBinÞúsrubKW 20 . 3>2 KMnitpþÜcepþIm ¬4 BinÞú¦ lT§PaBeRbIR)as;kñúgkarkat;esckþI begáItnUvdMeNaHRsay elIbBaðanana nigcat;viFankar Edl)anBIKMnit pþÜcepþIm kñúgkMritmYysmRsb edIm,IGnuvtþCMnajnanarbs;BYkeK . ¬2>1¦ epþatkarykcitþTukdak;elIlT§PaB EdlykmkeRbIR)as;kñúgkarkat;esckþI kñúgkargarrbs;xøÜn enAeBlEdlCYyGñkPUmi b¤KN³kmµakarmUldæan . ¬2>2¦ mansmtßPaBeFVIkargaredayÉkraC nig ¬2>3¦ manlT§PaBkñúgkaredaHRsaybBaða edayKMnitécñRbDit x<s; . ¬2>4¦ kMriténKMnitpþÜcepþImkñúgkarGnuvtþn_CMnajrbs;xøÜn edaymanGnþraKmn_tictYcBITIRbwkSarbs;xøÜn nigmankarCYyKaMRTtictYcEpñkCMnajsMrbsMrYlBICMnYykarPLG/GTZ . cMNucnimYy² kñúgcMNucTaMg 4 manBinÞú 5 ehIyBinÞúsrubKW 20 . 3>3 karTMnak;TMng ¬4 BinÞú¦ ¬3>1¦ lT§PaBsþab; enAkñúgGgÁRbCMuRkum b¤kñúgdMNak;kaleFVIkargarNamYy b¤karerobcMkarRbCMu sMrbsMrYlCamYyGñkPUmi nigKN³kmµkarmUldæan . ¬3>2¦ lT§PaBkñúgkareRbIR)as;PasasmRsbCamYy GñkPUmi nigKN³kmµakarmUldæan . ¬3>3¦ lT§PaBkñúgkarEbgEckkargar dl;GñkeRkambgÁab; GñkPUmi nigéd KUkargar EdlBak;B½n§ . ¬3>4¦ CMnajpSBVpSay ³ lT§PaBkñúgkarpSBVpSayBt’mantammat; nigkarsresr dl;GñkPUmi nigKN³kmµakarmUldæan edayRbsiT§PaB . cMNucnimYy² kñúgcMNucTaMg 4 manBinÞú 5 ehIBinÞúsrubKW 20 . 3>4 TMnak;TMngpÞal;xøÜn nigGnþrkmµCamYyshKmn_mUldæan ¬4 BinÞú¦ lT§PaBkñúgkarbegáIt nigEfrkSaTMnak;TMngkargar)anl¥ CamYymitþPtþi GñkdwknaM nigGñkPUmi . ¬4>1¦ epþatkarykcitþTukdak;elIGtþcarik nigGakb,kiriya eFVIkarCamYyédKU nigGñkPUmi . ¬4>2¦ vaytMélkMriténkar cUlrYm . ¬4>3¦ PaBpSaM eTAnwgmCÄdæankargar nig ¬4>4¦ PaBecHbt;EbneTAtammCÄdæankargar TaMgkargar kñúgRkum nigkargarenAfñak;PUmi XMu nigRsuk . ¬4>5¦ vaytMéllT§PaB kñúgkareFVIkargarCaRkum . cMNucnimYy² kñúgcMNucTaMg 4 manBinÞú 5 ehIBinÞúsrubKW 20 . 3>5 karRKb;RKg nigkarebþCaJcitþ ¬4 BinÞú¦ ¬5>1¦ KuNPaBkargar ³ epþatelIkargarbuKÁlikGnuvtþ)anl¥ karkat;esckþI)anRtwmRtUv smRsbtam sþg;da nigeTAtameBlevlamankMrit . ¬5>2¦ vaytMélelIkMritlT§PaB kñúgkarEbgEckkargar eTAsmaCik

93

kñúgRkum EdlBak;B½n§ ¬ebIman¦ b¤GñkEdleFVIkarCamYy . ¬5>3¦ Parkic© ³ PaBerobcMxøÜneRsc)ac; kñúgkarTTYl yknUvkargarepSg² . ¬5>4¦ kareKarBeBlevla ³ mkeFVIkarTan;eBlevla nigmanlT§PaBPaKeRcIn kñúgkar sMercnUvkargarEdlRbKl;CUn RsbtameBlevlamankMrit . ¬5>5¦ lT§PaBkñúgkarRtYtBinitü ³ epþatelI lT§PaB nigPaBerobcM kñúgkarRtYtBinitükargarrbs;xøÜn Edl)anRbKl;CUn . cMNucnimYy² kñúgcMNucTaMg 4 manBinÞú 5 ehIBinÞúsrubKW 20 . 4> Éksareyagnana kñúgkarvaytMél Éksareyag¼sMPar³bEnßmnana EdlKYrykmkeRbIR)as; kñúgkarBnitüeLIgvijkarGnuvtþn_karrbs; buKÁlik mandUcteTA ³

1> tYnaTI nigParkic© b¤ÉksareyagsþIBIkargar 2> eKalneya)ayGPivDÆn_buKÁlik 3> c,ab; niglkçnþik³buKÁlik ¬ebIman¦ 4> kic©snüabuKÁlik 5> karvaytMélpÞal;xøÜn

enHKWCaTMrg;TUeTArYmmYysMrab;eFVIkarvaytMélkargarrbs;buKÁlik. eTaHbICaTMrg;enHRtUv)an eRbIR)as; sMrab;mRnþIxusKñak¾eday xøwmsarenAkñúgtaragmanGtþn½ydUcKña. TMrg;;EbbbTvaytMél eQµaH ³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> muxtMENg b¤zan³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> TTYlbnÞúkelIkic©kar³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> éf¶ExqñaMcUlbMerIkargar³ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> ry³eBlEdlRtUvBinitüeLIgvij³ BI >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> dl; >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> lr cMNucEdlRtUvvaytémø sUmKUsEtcMnucEdl smRsb 1 CMnajbec©keTs BinÞúGtibrma 20

1 2 3 4 5

1-1 cMenHdwg nig kMrit énkaryl;dwgelIkic©karedayxøÜnÉg 1-2 CMnajxagsRmbsRmYl 1-3 CMnajxageFIVr)aykarN_nigkarsresr 1-4 CMnajxagkareLIgbgðaj

2 KMnitpþÜcepþIm BinÞúGtibrma 20 1 2 3 4 5

94

2-1 lT§PaBkñúgkareRbIR)as;karvinicä½y 2-2 PaBm©as;karelIkargar 2-3 manKMnitkñúgkaredaHRsaybBaða 2-4 kMriténkarpþÜcepþImKMnitedIm,IGnuvtþkargaredayxøÜnÉg

3 kargarTMnak;TMng BinÞúGtibrma 20 1 2 3 4 5

3-1 CMnajxagsþab; 3-2 kMriténkareRbIR)as;Pasa 3-3 CMnajkñúgkarsnÞnaCamYymUldæan 3-4 CMnajxagpSBVpSay

4 TMnak;TMngpÞal;xøÜn nigkarR)aRs½yTak;TgCamYyshKmn_ BinÞúGtibrma 20 1 2 3 4

4-1 Gakb,kiriya nig criya 4-2 karcUlrYm 4-3 karbnSaMxøÜn 4-4 karbt;Ebn 4-5 lT§PaBeFVIkargarCaRkum

5 karRKb;RKg nigkarykcitþTukdak;cMeBaHkargar BinÞúGtibrma 20 1 2 3 4

5-1 KuNPaBkargar 5-2 lT§PaBkñúgkarepÞrsiT§i 5-3 karTTYlxusRtUv 5-4 kareTogTat;eBlevla 5-5 lT§PaBxagRtYtBinitü

srubBinÞúCak;Esþg srubBinÞúGtibrima 100 eyabl;eday³ ¬GñkvaytMél¦ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> htßelxarbs; ¬GñkvaytMél¦ >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

taragKMrUsMrab;bUksrubBinÞúBitR)akdsMrab;buKÁlikTaMgGs; l>r eQµaHbuKÁlik TA RbFan¼

smasPaK Rkumvay tMélrYm

mFümPaK vaytMél pÞal;xøÜn

Gnusasn_ ¬CamYynwgkar ÉkPaB edayRkumvaytMél¦

95

1 eQµaH 1 70 78 80 76 90 bnþkic©snüa bNþúHbNþalbEnßm

2 eQµaH 2 55 50 45 50 70 rMsayBIkargar kartamdankarGnuvtþn_Gnusasn_ taragsMrg;BinÞúsrubCak;EsþgxagelIbgðajeyIgnUvkarGnuvtþn_kargarrbs;buKÁlikmñak;² CaPaK ryénBinÞúsrubGtibrima 100 ehIynigEbgEckBinÞúdac;BIKña sMrab;PaKIdak;BinÞúénKN³kmµkarvaytMél. PaKrykan;Etx<s; bgðaj[eXIjBIkarGnuvtþn_kargarrbs;buKÁlikenaHkan;Et)anl¥. edIm,IbuKÁlikGac manlT§PaBkñúgkarTTYlkic©snüafµICamYyKMerag eKRtUv)anBinÞúCamFümya:gehacNas; 50° Edl bgðajtamry³karvaytMél. cMeBaHbuKÁlikEdl)anBinÞúvaytMélrvag 50° nig 60° viFankarBiess KYrRtUv)ancat;eFVIeLIg edIm,IeFVIkarEklMGkarGnuvtþn_kargarrbs;eKkñúgéf¶GnaKt. CaTUeTA manGnusasn_¼esckþIsMercRtwmEt 2 bu:eNÑaHKW ³

• TI1 KWGnusasn_¼esckþIsMercfa rkSabuKÁlikeGaybnþkic©snüarbs;xøÜn ¬>50°¦ edaypþl;kar bNþúHbNþalbEnßmeTABYkeK ¬>50° nig <60°¦ nig¼b¤pþl;»kasBYkeK)aneLIgfan³CaedIm ¬>90°¦.l. nig

• TI2 KWGnusasn_¼esckþIsMercfa bBa©b;kic©snüakargarrbs;bukÁlikBIKMerag smasPaKnImYy² RtUvTTYlxusRtUvkñúgkartamdankarGnuvtþn_esckþIsMercEdl)anBIkarvay

tMélbuKÁlik. RbFansmasPaKGaceRbImRnþIbegÁal M&E edIm,IRbmUlBt’manEdlBak;B½n§. RbFan smasPaKKYrbgðajlT§plskmµPaBtamdankñúgeBlRbCMu ExCom min[elIsBI 6 Ex bnÞab;BIkarvay tMél. kareFVIbgðajKYrEteRbIR)as;TMrg;EbbbTdUcKñanwgtaragxagelI ¬taragBinÞúCak;Esþgrbs;buKÁlik¦ edaybEnßmkUeLan mYyeTotsMrab;bMeBj Bt’mantamdanelIGnusasn_. eFVIdUcenH nwgnaMeGay kan;Etc,as;las;fa etIskmµPaBEdl)aneRKageFVIkMLúgeBlvaytMélbuKÁlik )anedaHRsayedayfñak; RKb;RKg)ankMritNa. bnÞab;BIkarbgðajenAkñúg ExCom smaCikGciéRnþy_ nwgTTYlxusRtUvkñúgkarbBa©Úl taragtamdanBIsmasPaKnImYy² [eTAkñúgtaragEtmYy. enAeBlbgðajBt’mantamdan taragnwg eqøIytbeTAnwgsMnYrdUcxageRkam³

• etIbuKÁlikenH)anbBa©b;kic©snüaehIyb¤enA? RbsinebIminbBa¢b; etIKat;enAbnþkargar nigTTYl R)ak;]btßmÖBI CBRDP Edrb¤eT?

96

• RbsinebIKat;enAEtbnþkargarCamYyKMerag etIKat;mankic©snüafµIb¤eT ehIymanry³eBl yUrbu:nµan? nigehtuGVI?

• etImanGVIekIteLIgbnÞab;BImankarbBa©b;kic©snüafµIEdlmanry³eBlticCag 6 Ex? ExCom CaGñkTTYlxusRtUvkñúgkarCUndMNwgeTAGgÁPaBKaMRTKMerag GMBIviFankartamdan niglT§plénesckþIsMerc)anBIkarvaytMélbuKÁlik.

5/2-RtYtBinitükarGnuvtþn_kargarrbs;sßab½nedayeRbIviFIsaRsþ SWOT Epñk 5>2 Tak;TgnwgkarRtYtBinitükarGnuvtþn_kargarrbs;sßab½nrbs;édKUGnuvtþ. xN³Edlkar

ksagsmtßPaBmRnþImñak;² eFVIeGayRbesIreLIgnUvcMeNHdwg CMnaj nig\riyabT eKminGacfavamankar EklMGRbsiT§PaB nigRbsiT§plénkarpþl;esvakmµrbs;GgÁkar nigsßab½ndl;ksikr)aneLIy. ehtudUecñHehIy karBRgwgsßab½n nigGgÁkar caM)ac;nUvkarykcitþTukdak;CaBiessedIm,IsMerc[)annUv eKalbMNgrbs; KMerag CBRDP/RDP kñúgkarpþl;esvakmµdl;RkumeKaledARbkbedayRbsiT§PaB nigRbsiT§pl. edaysar yuT§saRsþGnuvtþn_kargarrbs; CBRDP/RDP Ep¥kelIPñak;garmUldæan vaCakarcaM)ac;kñúgkarBRgwgPñak;garTaMgenH -CaEpñkmYyd¾sMxan;énGnþraKmn_KMerag- nigeFVIkarRtYtBinitü faetIsßab½nGPivDÆn_rbs;eyIg naMmknUvlT§plEdleyIgcg;)anb¤eT.

karGnuvtþn_kargarrbs;GgÁkar nigsßab½nEdlmankarEklMGKWCalT§plmYy ¬output¦ rbs; KMeragenAkMritGnþrkarI ¬Pñak;garGnuvtþdUcCa ExCom nigsamImnÞIr¦ b:uEnþminEmnsßitenAkMritRkum eKaledA ¬ksikr/ GñkPUmi nigRkumRbwkSaXMu¦eLIy.

eKalbMngénRbB½n§RtYtBinitü-vaytMélenH Ca]bkrN_mYysMrab;RtYtBinitükarGnuvtþn_kargar rbs;sßab½n eBalKWCakarviPaKtamviFIsaRsþ SWOT . xageRkamenH CakarbriyayBI]bkrN_enH Edl GgÁkar sßab½n b¤k¾GgÁPaBtUc²RtUv)anvaytMéleTAelI PaBxøaMg PaBexSay »kas nigkarKMramkMEhg.

snÞsSn_ EdlBak;B½n§CamYynwgkarGnuvtþn_kargarrbs;sßab½n sMrab;smasPaK nigsmasPaK rg TaMgGs; ¬1>4/ 3>7/ 4>7 nig 5>7¦ CaeKalkarN_ eKGacsresrerobrab; dUcxageRkamenH ³ sßab½nTaMgLay GnuvtþkarvaytMéledayxøÜnÉg ¬rab;TaMg lT§plénkarvaytMélkareBjcitþrbs;Gñk TTYlpl¦ elIkarRKb;RKgépÞkñúg nigkarGnuvtþn_karpþl;esvakmµnanarbs;BYkeK (SWOT) ehIy tamdanelIlT§plrbs;xøÜn ¬cMNucxVHxatcMnYn 50° éncMNucxVHxatTaMgLay Edl)ankMNt; RtUv)anedaHRsayenAkñúgry³eBl 6 Ex eRkaykarvaytMéledayxøÜnÉgenaH¦ .

etIkarerobrab;enH mann½yy:agdUemþc?

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snÞsSn_xagelIenH mann½yfa mantMrUvkar 2 sMrab;karRtYtBinitü dUcxageRkamenH³ • GgÁkarédKUGnuvtþn_nImYy² ¬]TahrN_ ExCom, smasPaKTaMgLay .l.¦ nig¼b¤RkumtUc²

¬]TahrN_ LAU, kariyal½yGPivDÆn_Rsuk kariyal½yksikmµRsuk .l.¦ eFVIkarqøúHbBa©aMg eTAelIkarRKb;RKgépÞkñúgrbs;BYkeK enAkñúgkMLúgeBlsikçasalamYy edayeRbIR)as;viFIsaRsþ (SWOT) nigCaBiesskarviPaK cMNucxVHxatTaMgLay enAkñúgkarpþl;esvakmµnanaeTAkan; RkumeKaledA .

• dMeNaHRsayCayuT§saRsþ cMeBaHcMNucxVHxatTaMgLay Edl)ankMNt; RtUv)aneFVIeLIg nig Gnuvtþkñúgry³ eBlcMnYn 6 Ex bnÞab;BIsikçasalaenHeTA .

5>2>1-RbvtiþénkarviPaKtamrebob SWOT

rebobviPaK SWOT enH minEmnmanRtwmeKaledAEsVgrkBt’man Etb:ueNÑaHenaHeT rebobenH k¾cg;begIánkaryl;dwgpgEdr GMBIbBaðaEdlmanRsab; nigelIkkMBs;KMnitpþÜcepIþmnana edIm,IeGayGñkcUl rYmTaMgLay GacÉkPaByl;RBm kñúgkarrYmKñaedaHRsaybBaðaTaMgenaH . b:uEnþrebobenH mincg;bBaÄb; RtwmEtkaredaHRsaybBaðaEtmYyKt;enaHeT . karGPivDÆn_ KWCadMeNIrkarmYy ehIyviFIsaRsþGPivDÆn_ RtUvEtepþateKaledAeTAelIkarbegIátdMeNIrkarmYy EdlnaMmknUvkarGPivDÆn_ . viFIsaRsþ SWOT enH KWBwgEp¥keTAelIsniTanPaBdUcxageRkamenH³

• CIvit KWCalMdab;lMedaymYyénskmµPaBTaMgLay enAkñúgGtItkal bc©úb,nñkal nigGna Ktkal . skmµPaBenH RtUvekIteLIgcMeBaHbuKÁlTaMgLay k¾dUcCaCIvitrbs;GgÁkarTaMgLay dUecñaHEdr . skmµPaBEdl)anTTYleCaKC½y kalBIGtItkal TMngCanwgRtUv)ancgcaM . eyIg )anehAskmµPaBenH faCa PaBxøaMg rbs;eyIg ¬PaBeCaKC½y smiT§pl .l.¦ eTaHbICa eyIg)andwgfakMriténPaBeCaKC½yenH GacnwgminmancMnYn 100° ehIybuKÁlepSg²Kña Gacvinic½äyGMBIPaBeCaKC½yenHxus²Kñak¾eday.

• skmµPaBepSg²eTot enAkñúgGtItkal )anbgðajfamankarbraC½y kMhus kgVHxat.l. eyIgehA skmµPaBenH faCa PaBexSay rbs;eyIg .

• enAeBlEdleyIg GacbnþksagcMNucxøaMgrbs;eyIgCabEnßmeTAeTotenaH ehIyedIm,I)ansMerc PaBeCaKC½yrbs;eyIg eyIgGaceRbIR)as; »kas ¬sMNag skþanuBl¦ EdleyIgmansMrab;kar EklMGnana)an .

98

• PaBexSay GacmineFIVeGayeyIg maneRKaHfñak;eRcIneBkeT RbsinebIeyIg dkRsg;bTBiesaF n_eronsURtBIPaBexSayTaMgenaH ehIyecosvagvaenAkñúgéf¶GnaKt . b:uEnþ RbsinebIeyIg beNþayeGayPaBexSayTaMgenaH ekIteLIgCajwkjab;enaH vanwgkøayeTACa karKMramkMEhg ¬eRKaHfñak; ]bsKÁ nigkarraMgsÞH¦ cMeBaHeyIg ehIyeyIg minGacsMerc)annUveKalbMNg rbs;eyIg)aneT RbsinebIeyIg min)anBüayamBuHBarCMnH elIkarKMramkMEhgTaMgenaH . enAeBlEdleyIg viPaKeTAelIkarKMramkMEhgTaMgenaH eyIg EtgEtrkeXIjfakarKMramkMEhg rbs;eyIgPaKeRcInenAkñúgsBVéf¶enH )anekIteLIg BIeRBaH eyIg min)aneFIVeGayFUrRsaldl; PaBexSayTaMgLayenAkñúgeBlGtItkal. PaBexSay TaMgenH )ansuIeBlevla nigR)ak;kak; CaeRcIn enAkñúgeBlGtItkal nigbc©úb,nñkal. sMNYr )an ekIteLIgfaetI manlT§PaB edIm,IBuHBarCMnHeTAelIPaBexSayrbs;eyIg)anEdrb¤eT. bBaða enH KWecjBIkaryl;dwgGMBI PaBexSayTaMgenHÉg rab;TaMgbuBVehtu nigplrbs; PaBexSayTaMgenaHpgEdr ehIybnÞab;mk RtUvkat;bnßy ecosvag b¤lubbM)at; PaBexSayTaMgenaHecal. eFIVrebobenH eyIgGacsnSMeBlevla R)ak;kak; nigRbPBFnFanepSg²eTot)an. b:uEnþkarsnSMeBlevla R)ak;kak; nigRbPBFnFanTaMgenaH KWRKan;EtCaGtßRbeyaCn_mYyEtb:ueNÑaH. eyIgGacTTYl )anplRbeyaCn_ kan;EteRcInEfm eTot edayeFIVkarvinieyaKGVIEdlsnSM)anTaMgenaH enAkñúgskmµPaBfIµ²TaMgLayvij Edlman »kaseRcInkñúgkarTTYleCaKC½y.

düaRkaménkarviPaKtamrebob SWOT GtItkal bc©úb,nñkal GnaKtkal PaBxøaMg PaBeCaKC½y nigsmiT§plTaMgLay EdleyIg manbTBiesaFn_kalBIGtItkal

»kas »kas skþanuBl eKalbMNg EdleyIgman sMrab;karEklMGeTAéf¶GnaKt

PaBexSay karbraC½y kMhus kgVHxat EdleyIg manbTBiesaFn_kalBIGtItkal

karKMramkMEhg eRKaHfñak; ]bsKÁ karraraMg enAelIpøÚvrbs;eyIg eq<aHeTAkan;GnaKtkalmYyd¾RbesIr

99

eKalKMnitCamUldæanénviFIsaRsþ SWOT enH RtUv)aneKbriyaylMGitenAkñúgCMhanCaeRcIn Edl)anerobcMeLIgedIm,IykcitþTukdak;xøaMgeTAelIkarBiPakSa nigrcnasm<½n§énkarBiPakSa QaneTAdl; karyl;dwgrYmKñamYyGMBImUlehtu nigpl ehIy ÉkPaBKñaeTAelIviFankarEdlRtUvGnuvtþedaynrNa mñak; kñúgkarkMcat; b¤kat;bnßybBaða. dUecñHviFIsaRsþ SWOT qøgkat;y:agRbesIrcab;BIkarviPaKbBaða rhUtdl;kareFVIEpnkarnigkarEbgEckParkic©TTYlxusRtUv.

viFIsaRsþenH RtUv)aneRbIR)as;sMrab;kargarGPivDÆn_ cab;taMgBIedImTsvtSr_qñaM 1990 enAkñúgkar BiPakSaKñaenAfñak;PUmi nigenAkñúgsßanIyRsavRCavksikmµ enAkñúgbNþaRbeTsmYycMnYn .

karelIkkMBs;\riyabf nigsmtßPaBrbs;sikçakam KWCaTisedAkNþalEtmYyKt;énkarKaMRT eGaymankarcUlrYm nigkarpþÜcepþImCYyxøÜnÉg- KWCaTisedAmYyEdleFVIeGaymankarcab;epIþmdMeNIr kar. sMxan;CagenHeTAeTotKWRtUvrkSadMeNIrkareGaymancIrPaB ³ tamry³karbegáIteGayman dMeNIrkareronsURtCaGciéRnþy_mYyEdleFVIeGaysikçakamGacedaHRsaybBaða EdlBYkeK)ansÁal; )ankan;EtRbesIreLIg RBmTaMgbegáInnUvÉkraCüPaB. dMeNIrkarenHRtUvbBa©ÚlKñanUvEpñkcMnYn 5 KW karelIkkMBs;karyl;dwg karBiPakSaelIkaredaHRsaybBaða kareFVIEpnkardMeNaHRsay karGnuvtþn_ nigkarqøúHbBa©aMg. EpñknImYy²RbEhlCacaM)ac;eGaymanCMnYyBIxageRkA. dMeNIkarenHminGacbegáIt eLIgRsYl² edayRKan;EtENnaMelIviFIsaRsþsmrmüenaHeT vacaM)ac;karERbRbYlEpñkvb,Fm’ karrYm bBa©ÚlKñanUvKMnitfµI nigtMlaPaB kareRbIR)as;fµI²elIbTBiesaFn_ nigkgVHxat nigGarmµN_énkarTTYl xusRtUvsMrab;GñkdéT. karpøas;bþÚrminGacedaHRsay)anedayKµan]bkrN_smrmüeLIy. bu:Enþman Et]bkrN_k¾minRKb;RKan; edIm,IeFVIkarpøas;bþÚrEdr. RsedogKñaEdr karcUlrYmGacRtUvEt)an eKeFVIeGay maneLIg RbsinebImanviFIsaRsþeFVIkarsmrmü k¾bu:EnþkarGnuvtþn_viFIsaRsþcUlrYm minnaMedaysV½yRbvtþi eTArk\riyabfEdleFVIeGaymankarcUlrYmeLIy. dMeNIrkarGPivDÆn_mYy {cab;BIfñak;eRkam} RtUvkar caM)ac;nUvKMeragtUc² nigviFIsaRsþcUlrYmpgEdr bu:EnþvanwgmancIrPaB RbsinebIvb,Fm’énkareronsURtRtUv )aneKeFVIeGaymaneLIg.

5>2>2-karviPaKtamrebob SWOT CaviFIsaRsþd¾sMxan; sMrab;karRtYtBinitükarGnuvtþn_ kargarrbs;sßab½n

rebobviPaKEbb SWOT KWCa]bkrN_eFIVkargarmYy sMrab;GgÁkarTaMgLay b¤Epñkén]bkrN_ enH KWsMrab;karvaytMéledayxøÜnÉg . CamUldæan mnusSrbs;GgÁkarmYy mkcUlrYmenAkñúgsikçasala mYy ehIyBiPakSa nigviPaKGMBIsßankarN_rbs;BYkeK enAkñúgrgVg;GgÁkarrbs;xøÜn . rebobviPaKEbb

100

SWOT enH GacRtUv)an eRbIR)as; sMrab;GgÁkarFM²TaMgLay ¬]TahrN_ mnIÞrksikm µ¦ GgÁkarxñat mFüm ¬]TahrN _ ExCom¦ b¤GgÁkarxñattUc ¬]TahrN_ RkumsMrbsMrYlfñak;RsukmYy¦ . vaKWCakar sMxan; EdlGñksMrbsMrYl manbTBiesaFn_mñak; naMpøÚvkñúgdMeNIrkarénkarviPaKEbb SWOT enH .

manmeFüa)ayeRcIny:ag elIrebobsMrbsMrYldMeNIrkarvaytMélGgÁkarmYyedayxøÜnÉgenH ehIyRkumGñk sMrbsMrYl EdlFøab;)anCYbRbTHviFIsaRsþenH nigFøab;dwgsßanPaBenAkñúgmUldæanenaH nwgeRbIR)as;viFIsaRsþenH)an edayGacpøas;bþÚreTAtamkal³eTs³ . viFIsaRsþenH k¾GacRtUv)an eRbIR)as;edayKUbpSMCamYynwg ]bkrN_epSg²eTot ¬dUcCa³ düaRkam Venn EdlykBI]bkrN_rbs; PRA .l.¦ .

CMhanTaMgLayxageRkamenH )anbgðajfaGacnwgmaneCaKC½y enAeBlcab;epIþmeFVIkarviPaK ehIyRtUv)an esIñeLIgfaCacMNuccab;epIþmmYy sMrab;GgÁkarédKUrbs; CBRDP enH ¬1 éf¶ sMrab; GgÁkarxñattUc² nig 2 éf¶ sMrab;GgÁkarxñatFM²¦³ CMhanTI 1³ karENnaMGMBIsikçasalasIþBIrebob SWOT

• GñksMrbsMrYl Bnül;GMBIeKalbMNg ¬edIm,IEklMGesvakmµrbs;GgÁkarrbs;eyIg edayeFIVkar viPaKedayxøÜnÉgeTAelIcMNucxøaMg¼PaBeCaKC½y nigcMNucxVHxat¼braC½y »kas¼skþanuBl rbs;eyIg sMrab;karEklMG nigkarKMramkMEhg sMrab;karbraC½y enAkñúgeBlGnaKt .l.¦ .

• GñksMrbsMrYl Bnül;GMBIviFIsaRsþ nignItiviFITaMgLay ¬sUmemIlxageRkamenH¦ CMhanTI 2³ eBjGgÁ³ karbMpusKMnit edaysresrenAelIkat

• etIcMNucxøaMgrbs;eyIgenARtg;NaxøH? etIGIVeTACaPaBeCaKC½yrbs;eyIg kalBIqñaMmun? etI GtifiCnrbs;eyIgcUlcitþGIVEdr cMeBaHesvakmµrbs;eyIgenH? etIGgÁkarrbs;eyIg mandMeNIr karedayRtwmRtUv enAkñúgTidæPaBNaxøH?

• etIcMNucxVHxatrbs;eyIg enARtg;NaxøH? etIGIVeTACakarbraC½yrbs;eyIg kalBIqñaMmun? etI GtifiCnrbs;eyIg mincUlcitþGIVEdr cMeBaHesvakmµrbs;eyIgenH? etIGgÁkarrbs;eyIg minman dMeNIrkareGay)anRtwmRtUv enAkñúgTidæPaBNaxøH?

• karcat;GaTiPaBelIPaBxøaMg¼ PaBexSay³ etIGIVeTACacMNucxVHxatd¾F¶n;F¶rbMput EdlraraMgeyIg mineGaypþl;esvakmµeGay)anl¥eTAeGayGtifiCnrbs;eyIg? etIGIVeTACa {bBaðaCa yuT§saRsþsMxan;²} EdleyIgRtUvEtedaHRsay RbsinebIeyIgcg;EklMGenaH? karcat; GaTiPaBenHmansarsMxan;Nas; eRBaHfaeyIgminGacedaHRsayRKb;bBaðaenA kñúgeBlEtmYy

101

)anenaHeT. eyIgRtUvkardwgnUvbBaðaNaEdlnaMeGayGnþrayF¶n;F¶rbMput dl;karrIkcMerInrbs; KMerag ehIyk¾RtUvkardwgGMBIPaBxøaMgTaMgLayEdlRtUv)aneKeRbIR)as; tictYcbMput . eRkaymk eToteyIgGaceFVIkarsMerccitþ faetIeyIgRtUvcab;epþImBIcMNucNa?

CMhanTI 3³ mtieyabl;tameKalbMNg

mtieyabl;tameKalbMNgKYrRtUv)anpþl;eGay RbsinebIeyIgRtUvkaredaHRsaybBaða Edl eyIgmanGarmµN_faminmansmtßPaBrkdMeNaHRsayeXIjeTenaH. enARtg;cMNucenH eyIgGacehA GñkmanCMnajmkbgðajpøÚveyIgmuneBleyIgbnþkarrkdMeNaHRsaycMeBaHbBaðarbs;eyIg.

• GñkCMnajTaMgLay Gacbgðajmtieyabl;niglT§plnana Edl)anmkBIkarGnuvtþn_ karRtYt Binitü EdlKUsbBa¢ak; nigRsaybMPWøGMBI {bBaðaCayuT§saRsþsMxan;²} edIm,IbgðajpøÚvdl;Gñk cUlrYmTaMgLay sMrab;karBiPakSaKñatamRkumenAkñúgeBlbnÞab;mkeTot eTAelIbBaðaCak;Esþg EdlmantMélCaskþanuBl edIm,IrkeGayeXIjCMerIsCayuT§saRsþ .

• bBaðamYyEdlRtUvbgðajCUn nigBiPakSaKñaenaH GacCalT§plnana mkBIkarvaytMélbuKÁlik RbcaMqñaM . bBaðaepSg²eTot GacCalT§pl mkBIkareFIVGegátCak;lak;nanaelIdMeNIrkarrbs; LTCs ¬kñúgkrNIehdæarcnasm½<n§¦ eTAelIRKUksikr ¬kñúgkrNIksikmµ¦ .l.

CMhanTI 4³ karBiPakSaKñaCaRkum ¬RkummYy sMrab; {bBaðaCayuT§saRsþsMxan;} mYy¦ eyIgGaceFVIkarsMerccitþedaHRsaybBaðaEdlF¶n;F¶rbMputdac;edayELkBIKñaeTAtamRkum.

eyIgk¾GaceFVIkarsMerccitþedaHRsayEtbBaðaNaEdlF¶n;F¶rbMput enAkñúgeBl\LÚvenH ehIyeFVIkarBnüa eBlcMeBaHbBaðadéTeTotsMrab;karRbCuMelIkeRkay b¤GacelIkeTAqñaMeRkay///

• etI»kas¼skþanuBlNaxøH EdleyIg RtUvEtEklMGeTAelIcMNucxVHxat nigksagcMNucxøaMgrbs; eyIg? etIeyIgmanCMerIsCayuT§saRsþGIVxøH? etIeKalbMNg nigyuT§saRsþNaxøH EdleyIg KYrEt edIrtam enAkñúgeBlGnaKt?

• etImankarKMramkMEhg eRKaHfñak; nig]bsKÁGIVxøH EdlGacraraMgeyIg mineGaysMerc)aneKal bMNg nigyuT§saRsþrbs;eyIg? etIeyIgGacCMnHelIvaedayrebobNa?

CMhanTI 5³ kareLIgbgðajlT§pltamRkum enAkñúgvKÁeBjGgÁ nigkarBiPakSa

• Rkumkargar bgðajCUnlT§plrbs;Rkumrbs;xøÜn nigbMPWøbBaðaTaMgLay . • kic©RBmeRBogTaMgLay RtUv)aneFIVeLIgsIþBIviFankarTaMgLayEdlRtUvcat; .

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SWOT KYrRtUv)aneRbIR)as;Edlmankarbt;Ebn nigRsbeTAtamsßanPaBCak;Esþg. vaminRtUv kareGayerobcMeFVIRKb;CMhanenAkñúgeBlRbCuMmYyb¤sikçasalamYyenaHeLIy. eyIgGacmankarRbCuM eRcIndg edIm,IeFVIeGay)anRKb;CMhan. eyIgk¾GacbBa©ÚlCMhanxus²Kñarbs; SWOT pgEdr CamYykar RbCuMbuKÁlikCaeTotTat; edIm,Ikat;bnßyTMgn;kargarbEnßmkñúgkareFVI SWOT .

rebobviPaKEbb SWOT enH KWCaviFIsaRsþmYy EdlmanPaBgayRsYl nigcM²Etmþg sMrab;kar viPaKGgÁkarTaMgLay edayxøÜnÉg . EteTaHCay:agNak¾eday sikçasalaviPaKEbb SWOT enH RtUvkarkarerobcMeGay)anli¥tl¥n; ¬dUcCa TIkEnøg sMPar³Éksar nigFnFan¦ nigkarsMrbsMrYl . enAeBlGnuvtþn_rebobviPaKEbb SWOT enH CaelIkdMbUgenaH karKaMRTxagCMnajÉkeTs KYrRtUv)an sVHEsVgrk sMrab;karsMrbsMrYl . enAelIkTIBIr kargarsMrbsMrYl GacnwgRtUveFIVeLIgedayGñksMrb sMrYlmñak; EdlmanbTBiesaFn_kargar mkBIRkummRnIþrbs; CBRDP ehIyenAelIkTIbI kargarsMrb sMrYlenH GacRtUv)aneFIVeLIgedayGgÁkar EdlkMBugEtGnuvtþn_kareFIVviPaKedayxøÜnÉg enHvij .

karviPaKtamrebob SWOT enH KYrRtUv)aneFIVeLIgCaRbcaMqñaM . karviPaKenH nwgnaMeGay GgÁkarenH eFIVkareRbobeFobGMBIPaBeCOnelOnnaeBlknøgmk EdlCaeKalbMNgd¾sMxan;mYykñúg cMeNameKalbMNgsMxan;²TaMgLay sMrab;karRtYtBinitü .

eBlevlad¾smrmümYy sMrab;karviPaKenH KWCaTIbBa©b;énqñaMRbtibtiþkar . sikçasalaenH KYrEt RtUv)anerobcMeFIVeLIgCabnÞan; muneBleFIVEpnkarRbcaMqñaMsMrab;qñaMRbtibtiþkarbnÞab;mkeTot . lT§pl rbs;sikçasala nwgCaTinñn½ybBa©ÚlmYyd¾mantMél cMeBaHEpnkarRbtibtiþRbcaMqñaM .

5>2>3-kartamdankaredaHRsayral;cMNucexSay karGnuvtþn_viPaKtamviFIsaRsþ SWOT vaRKan;EtCaEpñkdMbUgb:ueNÑaH EtEpñkmYyeTotenaH KWkar

Gnuvtþn_dMeNaHRsayelIlT§plEdl)anBIkarviPaK SWOT. drabNaKµanviFankartamdanRtUv)an Gnuvtþ vaKµankarEklMGCadMukMPYnenA kñúgkarGnuvtþn_kargarrbs;GgÁkarGacRtUv)aneyIgrMBwgTuk b¤k¾ RtUv)anRtYtBinitüeLIy. ehtudUecñHehIy vaCakarsMxan;kñúgkarRtYtBiniütamdannUvlT§plénkarviPaK SWOT .

karviPaK SWOT Cak;Esþg RtUv)anbBa©b;edaykarkMNt;dMeNaHCayuT§saRsþ EdlkarGnuvtþn_ dMeNaHenaH caM)ac;RtUveKRtYtBinitü. ehtudUecñH GñkRKb;RKgRtUvraykarN_CUneTA ExCom ¬nigBI ExCom eTAGPi)alextþ¦ ya:gticNas;k¾erogral; 6 ExmþgEdr sþIGMBIkarrIkcMerInénkarGnuvtþn_ skmµPaBEdlecjBIlT§plénkarviPaK SWOT knøgmk. RbsinebIBMumanr)aykarN_tamdankarrIk

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cMerIn 2 dgeT ¬kñúg12 Ex¦ karviPaK SWOT minKYrerobcMeFVIeToteLIy KWeFVI SWOT eTot luHRta EtmankarERbRbYlNaekIteLIgEdleKGacemIleXIj.

GñkRKb;RKgtamsmasPaKnImYy² CaGñkTTYlxusRtUvsMrab;karGnuvtþn_kartamdanskmµPaB nig raykarN_BIkarrIkcMerIn. GñkRKb;RKgnwgmankarKaMRTBImRnþIbegÁal M&E edIm,IcgRkgkarrIkcMerIn. r)aykarN_elIkarrIkcMerInRtUvEtbBa¢ÚneTA ExCom nigGgÁPaBKaMRTKMerag.

5/3-karRtYtBinitüKMeragmIRkU ¬xñattUc¦ nigkarRtYtBinitüdMeNIrkar KMeragmIRkUTaMgLay enAkñúgsmasPaKehdæarcnasm½<n§ ¬]TahrN_ pøÚvfñl; nigGNþÚgTwk

KMeragFarasaRsþ¦ nigEpñkksikmµ ¬]TahrN_ karbgðaj¦ KWCaEpñkd¾sMxan;mYyepSgeTot énkareFIV GnþraKmn_rbs; CBRDP/RDP enH . karpþÜcepIþmbegáIt nigkarRKb;RKgGgÁkarEdlCYyxøÜnÉgmYy enAkñúg smasPaKGPivDÆn_shKmn_ k¾dUcCadMeNIrkareFIVEpnkarmUldæan enAkñúgEpñkeFIVEpnkarEbb vimCÄkar GacRtUv)anemIleXIjfaCaKMeragmIRkU {EdleRbIKMnit} ³ karpþÜcepIþm nigkarKaMRTdMeNIrkar ekItman cMeBaHfñak;RkumeKaledA .

karRtYtBinitükarGnuvtþn_KMeragmIRkU ¬{EdleRbIkMlaMg} b¤ {EdleRbIKMnit}¦ enAlMdab; RkumeKal edA KWCaTidæPaBd¾sMxan; bMputmYykñúgcMeNamTidæPaBsMxan;bMputTaMgLayénkar RtYtBinitüenAkñúg

CBRDP . kareFIVEpnkar karGnuvtþn_ nigkarRtYtBinitüKMeragmIRkUenH ekIteLIg PaKeRcInenAfñak;PUmi ehIyRtUv)ansnµt;fa )anpþl;plRbeyaCn_dl;RbCaCnedaypÞal; RbsinebIRtUv )anGnuvtþn_eGay)an RtwmRtUvenaH . karRtYtBinitükarGnuvtþn_KMeragxñattUc ekItmaneLIgy:agTUlM TUlayenAfñak;lT§pl ehIyRtUv)aneRbIR)as;Cacm,gsMrab;karRKb;RKgkarRbtibtþikarGnuvtþn_KMerag.

nItiviFITaMgLayxageRkamenH RtUv)anesIñeLIgsMrab;karRtYtBinitü ³ • mUldæansMrab;kareFIVEpnkar nigkarGnuvtþn_KMeragmIRkU Canic©kal KWCakarerobcMFVIEpnkar

bec©keTs¼karerobcMlkçN³vinic½äyGMBIKuNPaBrbs;KMeragmIRkUenH . enHKWCabTdæansMrab;kar RtYtBinitü. KMeragmIRkU b¤dMeNIrkarnImYy² RtUvkarman sþg;dac,as;las;mYy EdlKUsbBa¢ak; GMBIlkçN³vinic½äyKuNPaBCaGb,brima sMrab;karerobcMKMeragmIRkUnImYy² ¬]TahrN_ CMhan d¾c,as;las; niglkçN³vinic½äysMrab;dMeNIrkareFIVEpnkarmUldæan b¤RkumCYyxøÜnÉg esckIþENnaM c,as;las; sMrab;kareFIVEpnkar nigkarGnuvtþn_eFIVGNþÚgTwkmYy sagsg;pøÚvfñl;mYyExS b¤kar bgðajmYy .l.¦

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• KMeragmIRkUenH RtUv)anRtYtBinitüedaymRnIþbec©keTs enAkñúgry³eBlGnuvtþn_KMerag . BiFIsar GMBIkarRtYtBinitüenH KYrEttamdankarGnuvtþn_ ¬CaBiess enAkñúgry³eBlénCMhansMxan;nana ]TahrN_ enAeBlerobeRKagEdk nigmuneBlcak;ebtug .l.¦ BiFIsarénkarRtYtBinitüenH rYmman 2 Epñk. EpñkTI1 KW r)aykarN_TsSn³kic©kardæansMrab;buKÁlikmñak;² Edl)anerobrab; enAkñúgCMBUk 5/1/1 EdlmRnþImñak;²RtUvkarbMeBjenAeBlNaEdlxøÜneTAemIlkardæan minfaKat; eTARtYtRta b¤eTAtamdanRtYtBinitüeLIy. EpñkTI2 énBiFIsarGMBIkarRtYtBinitü KWBiFIsarvay tMélkardæan EdlCak;lak;sMrab;smasPaK b¤GnusmasPaK. BiFIsarvaytMélkardæansMrab; karsagsg;pøÚvlMmanlkçN³xusKñaBIkarsagsg;GNþÚg nigxusBIkarbgðajEpñkksikmµ. BiFIsarGMBIkarRtYtBinitükarbgðajGMBIRsUvxusKñaBIkarbgðajBIRCUk. edaysarfaBiFIsar RtYtBinitükardæanTaMgenH RtYtBiinitüelIEpñkbec©keTsénKMeragmIRkUy:aglMGit smasPaK nImYy² TTYlxusRtUvelIkarbegáItTMrg;BiFIsarRtYtBinitükardæaneGay)an smrmüsMrab;ral; KMeragmIRkUrbs;BYkeK. ]TahrN_mYycMnYnénBiFIsarvaytMélkardæanmanbgðajenAkñúg ]bsm<½n§TI 8 . nItiviFIRbmUlBt’maneTAelIdMeNIrkarrbs;GgÁkarmUldæan RtYv)aneFVIeLIg CamYyBiFIsarvaytMélkardæanEdlerobcMeLIgsMrab;eKalbMNgenaH. Bt’manEdlRbmUleday eRbIBiFIsarRtYtBinitükardæanRtUvbBa©ÚleTAkñúgÉksarpÞúkTinñn½ydac;edayELkBIKña EdlRtUv EfrkSaedaysmasPaKnImYy². mRnþIRtYtBinitü nigvaytMélénsmasPaKnImYy² edIrtYnaTI y:agsMxan;enAkñúgkarEfrkSaÉksarpÞúkTinñn½yTaMgenH ¬sUmemIlCMBUkTI 6 sMrab;karerobrab; lMGitGMBIÉksarpÞúkTinñn½y¦.

• {esovePAKMerag} KWCaCMerIsnaMmuxmYy b¤CakarbEnßmmYycMeBaHBIFIsarvaytMélkardæan . KMeragmIRkUnImYy²KYrmanesovePA : KMeragmYy : enAÉkardæan EdlenATIenaH ral;RBwtiþkarN_ TaMgGs; EdlTak;TgCamYynwgKMeragenH ¬karcuHeTARtYtBinitü karmkdl;énsMPar³nana karraykarN_GMBIbBaða nigdMeNaHRsaynana .l.¦ RtUv)aneKsresrcUl . esovePAenH Cakarl¥KYrRtUv)ankan;kab;edayshKmn_mUldæan EdlTTYlxusRtUvcMeBaHKMeragmIRkUenH ¬CC

enAkñúgkrNI LPP RkumCYyxøÜnÉgenAkñúgkrNIGgÁkarCYyxøÜnÉg KN³kmµkarbec©keTs mUldæan enAkñúgkrNIKMeragehdæarcnasm½<n§ nigksikr enAkñúgkrNIénkareFVIbgðaj .l.¦ . GgÁkar¼KN³kmµkar¼buKÁlmñak;²TaMgenH nwgbegáInPaBCam©as;rbs;xøÜnelIKMeragmIRkU ehIyBYk eK nwgBRgwgkarTTYlxusRtUv edIm,Itamdan emIlkarGnuvtþn_rbs;KMerag CabnþeTot . esovePA

105

KMeragenH nwgRtUv)aneRbIR)as; sMrab;karvaytMéldMeNIrkarénkareFIVEpnkar nigkarGnuvtþn_ KMeragenAfñak;mUldæan b:uEnþvanwgmankarBi)akeRcInkñúgkarbUksrubBt’manEdl)anBIesovePA KMeragedIm,IeFVIkarviPaKenAkMritx<s;énkarRtYtBinitü . CMBUkbnÞab;manerobrab;lMGiteRcIneTot eTAelI :esovePAKMerag :.

• KMeragmIRkUnImYy² KYrsßiteRkam karvaytMélmYyeBlbBa©b;KMerag EdlRkummRnIþEdlman smtßPaBRKb;RKan; vaytMélGMBIKuNPaBrbs;KMeragmIRkUenaH muneBlEdlPaBCam©as; RtUv)anTTYlykCapøÚvedayGñkTTYlpl. fVIebI : kavaytMélbBa©b;KMerag : TajecjBIKMerag ehdæarcnasm<½n§CnbT vaRbEhlCa]bkrN_GacCYypgEdrsMrab;RtYtBiitüdMeNIrkar b¤KMerag mIRkUEdlGnuvtþedaypÞal;tamkic©snüaepSg². CMBUk 5/3/2 manerobrab;lMGiteRcIneTot sþIGMBI]bkrN_ :vaytMélcugbBa©b;énKMerag : .

• ]bkrN_EdlRbEhlCasMxan;bMputsMrab;vaytMélplRbeyaCn_ énKMeragmIRkU nigdMeNIrkar KWkarvaytMélelIGñkTTYlplRbeyaCn_RbcaMqñaM BIeRBaHvanaMmknUvplb:HBal;enAkMritx<s;Cag énlMdab;lT§pl . ]bkrN_én karvaytMélplb:HBal;GñkTTYlpl ¬BIA¦ vaytMéleTA elIkMritédlRbCaCn)anTTYlplBIGnþraKmn_epSg²rbs;KMerag. edaysarEtmansar³ sMxan;CarYménkarvaytMélplb:HBal;GñkTTYlplsMrab;karRtYtBinitüplb:HBal; CMBUkepSg mYyeTot ¬5/4¦ pþl;nUvesckþIlMGitén]bkrN_enH.

5/3/1-esoePAKMerag esovePAKMeragKWCaesovePAsresrmYy EdlmancMNgeCIgk,alsnøwkCak;lak; b¤manTMrg;

cMhsMrab;sresr. GtßRbeyaCn_énesovePAKMeragEbbenHKW minEmnsMrab;EtbuKÁlikRtYtBinitü nigGñk mkeFVITsSn³kic©GacsresrBt’mancUlkñúgesovePAenHeT b:uEnþm©as;KMeragxøÜnÉgk¾GacsresrcUl pgEdr. Bt’mansMxan;² EdlRtUvsresrkt;RtakñúgesovePAKMeragmandUcteTA ³

• kalbriecäT • skmµPaB • karsegáteXIj ¬bBaða erOgehtuepSg² .l.¦ • dMeNaHRsay eyabl; Gnusasn_ • karÉkPaBKña karTTYlxusRtUvelIviFankartamdanbnþ

106

• eQµaH nightßelxaGñkkt;Rta eKKYrcab;epþImelITMB½rfµIsMrab;éf¶fµIénkarkt;Rta. RbsinebIesovePARtUv)anpþl;edaymanTMrg;cMh

sMrab;sresr m©as;KMeragRtUveFVIeGayR)akdfa Bt’mansMxan;RtUv)aneKsresrcUl. erOgenHTamTar eGaymanvin½yy:ageRcInBIm©as;esovePAKMerag.

RbsinebIBt’mansMxan;TaMgenHRtUv)ancuHcUlCaRbcaMedayPaKITaMgGs;Ed;lBak;B½n§ esovePA KMeragpþl;nUvrUbPaBd¾l¥RbesIrmYyGMBIKuNPaB nigeBlevla éndMeNIrkarénkarGnuvtþn_KMeragmIRkUenH.

vamankarBi)akkñúgkareFVIkarviPaKsrubelIBt’manEdl)anBIesovePAKMerageRcIn. dUecñH eKal bMNgCacMbgénesovePAKMerag KWenACab;CamYynwgkarRKb;RKgenAÉmUldæanelIkarGnuvtþKMeragmIRkU enH.

5>3>2-karvaytMéleBlbBa©b;KMerag KMeragmIRkUnImYy² ¬GNþÚgTwk pøÚvfñl; KMeragFarasaRsþtUc² .l.¦ KYrRtUv)anvaytMélenAkñúg

dMNak;kalénkarbBa©b;karGnuvtþn_ . kargarenH RtUv)aneFIVeLIgenAkñúgxN³eBlenH y:agehacNas; k¾ sMrab;KMeragmIRkUehdæarcnasm½<n§ nigmankMritRtwmTidæPaBbec©keTs ¬KuNPaBénkarsagsg; rbs;xøÜn¦ . enAkñúgGMLúgeBlvaytMélmYyxagbec©keTs GñkTTYlpl¼GtifiCnTaMgLay RtUv)ansYr sMNYr edIm,IBinitüemIlfaetIBYkeK mankareBjcitþCamYynwglT§plénkargarsMNg;enHEdrb¤eT ]TahrN_ karsagsg;GNþÚgTwkCaedIm .

nItiviFI nigviFIsaRsþTaMgLay sMrab;karvaytMélenAcugbBa©b;KMeragmandUcxageRkamenH ³ • erobcMkarvaytMélcugbBa©b;énKMeragCaerogral; 6 Exmþg sMrab;RKb;KMeragEdl)anGnuvtþcb;

sBVRKb;enAkñúgkMLúgeBl 6 Exknøgmk. mRnþIbegÁalRtYt Binitü nigvaytMél erobcMkarvay tMélenAcugbBa©b;énkarGnuvtþn_KMeragCamYyGñkTTYlplenAtamkardæanedayELkBIKña eday mankarKaMRTBI TA ¬RbsinebIman¦ .

• Bt’manEdl)anRbmUlnwgRtUveFVIkarviPaK ehIylT§plviPaKenHnwgRtUvpþl;CUneTAEpñk TSU

¬krNIsMNg;GNþÚg/ pøÚvlM¦ ¼smasPaKrgFarasaRsþ ¬kñúgkrNIsMNg;FarasaRsþ¦ nig ExCom .

107

Bt’manEdl)anTTYlBIkarvaytMélenAcugbBa©b;KMeragenH GacRtUv)aneRbIR)as; edIm,IEksMrYl¼ EklMG karGnuvtþn_karsagsg;sMNg;sil,karenAéf¶gGnaK .

CaeKalkarN_ karvaytMélxagbec©keTsenH RtUv)aneFIVeLIgtamTMrg;rbs; Seila EdlCYn kal RtUv)anEkERbedIm,IeqIøytbeTAnwgtMrUvkarrbs;smasPaK b¤EpñkepSg². r)aykarN_vaytMélbec©keTs karRtYtBinitübec©keTsénKMeragkic©snüa CBRDP extþ³ Rsuk³ XuM³ k/ Bt’manKMerag eQµaHKMerag³ KMeragmYyGacRtUv)anGnuvtþeRkamkic©snüamYy b¤eRcIn . sUmcuHbBa©Úlelxkic©snüaénKMerag Edl)anGnuvtþkalBIqñaMknøgeTA kñúgqñaMenH nigEdlRtUvGnuvtþenAeBlGnaKt. cMnYnkic©snüaEdl)anGnuvtþbBa©b;kalBIqñaMknøgeTA cMnYnkic©snüaEdl)anGnuvtþkñúgqñaMenH cMnYnkic©snüaEdl)anGnuvtþenAqñaMxagmux x/ Bt’mankic©snüa elxkic©snüa³ Gñkem:Akar³

TSO eQµaHGñkRtYtBinitübec©keTs³ EpñkÉkCn

karBiBN’nalT§plrMBwgTukrbs;KMerag³ tMélénkic©snüa brimaN KuNPaB eyabl;

lr karBiBN’na PUmi Epnkar sMerc)an l¥ mFüm Gn;

1 2

kalbriecäTEdl)anbBa©b; kñúgEpnkar Cak;Esþg eyabl; sUmelIkeLIgnUvbBaðanana Edl)anekIteLIgkMLúgeBlGnuvtþkargar ³

l¥ GacTTYlyk)an

karvaytMélkargarrbs;Gñkem:Akar³

minGacTTYlyk)an

108

l¥ GacTTYlyk)an

karvaytMélelIKuNPaBénesvakmµEdlGñkRtYtBinitübec©keTs )anpþl;eTAeGayRkumRbwkSaXuM

minGacTTYlyk)an K/ bBaðabrisßan etIkarviPaKelIbrisßan RtUv)aneFVIeLIgsMrab;KMeragenHEdr b¤eT? )an min)an

ebIsinCakarviPaKenH RtUv)aneFVIeLIgEmnenaH etIEpnkarRKb;RKgbrisßan RtUv)anGnuvtþRtwmRtUvEdr b¤eT?

)aT eT

eyabl;³ etIKMeragenH)aneFVIeGaymanplb:HBal;minl¥cMeBaHbrisßanEdr b¤eT? )aT eT

eyabl;³ X/ bBaðakmµsiT§dIFøI etIr)aykarN_sþIBIkarkan;kab;dIFøI RtUv)anerobcMsMrab;KMeragenHEdr b¤eT? )an min)an

ebisinCar)aykarN_enH RtUv)anerobcMEmnenaH etIkic©RBmeRBogsgCMgWcitþdIFøI RtUv)anGnuvtþRtwmRtUvEdr b¤eT?

)aT eT

eyabl;³ etImanm©as;dINa Edl)ansMEdgkarmineBjcitþ cMeBaHkar)at;bg;dIFøIedaysarEtkarGnuvtþn_KMerag enHEdr b¤eT?

g/ karvas;tMélCaTUeTAelIKMerag etIKMeragenHnwgeFVIeGaymanRbeyaCn_EbbNasMrab;RbCaCnkñúgXuM ? BIelx 0 ¬Edlmann½yfa KµanRbeyaCn_esaH¦ eTAelx 10 ¬manRbeyaCn_xøaMg¦

BinÞú

c/ Gnusasn_EklMG skmµPaBRtUvGnuvtþ ehtuplEdlRtUvGnuvtþ GñkNaTTYlxusRtUv?

q/ etIRtUvBieRKaHeyabl;CamYyGñkNa enAkñúgkMLúgeBleFVIkarRtYtBinitübec©keTs? emXuM Gñkem:Akar mRnþIbegÁalrbs;XuMsMrab;karRtYtBinitü nigvaytMél

mRnþIRtYtBinitübec©keTs

epSg²eTot C/ smaCikrbs;KN³kmµkarvaytMélbec©keTs nightßelxa

eQµaH muxtMENg htßelxa

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kalbriecäTénkarRtYtBinitübec©keTs

EpñkTI 2 énkarvaytMélenAeBlbBa©b;KMerag EdlminekItmanenAkñúgxN³eBlenH KYrEtman lkçN³eRkApøÚvkar ehIybMEbkkareFIVsmÖasn_CamYynwgshKmn_PUmi nig LTC GMBIdMeNIrkar EdlkMBug ekIteLIgenAkñúgGMLúgeBlénxYbKMerag EdlmanesckIþENnaMGMBIkareFIVsmÖasn_ dUcxageRkamenH³

esckIþENnaMGMBIkareFIVsmÖasn_ sMrab;dMeNIrkarenAkñúgeBlvaytMélenAeBlbBa©b;KMerag karcUlrYm kñúgkareFIVEpnkarKMerag

• etImanburs¼RsIþ¼yuvCn¼mnusScas; b:unµannak; )annwgkMBugcUlrYmenAkñúgkarvaytMélGMBIesckIþ RtUvkaredImBIdMbUgTI? etImanRkummnusSenH b:unµanRkum )annwgkMBugcUlrYmenAkñúgkareFIV Epnkarxagbec©keTs? etImanRkummnusSenH b:unµanRkum )annwgkMBugcUlrYmenAkñúgkar Gnuvtþn_KMerag?

• etIGIVeTACabBaðad¾sMxan; enAkñúgeBleFIVEpnkar nigGnuvtþn_KMerag? etIbBaðaTaMgGs;enaH RtUv)an edaHRsay tamviFINaEdr? etImannrNaxøH )anCYyedaHRsaybBaðaTaMgGs;enaH?

• etImanGIV EdlKYreFIVxusEbøkBIenHeTAvij RbsinebImanKMeragmYyepSgeTot nwgRtUv)aneFIVEpnkar nigGnuvtþn_enAkñúgPUmienH ¬bTBiesaFn_kargar Edl)aneronsURt¼karGnuvtþn_d¾l¥bMput¦?

• etImanGIV EdlKYreFIVtamviFIdUcKñaenH RbsinebImanKMeragmYyepSgeTot nwgRtUv)aneFIVEpnkar nigGnuvtþn_enAkñúgPUmienH ¬bTBiesaFn_kargar Edl)aneronsURt¼karGnuvtþn_d¾l¥bMput¦?

• etIKMeragenH KWCaGaTiPaBTImYyrbs;shKmn_EmneT? RbsinebIenAkñúgeBl\LÚvenHvij etIvamanGaTiPaBTIbu:nµan?

GñkTTYlpl nigplRbeyaCn_KMeragmIRkU • etIRkummnusSmYyNa EdlTTYlplRbeyaCn_BIKMeragenH? etInrNaeRbIR)as;ehdæarcna

sm½<n§enH? etIKMeragenH RtUv)aneRbIR)as;edayRkummnusSepSg²Kñajwkjab;y:agNaEdr? ¬sUm bBa¢ak;GMBIcMnYn tamRkummnusSepSg²¦

• etImanplb:HBal;EdlGacemIleXIjNaxøH EdlekItecjBIehdæarcnasm½<n§enH? ¬CMgWraKrUs tictYcCagmun man»kasrkR)ak;cMNUl)aneRcInCagmun .l.¦

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karFanaeGaymanplRbeyaCn_yUrGEgVg

• etIKMeragenH emIleTAy:agdUcemþcEdr? etIKMeragenHmansßanPaBy:agdUcemþcEdr? etIKMeragenH emIleTAmankarEfTaMCaeTogTat; Edrb¤eT b¤k¾minRtUv)anTTYlkarEfTaMGIVesaHEtmþg?

• etImanRbB½n§EfTaMRbePTNa EdlkMBugEtGnuvtþn_enaH? etIRbB½n§enaHkMBugmandMeNIrkary:ag dUcemþcEdr?

• etIbBaðaRbePTNaEdlshKmn_man enAkñúgkarEfTaMKMeragenH? etIbBaðaTaMgenaH RtUv )anedaHRsay tamviFINaEdr?

• etImanGIV EdleyIgnwgeFIVxusEbøkBIenHvijenAeBleRkay Tak;TgCamYynwgkarEfTaMKMeragenH? etImanGIV EdleyIgnwgeFIVtamviFIdUcKñaenHmþgeTot ¬bTBiesaFn_kargar Edl)an eronsURt¼karGnuvtþn_d¾l¥bMput¦?

RbsiTi§PaBrbs;Gñkpþl;esvakm µ • etImuxgarmYyNa Edl LTC Gnuvtþn_)any:agl¥ ehIymuxgarmYyNa Edlmin)anl¥? etI

manbBaðaGIV )anekIteLIg? etI LTC enH )anedaHRsaybBaðaTaMgenaH tamviFINaEdr? etIshK mn_ mankareBjcitþCamYynwg LTC enH y:agdUcemþcEdr?

• etI TSU )anGnuvtþn_kargar enAkñúgeBleFIVEpnkar nigGnuvtþn_KMeragenH )any:agdUcemþcEdr? etImuxgarmYyNa Edl TSU enH )anGnuvtþn_)any:agl¥ ehIymuxgarmYyNa Edlmin )anl¥? etIRbCaCn mankareBjcitþ CamYynwgkarKaMRTrbs; TSU enH y:agdUcemþcEdr?

• etIGñkem:Akar )anGnuvtþn_kargar enAkñúgeBlGnuvtþn_KMerag )any:agdUcemþcEdr? etImuxgarmYy Na EdlGñkem:AkarenH )anGnuvtþn_)any:agl¥ ehIymuxgarmYyNa Edlmin)anl¥? etIRbCaCn mankareBjcitþ CamYynwgGñkem:AkarenH y:agdUcemþcEdr?

• Bak;B½n§CamYynwgesckIþRtUvkar sMrab;esvakmµ³ etImanGIV EdlRbCaCnnwgeFIVxusEbøkBIenHvij enAeBleRkay? etImanGIV EdlBYkeKnwgeFIVtamviFIdUcKñaenHmþgeTot ¬bTBiesaFn_kargar Edl )aneronsURt¼karGnuvtþn_d¾l¥bMput¦?

lT§plénkareFIVsmÖasn_enH nwgpþl;nUvtMruyd¾mantMél GMBIPaBsmRsbéndMeNIrkar eFIVEpnkar nigkarGnuvtþn_KMerag karcUlrYmrbs;RkummnusSepSg² nigviFIsaRsþénkareRCIserIskardæan .

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bTBiesaFn_kargarTTYl)an GacRtUv)andkRsg;yk sMrab;kareFIVEpnkar nigkarGnuvtþn_ KMeragehdæarcnasm½<n§ enAkñúgeBlGnaKt .

5/4-karRtYtBinitüenAkMritGñkTTYlpl skmµPaBRtYtBinitü nigvaytMélrbs; CBRDP enAkñúgry³eBlénbNþaqñaMmun²enH )an

epþatkarykcitþTukdak;eTAelIkartamdanrkskmµPaB nigsmiT§iplrUbv½nþCalMdab;lMedaynana ¬cMnYn RkumRbwkSaXMu Edl)anTTYlkarbNþúHbNþal cMnYnGNþÚgTwk nigpøÚvfñl; Edl)ansagsg; cMnYnksikr Edl)anpþl;Tun b¤)anKaMRTedaymankarbgðaj .l.¦ . Bt’manGMBIKuNPaBmYycMnYnk¾manpgEdr enAlMdab;¬kMrit¦lT§pl nigkarsMerc)an ¬plRbeyaCn_edaypÞal;enAkMriteKalbMNg¦rbs; CBRDP . eTaHCay:agNak¾eday vaenAminTan;RKb;RKan;sMrab;kareFVIesckþIraykarN_CaeTogTat;eT. edIm,IRKbdNþb;elITidæPaBénKuNPaBTaMgLayenAfñak;lT§pl nigkarsMerc)an kargarBiess²kñúgkar RbmUlTinñn½yenAEtRtUvkarcaM)ac;dEdl.

ehtudUecñHehIy karGnuvtþn_karRbmUlTinñn½yCaBiessNamYyRbcaMqñaM RtUv)aneFIVEpnkar edIm,IGnuBaØateGaymankar)an;RbmaNlT§pl nigb:HBal;kMritTab7 rbs; CBRDP. viFIsaRsþmYy kñúgcMeNamviFIsaRsþnana sMrab;eKalbMNgenH KWkareFIVGegátvaytMélpl b:HBal;eTAelIGñkTTYlpl edayeFIVeLIgeTAelIsnÞsSn_ cMnYn 13 énsnÞsSn_TaMgLayrbs;Rkbx½NÐEpnkar enAkMritfñak;lT§pl nigkarsMerc)an¼eKalbMNg ¬elxénsnÞsSn_TaMg 13 enH RtUv)anbgðajCUnenAkñúgkUeLanTI 4 énesckIþENnaMGMBIkareFIVsmÖasn_ enAkñúg]bsm<½n§TI 3¦ . kareFIVGegátenH RtUvEt)anemIleXIjfaman TMnak;TMngCamYynwgsikçasala sIþBIkarRtYtBinitüGñkTTYl plCabnþbnÞab;mkeTot .

7 enAeBlEdleyIgniyayGMBIkarsMerc)an¬plb:HBal;kMritTab¦ eyIgeGayGtßn½yCacMbgeTAelIsnÞsSn_enAfñak;eKalbMNgéntarag m:aRTIkEpnkar ¬snÞsSn_enAfñak;eKaledA GacRtUv)aneKtamdanenAkñúgcenøaHeBld¾EvgmYyEtbu:eNÑaH ehIyGacenAcugbBa©b;énCIvitKMerag k¾fa)an¦. tamn½yenH lT§plnigkareRbIR)as;lT§plKWminmanplb:HBal;énKMeragdUc)aneBalenHeT. eTaHCay:agNak¾eday lT§plnigkareRbIR)as;lT§plCaeRcInRtUv)aneKemIleXIj faCaplb:HBal;kMritTabénskmµPaBKMeragpgEdr. ]TahrN_³ smtßPaBekIn eLIgénbuKÁlik nigksikr KWCatYy:agénlT§plrbs;KMerag CBRDP ehIyEdlminEmnCaplb:HBal;eLIy. eTaHCaya:gNakþI smtßPaB ekIneLIgénbuKÁlik nigksikr KWCaplb:HBal;y:agc,as;énskmµPaBKMerag EdlTak;TgKñaCamYynwgkarbNþúHbNþalksikr nigbuKÁlik. ehtudUcenH eyIgGacehAkartamdanlT§plfaCakarvaytMélplb:HBal; pgEdr enAkñúgRkbx½NÐénkarGegÁtvay tMélplb:HBal;Gñk TTYlpl.

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edayeFIVtamviFIenH kareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlpl CamYy nwgsikçasa lasIþBIkarRtYtBinitüGñkTTYlpl Gacpþl;Bt’manRKb;RKan; edIm,ItamdanelIsnÞsSn_rbs; CBRDP

enH esIÞrEt)ancMnYn 30° enAkMritfñak;lT§pl nigsnÞsSn_TaMgGs;enAkMriteKalbMNg. snÞsSn_ Edl enAesssl;enAkMritfñak;lT§pl RtUv)anRtYtBinitüedayviFIsaRsþ EdlmanlkçN³CapøÚvkarCagenH ¬sUmemIlCMBUkTI 3 nigTI 5 énesovePAenH¦ .

kareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlpl k¾dUcCa sikçasalasIþBIkar RtYtBinitüGñkTTYlpl GacRKbdNþb;RtwmEtkarcab;GarmµN_tamkaryl;eXIjénsMNakd¾tUc BIRkumGñkTTYlpl ¬CaskþanuBl¦ Etb:ueNÑaH . ehtudUecñHehIy vaKWCakarcaM)ac;kñúgkarbBa©Úlkarvay tMélelIkaryl;eXIjTaMgenH CamYynigTinñn½ysIþBIPaBeCOnelOnCarUbv½nþeBjelj ¬sUmemIlxag elI¦ Edl)anBIÉksarpÞúkTinñn½ykñúgkmµviFIGiucEslkMuBüÚT½rrbs; CBRDP enH .

TaMgTinñn½yeBjeljsIþBIPaBeCOnelOnCarUbv½nþ TaMgkarcab;GarmµN_tamkaryl;eXIjpÞal; BIsMNakd¾tUcenH GnuBaØateGaymankar)a:n;sµan)anGMBIplb:HBal;EdlGacmanrbs; CBRDP enH EdlTak;TgeTAnwgsnÞsSn_ Edl)anmankarRKbdNþb;edaykareFIVGegát nigsikçasalaenH .

5>4>1-kareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlpl

kareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlplenH nwgRKbdNþb;elIEpñkénplb:H Bal;kMritTabTaMgGs; EdlGacRtUv)anRKbdNþb;edayplb:HBal;CaskþanuBlEdlBiPakSaKñaedaypÞal; CamYynwgshKmn_PUmiedayxøÜnÉg enAfñak;PUmiEtb:ueNÑaH .

eKalbMNgénkareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlplenH KW³ • edIm,IvaytMélkarpøas;bþÚr Edl)anbegIáteLIgeday CBRDP eTAelIkMritfñak;RkumeKaledA enAkñúg

eBlBiPakSaKñay:agli¥tl¥n;CamYynwgsmaCikénRkumeKaledAenaH nig • edIm,I)a:n;RbmaNGMBIplb:HBal;én CBRDP edayQrelImUldæanénkarBiPakSaKñaTaMgenH

nigQrelImUldæanénTinñn½yRtYtBinitüGMBIPaBeCOnelOnCarUbv½nþ .

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viFIsaRsþd¾smRsbbMput sMrab;karBiPakSaKñaTaMgenH KWRtUv)anyl;eXIjfaCakareFIVsmÖasn_ TaMgLayCamYynwgRkumtUc²epSg²énGñkTTYlpl nigGñkmin)anTTYlpl enAkñúgPUmirbs;BYkeK . esckIþENnaMGMBIkareFIVsmÖasn_mYyRtUv)anbegIáteLIg sMrab;eKalbMNgenH .

KMnitTaMgGM)alm:andUcxageRkamenH pþl;nUvKMeragRtYs²mYyénnItiviFIepSg² EdlmanlkçN³

caM)ac; sMrab;kareFIVEpnkarnigdwknaMkarGegát sMrab;karviPaKTinñn½y nigkareFIVr)aykarN_ . esckIþENnaMGMBI kareFIVsmÖasn_enH RtUv)anP¢ab;mkCamYynwgEpñkenHpgEdr ¬sUmemIlxaeRkam¦ .

nItiviFI sMrab;kareFIVGegátvaytMélGMBIplb:HBal;eTAelIGñkTTYlpl CMhanTI 1³ Epnkar nigkarerobcMkareFIVGegát • begIátRkumbegÁal Edlman ¬mRnIþRtYtBinitü nigvaytMélcMnYn 3 nak;/ TA RtYtBinitü nigvay

tMélcMnYn 3 nak;¦nigeRCIserIsmRnþIbegÁalRtYtBinitü nigvaytMél EdlmaneTBekaslücMnYn 4 nak; eTotCabEnßm sMrab;kareFIVGegátenH . kareFIVdUecñH naMeGayelakGñk eFIVkargarenA kñúgRkumtUc²cMnYn 4 EdlmanmRnIþcMnYn 2 kñúgRkumnImYy² ¬rYmCamYynwgGñksMrbsMrYl kargarrYmmñak;¦ .

• BinitüemIlsnÞsSn_ EdlelakGñk cg;RtYtBiinitü ehIyrMlgecal¼bEnßm tamkarcg;)an . • begIátviFIsaRsþeFIVsmÖasn_ CamYynwgesckIþENnaMeFIVsmÖasn_mYy ¬sUmGaneKalkarN_ENnaM

sMrab;eFVIsMPasn_enAkñúg]bsm<½n§TI 3¦ . • eFIVetsþelIesckIþENnaMeFIVsmÖasn_ enAkñúgPUmimYy ¬Tinñn½y Edl)anmkBIPUmienH

GacRtUv)aneRbIR)as;sMrab;karviPaKTinñn½y enAeBleRkaymkeTot RbsinebIGaceCOTukcitþ)an nigmanRbeyaCn_enaH¦ .

• RtUvmankarc,as;las;GMBIviFIkt;Rtanana ecjBIkareFIVsmÖasn_enaH .

tambTBiesaFn_Edl)anBIkareFVIGegÁtvaytMélepSg²bgðajfa CajwkjyeKalkarN_ENnaM sMrab;eFVIsMPasn_eRcInEtEvgCagGVIEdlcaM)ac;. enAeBlerobcMeKalkarN_ENnaMsMPasn_ karerobcM sMNYrnImYy²enAkñúgeKalkarN_ENnaMenaH Canic©kaleKRtUvKitdl;sMNYrdUcxageRkamenH ³

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etIsMNYrBitCacUlrYmcMENkkñúgkarsMerceKalbMNgGegÁtvaytMélrbs;eyIg b¤eT ¬kñúgkrNIkarvaytMélelIplb:HBal;GñkTTYlpl³ sYrfaetIsMNYrCYyeyIgeGaycUlrYm cMENknUvBt’man Edlmann½yRKb;RKan;sMrab;snÞsSn_ EdleyIgcg;RtYtBinitüb¤eT?

RbsinebIcMelIyfa eT sUmecalsMNYrenaHeTA¡ RbsinebIcMelIyfa )aT RtUvsYreTotfaetIeyIgGacTTYl)anBt’manCaTITukcitþTMng²

gayRsYlCagenHEdrb¤eT ¬tamry³sMNYrepSg² viFIsaRsþepSg²¦?

CaTUeTA eKalkarN_ENnaMeFVIsMPasn_RtUv)anbegáIteLIgedIm,IeFVIkaRbsinebIcMelIyfa )aT sUmeFVIkarpøas;bþÚrsMNYrcas;enaHecj¡

rGegÁtvaytMél nigman eKalbMN

0 PUmikñúgmYyextþ RsbtamkarRKbdNþb;rbs;kmµviFI énKMerag

• miEdl)aneRCIserIsTaMgenaH ¬CaBiess Tinñn½y

• ½n§CamYyenaH elak

• IyRkumTaMgGs; nwgeFIVkargarrYmKña enAkñúgPUmi

gCak;lak;mYy EdlenATIenH KWedIm,ITTYl)anBt’manKYrCaTITukcitþnigmanPaBRKb;RKan; sMrab;snÞsSn_rbs;eyIg. RbsinebIsnÞsSn_TaMgenHmankarERbRbYl eyIgk¾RtUvEtBinitüeLIgvij nigEksMrYleKalkarN_ENnaMeFVIsMPasn_eGayRsbtamkarERbRbYlenaHEdr.

CMhanTI 2³ karerobcMkareFIVGegát

• eRCIserIsPUmiBI 5 eTA 1CBRDP enH erobcMTinñn½yCamUldæan EdlmanTaMgGs;GMBIPUsIþBIkmµviFIepSg²rbs; CBRDP EdlRtUv)aneFIVeLIgenAkñúgPUmienaH ³ kMNt;RtaTaMgGs; EdlTak;TgCamYynwgkmµviFITaMgenH . kargarenH naMeGayelakGñk cUleRCAeTAkñúg RbFanbT enAkñúgeBleFIVsmÖasn_rbs;xøÜn nigedIm,IP¢ab;eTAnwgkmµviFICak;Esþgnana¦ . edayeFIVeGaymRnIþfñak;Rsuk EdlmkBIEpñk CD nigksikmµ mankarBak;BGñk GacCUndMNwgRtYs²dl;GaC¤aFrPUmiénPUmiTaMgLayEdl)aneRCIserIs nigesIñsMukic© shRbtibtiþkar . RbsinebImankic©shRbtibtiþkarehIy elakGñk RtUvkMNt;kalbriecäT sMrab;kareFIVsmÖasn_enaH ¬1 éf¶ kñúgmYyPUmi¦ . EbgEckRkumGñkeFIVsmÖasn_Ca 4 RkumtUc² ehEdl)aneRCIserIsmYy enAkñúgmYyéf¶ . RkumtUc²nImYy² nwgRtUvTTYlxusRtUvelIkareFIVsmÖasn_ RkumRbCaCn Bak;B½n§CamYynwgKMeragCak;lak;mYy ]TahrN_ CBO ksikmµ b¤ehdæarcnasm½<n§ CaedIm . tYnaTITaMgenH KYrRtUv)anpøas;bþÚrevnKñaCaeTogTat; .

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CMhanTI 3³ dMeNIrBinitüsßanPaBCaelIkdMbUg eTAkan;PUmiEdl)aneRCIserIs PUminImYy²EdlRtUv)aneRCIserIseLIgsMrab;eFVIkarGegÁtvaytMél KYrRtUv)anBinitüsßanPaB

Camun kñúgeKalbMNgdUcteTA³ • eFVIkarRtYtBinitüelITinñn½yCamUldæanEdlGñkRbmUl)anBIsßitibEnßm¬TI2¦¬sUmemIlCMhanTI

2¦ • )a:n;RbmaNelIPaBsmRsbénPUmisMrab;eFVIkarGegÁtvaytMél ¬etIPUmienaHmanlkçN³mFüm

b¤etImanGVIEdleFVIeGayPUmienaHxusEbøkBIeK ebIeRbobeFobeTAnwgPUmidéTeTot? RbsinebI PUmienaHxusTaMgRsugeTAnwgPUmiepSg² PUmienaHnwgpþl;dl;eyIgnUvBt’mantictYcsþIGMBIsßanPaB CaTUeTAenAkñúgtMbn; ehIykareFVIGegÁtvaytMélKYrEtRtUv)aneFVIeLIgenAkñúgPUmi :Fmµta : CMnYsvij.

• eFVIkarRbmUlTinñn½ybEnßmCak;Esþg Edlmansar³sMxan;kñúgkarerobcMkarGegÁtvaytMél • eFVIkarBiPakSaCamYycas;TuM b¤mRnþIenAkñúgPUmielIKMniteyabl;kñúgkarGegÁtvaytMél RBmTaMg

edIm,IrkkarKaMRTBIBYkKat;pg. • eFVIkarÉkPaBKñaCamYymnusSenAkñúgPUmieTAelITinñn½yEdlRtUveFVIkarGegÁtvaytMélEdlmankar

smRsbcMeBaHBYkeK. CMhanTI 4³ kareFIVkarGegát • PUminImYy² KYrEtRtUv)aneFIVsmÖasn_kñúgry³eBlknøHéf¶ CaGtibrimacMnYn 1 éf¶ . ry³eBlEdl

enAesssl; enAkñúgmYyPUmi²enaH nwgRtUv)aneRbIR)as;edIm,IqøúHbBa©aMgépÞkñúgrbs;Rkum GMBIkar BiPakSanana niglT§pl EdlTTYl)anenAkñúgéf¶enaH .

• eK )anesIñfa smaCik EdlmanbTBiesaFn_kargareRcInbMputrbs;RkumtUc²enaH RtUveFIVsmÖasn_ enAkñúgéf¶dMbUg rIÉGñkEdlmanbTBiesaFn_bnÞab;BIenHrbs;RkumtUc²enaH RtUveFIVkarkt;Rta . RbsinebImansmaCikTI 3 mñak;enaH smaCikenaH nwgRtUvsegátemIl nigeronsURtBIGñkd¾éTeTot . tYnaTI TaMgenH GacRtUv)anpøas;bþÚrKña enAkñúgdMNak;eRkaymkeTot .

• viFIsaRsþeFIVGegát nwgRtUvEteFIVtamesckIþENnaMGMBIkareFIVsmÖasn_ dUcxageRkamenH .

karerobcMr)aykarN_gayyl;sMrab;GñkeRbIR)as; CMhanTI 5³ karviPaKTinñn½y nig

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• GñksMrbsMrYl nwgRbmUlBt’man EdlTak;TgCamYynwgsnÞsSn_nImYy² Edl)anmkBIRkumeFIV GegáttUc²TaMgLay edayeFIVkarBiPakSaKñay:agli¥tl¥n; enAkñúgry³eBlcMnYn 3 éf¶ . GñksMrb sMrYlenaH nwgsMercedayxøÜnÉg GMBIviFIEdlxøÜn nwgRtUvrkSaTukBt’manTaMgenaH ¬TaMgenAelI RkdastaragpÞaMgFM²elICBa¢aMg b¤enAkñúgesovePAkt;Rta¦ . RkdastaragpÞaMgFMelICBa¢aMgGac erobcMbBa©ÚlenAkñúgkuMBüÚT½rEtmþgk¾)an ¬sUmGanCMBUkTI 6¦. enAkñúgdMeNIrkarenH smµtikmµTaMgLay nwgelceLIgenAkñúg • {xYrk,al} rbs;Kat; EdlTak;Tg

• nÞsSn_nI

• r GñksMrbsMrYlenaH nwgP¢ab;Bt’manenaHCamYynwgTinñn½ysißti Edlman Edl

• rebobd¾gayRsYl sMrab;ykeTAbgðajenAkñúg ;

pleFIVkarGegáteTAKN³kmµkarshKmn_vij

tMNagshKmn_

• ehIyÉkPaByl;RBm¼minÉkPaByl;RBmelIlT§plenaH

nigfñak;RKb;RKgsmasPaK

CamYynwgsnÞsSn_epSg²TaMgenaH . GñksMrbsMrYlenaH nwgBiPakSaGMBIsmµtikmµTaMgenH CamYynwg smaCikRkumeFIVGegátepSg²eTot ehIyRkumrYmKñaTaMgmUl nwgmanmtirYmKñamYy elIbBaðafaetI sßankarN_ TMngCamankarBak;B½n§y:agdUcemþc CamYynwgsnÞsSn_enH . bnÞab;mk GñksMrbsMrYlenaH nwgsresrkarvaytMélsegçbmYy Etmñak;Ég cMeBaHsmYy²TaMgenaH . enAkñúgeBlenaHEdTTYl)anBIsmasPaKTaMgLay ehIyBüayam)a:n;sµaneGayeXIjnUvPaBeCOnelOnxag KuNPaBpgEdr edayQrelImUldæanenH . r)aykarN_elIkTImYy nwgRtUvEteFIVeLIgtameBleFIVsikçasalasIþBIkarRtYtBinitüGñkTTYlpl nigenAkñúgkic©RbCMu¼sikçasalaBt’mansMrabfñak;RKb;RKg.

CMhanTI 6³ karpþl;karqøúHbBa©aMgénlT§

• lT§plTaMgLayénkareFIVGegátenH nwgRtUv)anpþl;karqøúHbBa©aMgedayGñkTaMgGs; enAkñúgeBleFIVsikçasalasIþBIkarRtYtBinitüGñkTTYlpl ¬sikçasalamYykñúgmYyRsuk b¤BIrRsuk ¬sUmGanEpñk 5/4/2 ¦¦ GñkcUlrYmTaMgLay nwgBiPakSaKña dUecñHehIy eKRtUveFIVkarbMPWø b¤EkERbelIlT§plTaMgenaH .

plénkareFIVGegát CamYynwg CBRDPCMhanTI 7³ karBiPakSaelIlT§

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• lT§plénkareFIVGegátenH rYmCamYymtieyabl;BItMNagXuMpgnwgRtUv)anbBa¢ÚneTA nigBiPakSa KñaCamYynwgfñak;RKgRKb; CBRDP nig smasPaKTaMgGs; enAkñúgsikçasalasMrab;fñak; RKb;RKgmYyEdlmanry³eBlcMnYn 1 éf¶ ¬sUmemIlEpñk 5/4/3¦.

• Gnusasn_CabnþbnÞab; nwgRtUv)anBiPakSaKña ehIyviFankarEktMrUvTaMgLay nwgRtUv)anÉkPaB yl;RBm RbsinebIGaceFVIeTA)an .

CMhanTI 8³ kareFIVr)aykarN_cugeRkay

• lT§plTaMgLayénkareFIVGegátvaytMéleTAelIGñkTTYlpl edayrab;TaMgkarqøúHbBa©aMg EdlTTYl)anBIGñktMNagXMu niglT§plénsikçasalaBt’mansMrab;fñak;RKb;RKg CBRDP

eRkaymkeTotnwgRtUv)aneFIVesckIþsegçby:agTUlMTUlay enAkñúgr)aykarN_RtYtBinitüGñk TTYlpl ¬karGegátvaytMél¦RbcaMqñaM ehIynwgRtUv)anEckcayeTAkan;RkumGñkpþl;CMnYy mnIÞrCMnajnana nigPaKIEdlmankarcab;GarmµN_epSg²eTot .

• r)aykarN_cugbBa©b; KYrEtsresreLIgbnÞab;BIeFVIsikçasalaRtYtBinitüGñkTTYlpl nig sikçasalaBt’mansMrab;fñak;RKb;RKgEdlnwgeFVIenAeBlxagmuxenaHrYcral; ehIyr)aykarN_ enaHnwgRtUveKbBa©ÚlnUvlT§plBiPakSaénsikçasalaTaMgenaHpgEdr.

5>4>2-sikçasalasIþBIkarRtYtBinitüGñkTTYlpl sikçasalasIþBIkarRtYtBinitüGñkTTYlplenH nwgepÞógpÞat; b¤ EktMrUvelIlT§pl EdlTTYl

)anmkBIkareFIVGegátvaytMélplb:HBal;eTAelIGñkTTYlpl .

müa:gvijeTot sikçasalaenH nwgraykarN_GMBIBt’man EdlRtUvkarsMrab;kartamdan elI snÞsSn_mYycMnYnbEnßmeTot enAkMritfñak;lT§pl nigkMritfñak;eKalbMNg EdlGacRtUv)anRKbdNþb; y:agRbesIredaybBaðaEdlTak;TgnwgkarBiPakSaCamYyGñktMNagTaMgLayEdlmkBIfñak;XuM .

eKalbMNgénsikçasalasIþBIkarRtYtBinitüGñkTTYlplRbeyaCn_enH KW³ • pþl;karqøúHbBa©aMgelIIlT§plénkareFIVGegátvaytMélplb:HBal;eTAelIGñkTTYlpl nigepÞógpÞat;

b¤EktMrUvkar)a:n;RbmaNGMBIkarcab;GarmµN_ nigplb:HBal;CamYynwgRkumGñktMNagmkBIXMuTaMgGs; nig

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• BiPakSaKñaCamYynwgRkumGñktMNag mkBIXMuTaMgGs; GMBImtieyabl;rbs;BYkeK elIsnÞsSn_mYycMnYn bEnßmeTot enAkMritfñak;eKalbMNg niglT§pl .

sikçasalanImYy²minRtUveGaymanmnusScUlrYmelIsBI 50 nak;eLIy. eKRtUvGeBa¢IjmnusS mYycMnYnBIXuMnImYy² rab;TaMgRkumRbWkSaXuMpg nigGeBa¢IjRkumGegÁtvaytMél RBmTaMgmRnþIbegÁal RtYtBinitü nigvaytMélEdl)aneRCIserIs.

smaCikRkumRbwkSaXMu KYrEtCasmaCikRkumRbwkSaXMu Edl)andwgGMBIbBaðaBak;B½n§ ¬kar)andwgenH mann½yfa )ancUlrYmenAkñúgdMeNIrkareFIVEpnkarkñúgmUldæan )andwgGMBIFnFanxagkñúg nigxageRkA mUldæanEdlRtUv)anRbmUledayRkumRbwkSaXMu )andwgGMBIEpnkarGPivDÆn_XMu nigextþ .l.¦ .

elIkElgEtmRnþIbegÁalRtYtBinitünigvaytMélecj eKminRtUvGeBa¢IjbuKÁlikKMerageGay cUlrYmkñúgsikçasalaenHeLIy BIeRBaHsMNYrEdlRtUvedaHRsayenAkñúgsikçasala manEpñkxøHBak;B½n§ dl;karGnuvtþn_kargarrbs;BYkeK EdlCakaryl;eXIjedayGñkPUmi.

nItiviFI sMrab;sikçasalasIþBIkarRtYtBinitüGñkTTYlpl CMhanTI 1³ Epnkar nigkarerobcMsikçasala

• begIátRkumsMrbsMrYlbegÁalmYy ¬manmRnIþRtYtBinitü nigvaytMélcMnYn 3 nak; nig TA

RtYtBinitü nig vaytMélcMnYn 3 nak;¦ . kareFIVdUecñH nwgnaMeGayelakGñk eFIVkargarenAkñúgRkum cMnYn 5 CaGtibrima enAkñúgeBlsikçasalaenaH .

• kMNt;Bt’manEdlmanRsab; EdlelakGñk cg;BiPakSaCamYynwgGñkcUlrYm ¬Bt’man)anmkBIeFIV GegátvaytMélplb:HBal;eTAelIGñkTTYlpl niglT§plRtYtBinitüepSg²eTot¦ .

• eFIVkarsMerceTAelIEpnkareBlevla nigviFIsaRsþ sMrab;sikçasalaenH ¬sUmkmµviFI nigviFIsaRsþ EdlKYreRbIsMrab;sMrab;sikçasalaRtYtBinitüGñkTTYplenAkñúg]bsm<½n§TI///¦ .

• eFIVbBaI¢mYyGMBIsMPar³TaMgLay EdlRtUvkar ¬ÉksarBt’mansMrab;EbgEck RkdasFM RkdastUc nigb‘uÍchWVt .l.¦ .

CMhanTI 2³ kareRtomeFVIsikçasala • eFIVkarsMercGMBIcMnYnGñkcUlrYm EdlRtUvGeBaI¢jmkcUlrYm .

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• eFIVkarsMerccitþGMBITIkEnøgsmRsb sMrab;sikçasala . • erobcMral;Bt’manTaMgGs; ¬lT§plénkarRtYtBinitü¦ sMrab;eFVIkarbgðaj nigBiPakSaKña . • erobcMral;sMPar³ EdlRtUvkarTaMgGs; . • edayeFIVeGaymRnIþfñak;Rsuk EdlmkBIEpñk CD nigksikmµ mankarBak;B½n§enaH RtUvGeBaI¢jGñk

cUlrYm ehIyCUndMNwgdl;BYkeK GMBIeKalbMNg nigxwømsarénsikçasalaenH .

CMhanTI 3³ karR)arBVeFIVsikçasala • karENnaMGñkcUlrYmTaMgLayeGaysÁal;Kña eKalbMNg kmµviFI nigviFIsaRsþ . • R)arBVeFIVsikçasala eTAtamkmµviFI ¬sUmemIlKMeragkmµviFI xageRkamenH¦ . • biTsikçasala edaymanBt’manGMBIkartamdan kareFIVesckIþsMerccitþénkarRKb;RKg

kareFVIsikçasalafñak;extþ .l.

CMhanTI 4³ karviPaKTinñn½y nigkarerobcMr)aykarN_gayyl;sMrab;GñkeRbIR)as;

• GñksMrbsMrYl nwgkt;RtaTukBt’man EdlTTYl)anBIsikçasala nigEktMrUvlT§pl EdlTTYl )anBIkarGegátvaytMélplb:HBal;eTAelIGñkTTYlpl eTAtamkarvaytMélrbs;GñkcUlrYm .

• RkumbegÁalRtYtBinitü nigvaytMélrbs; CBRDP ¬EdlmanmRnIþRtYtBinitü nigvaytMélcMnYn 3 nak; nig TA RtYtBinitü nig vaytMélcMnYn 3 nak;¦ nwgsresrr)aykarN_RtYtBinitüpl b:HBal;GñkTTYlpl ¬r)aykarN_GegátvaytMél¦RbcaMqñaMmYy CamYylT§plénsikçasalaenH niglT§plEdlTTYl)anBIkarGegátvaytMélplb:HBal;eTAelIGñkTTYlpl EdlTak;Tg CamYynwgsnÞsSn_TaMgGs;enAkMritfñak;lT§pl nigeKalbMNg.

5>4>3-sikçasalasIþBIB½t’mansMrab;fñak;RKbRKg lT§plénkarvaytMélplb:HBal;elIGñkTTYlpl nigsikçasalaRtYtBinitüGñkTTYlpl

nwgRtUv)ansegçb nigbgðajCUnenAkñúgeBlsikçasalafñak;extþmYy sMrab;naykKMerag GPi)alextþ smaCikGciéRnþy_énKN³kmµFikarRbtibtþi PSU TA GñkRKb;RKgnigmRnIþRtYtBinitü nigvaytMél énsmasPaKTaMgGs; ehIyBiPakSaKñaCaBisþar . Gnusasn_TaMgLay nwgRtUv)anedaHRsay sMrab;kar

120

pøas;bþÚryuT§saRsþ kareFIVEpnkareLIgvij nigkareFIVesckIþsMerccitþRKb;RKg enAkñúg»kasenH . naykKMerag nigGPi)alextþnwgeFVICaKN³GFibtIénsikçasalaenH.

eKalbMNgénsikçasalasþIGMBIBt’mansMrab;GñkRKb;RKgmandUcteTA ³ • eFVIkarbgðajGMBIviFIsaRsþ niglT§plénkarvaytMélplb:HBal;GñkTTYlpl niglT§pl

sikçasalaRtYtBinitüGñkTTYlplfñak;Rsuk. • BiPakSaelIbBaðasMxan;² CamYyfñak;RKb;RKgsmasPaK nigeFVIesckþIsnñidæan • sMrbsMrYleGaymankareFVIesckþIsMerccitþelIdMeNaHRsaybBaða nigkarGnuvtþkartam

danbnþ. nItiviFI sMrab;sikçasalasIþBIBt’mansMrab;fñak;RKb;RKg CMhanTI 1³ Epnkar nigkarerobcMsikçasala

• bBa¢ak;eGayc,as;GMBItYnaTIénsmaCikRkumkargarepSg² EdlmkBIGgÁkarxusKña enAkñúgdMeNIr karsikçasalaenH.

• kMNt;Bt’manEdlman ¬BI BIA nig BMW¦ edIm,IykmkBiPakSaKñaCamYyGñkcUlrYm • eFVIkarsMercelIEpnkareBlevla nigviFIsaRsþsMrab;eFVIsikçasala ¬sUmemIl]bsm<½n§TI 3¦. • eFVIbBa¢IsMPar³EdlRtUvkar ¬Éksar RkdasFM Rkdasra:m nighVWt .l. .

CMhanTI 2³ kareRtomeFVIsikçasala

• eFVIkarsMercelIcMnYnGñkcUlrYmEdlRtUvGeBa¢Ij nigbBa¢ak;eGayc,as;fa RbFansmasPaK TaMgGs; nwgRtUvcUlrYmsikçasala.

• eFVIkarsMercelITIkEnøgsmrmüsMrab;eFVIsikçasala • eRtomÉksarTaMgGs; ¬viFIsaRsþ niglT§pl énkarvaytMélplb:HBal;GñkTTYlpl

nigsikçasalaRtYtBinitüGñkTTYlpl¦ sMrab;ykeTAbgðaj nigBiPakSaKña • eRtomsMPar³TaMgGs;EdlRtUvkar ¬RkdasFM Rkdasr:am hVWt .l. .

CMhanTI 3³ karR)arBeFVIsikçasala

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• karENnaMeGaysÁal;Kña karbgðajeKalbMNg kmµviFI nigviFIsaRsþ • dMeNIrkarsikçasalaeTAtamkmµviFI • biTsikçasalaedaymankarsnñidæan dMeNaHRsaybBaða nigkartamdanbnþelIkarsMerccitþ

rbs;fñak;RKb;RKg. CMhanTI 4³ karviPaKTinñn½y nigkarerobcMr)aykarN_gayyl;sMrab;GñkeRbIR)as;

• GñksMrbsMrYlsikçasala nwgeFVIkarkt;RtaBt’manEdlTTYl)anBIsikçasala edIm,Idak;bBa©Úl eTAkñúgr)aykarN_RtYtBinitüplb:HBal;GñkTTYlpl. eTaHCay:agNak¾eday lT§plEdl)an BIsikçasalasþIBIBt’mansMrab;GñkRKb;RKg minGaceRbIR)as;edIm,IEktMrUvnUvral;lT§plénkar vaytMélplb:HBal;GñkTTYlpl nigsikçasalaRtYtBinitüGñkTTYlplenaHeLIy edaysar CYnkalvamancMNucpÞúyKñaBIGVIEdlrkeXIjenAÉfñak;GñkTTYlplTaMgRsug . dUcenH vaKYrEtCa EpñkmYyénr)aykarN_ b:uEnþRtUvsßitenAkñúgCMBUkdac;BIeK.

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rUbPaBTI 2 : TidæPaBrYmelIkarRtYtBinitüenAkMritGñkTTYlpl

• 4 - 10 Villages BIAs

BMWs

MIW

• Verification of BIAs results

• Discuss other issues (indicators)

• Representatives from all villages

• Survey teams (+ other M&E focal points)

• Facilitators

Results from xxx villages

Verified for all villages

• Discuss verified results • Think about conclusion • Necessary discussion

Monitoring implementation of decision-making

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CMBUk 6

karEfrkSaTuk kardkykmkeRbI nigkarviPaKTinñn½y nigB½t’man

enAeBlEdleyIgniyayGMBIkarEfrkSaTuk nigkardkykmkeRbInUvB½t’manEdl)anBIlT§pl

RtYtBinitü eyIgcg;niyayCasMxan;eTAdl;Tinñn½yGMBIsmiT§iplCarUbv½nþrbs;KMerag ¬cMnYnmnusSEdl )anbNþúHbNþal )anTTYlesvakmµ )anTTYlTun nig)anTTYlkarsMrbsMrYlelIdMeNIrkareFIVEpnkar .l.¦ . Tinñn½yTaMgenH tMNageGaylT§pld¾sMxan;énRbB½n§RtYtBinitü nigvaytMélsMrab; :lMdab;eRkambMput : éncgVak;lT§pl ¬Result Chain¦ enAkñúg CBRDP/RDP.

CamYynwgRbB½n§RtYtBinitüEdl)anENnaMeGayGnuvtþenAkñúgesovePAenH CakarBit eyIgenAEt RtUvkarB½t’manGMBIKuNPaBénlT§plCarUbv½nþenAkMritlT§plx<s; éncgVak;lT§pl.

enAkñúgkrNICaeRcIn viFIsaRsþKuNPaB manlkçN³smRsb sMrab;karvas;EvgKuNPaBén lT§plenARKb;kMrit ¬cab;BIkMritlT§plrhUtdl;plb:HBal;¦ eRcInCagviFIsaRsþbrimaN . ehtudUecñH ehIy karepþatkarykcitþTukdak;CamYynwgRbB½n§RtYtBinitü Edl)anENnaMenH nwgmaneTAelIkar vaytMélelIKuNPaBénlT§plenARKb;kMrit CamYynwgviFIsaRsþKuNPaBCacMbg ¬sUmemIlCMBUkTI 5 xagelI¦ . b:uEnþ CafIµmþgeTotenATIenH eyIgGaceRbIR)as;sßitiBIÉksarpÞúkTinñn½ykñúgkmµviFI Excel edIm,I TTYl)anTidæPaBrYmmYy ehIyeFVIkareRCIserIsXMu PUmi b¤RkumeKaledAedayRBav²

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b¤tameKalbMNgsMrab;karGnuvtþn_viFIsaRsþKuNPaBrbs;eyIg ¬BIA, karGegátkarGnuvtþn_tam¼ kaGegátsMNak .l.¦.

EpñkxageRkamBiBN’naGMBIRbB½n§pÞúkTinñn½y sMrab;RtYtBinitübrimaN ¬6/1¦ nig]bkrN_sMrab; RtYtBinitüKuNPaB ¬6/2¦.

6/1-B½t’mansIþBIPaBeCOnelOnCarUbv½nþ ¬brimaN¦ B½t’manGMBIbrimaNRtUv)anEfrkSaTukenAkñúgÉksarpÞúkTinñn½yénma:sIunkMuBüÚT½r . RbB½n§pÞúk

Tinñn½yRtYv)aneKemIleXIjfaCaEpñkcMruHmYyénRbB½n§ M&E . 6/1-TidæPaBTUeTAénRbB½n§ÉksarpÞúkTinñn½y RbB½n§pÞúkTinñn½ymYyEdlmandMeNIrkarl¥ RtUvmanCMhandUcteTAenH ³ k-karerobcMbegáItrcnasm<½n§ÉksarpÞúkTinñn½y ¬eTAtamesckþIRtUvkarénkarviPaK¦ karerobcMbegáItÉksarpÞúkTinñn½yEdlsmRsb cab;epþImCamYykarkMNt;Gefr. kareRCIserIs

GefrRtUvEp¥keTAelITidæPaBmYycMnYn dUcCafaetITinñn½yekIteLIgCajwkCaRbcaM ¬dUcCa kalbriecäTkMcat; esµAcéRg¦ b¤Tinñn½yekIteLIgEtmþgKt; ¬]TahrN_ éf¶ Ex qñaMkMeNIt¦. bnÞab;BIkarkMNt;GefrNa mYyRtUveFVIrYcehIy GefrnImYy²enAkñúgÉksarpÞúkTinñn½y RtUvkareFVIcMNat;fñak;sMrab;RbePTrbs;va ¬]TahrN_ kalbriecäT cMnYn GtßbTCaGkSr///¦ nigtMélEdlGacmansMrab;GefrenH. ]TahrN_ cMnYn nigGtßbTCaGkSrminRtUvbBa©ÚlCamYyKñaCatMélEtmYyénGefrmYyeLIy. enAeBl erobcMGefrTaMgLayenAkñúgÉksarpÞúkTinñn½ymYy eKRtUvEtcgcaMCanic© nUvkareFVIviPaKepSg² Edlnwg GaceRbIlT§PaBkñúgkarEksMrYltictYcbMput.

x-karRbmUlTinñn½y ¬CamYyTMrg;RbmUlTinñn½yepSg²¦ sMrab;karRbmUlTinñn½y eKRtUvEtEjkeGay)anc,as;faetIGefrdac;edayELk RtUv)aneKRbmUl

EtmþgKt; b¤k¾RbmUlkñúgcenøaHeBleTogTat; b¤mineTogTat;mþgehIymþgeTot. karxitxMRbwgERbg RbmUlTinñn½yKYrRtUvkat;bnßy ]TahrN_tamry³karbBa©ÚlkarRbmUlTinñn½yeTAkñúgskmµPaBkargar CaRbcaM. cMNucenHGacCakrNImYysMrab;ÉksarpÞúkTinñn½yGMBIdMeNIrkar CBO EdlmRnþIKMeragRbmUl B½t’man kñúgeBlBYkeKcuHeTAemIl CBO CaRbcaM. karRbmUlTinñn½yRtYv)aneKemIleXIjfa Cakardwk CBa¢ÚnB½t’manBIvalmkkan;kariyal½yenAfñak;extþ EdlkarbBa©ÚlTinñn½ynigviPaKbEnßmeTotRtUv)aneK eFVIeLIg.

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K-karbBa©ÚlTinñn½yeTAkñúgkuMBüÚT½r karbBa©ÚlTinñn½yeTAkñúgkMBüÚT½r GaceFVI)anesÞIrEtRKb;rUb eGayEtecHkmµviFI Excel . eTaHCa

y:agNak¾eday edIm,IeGaymanKuNPaB eKRtUveFVIeGayR)akdfa buKÁlikEdlbBa©ÚlTinñn½y RtUvdwgnUv GVIEdlxøÜnKat;kMBugeFVI ¬faetItYelx)anmkBINaxøH etIvaniyayBIGVI¦ ehIyEdlKat;GaceFVIkaredayepþat GarmµN_x<s; edIm,IbBa©ÚlTinñn½yeGaymanc,as;las;.

X-kareFVIsuBlPaBTinñn½y ¬karRtYtBinitürkemIlkMhus¦ xN³EdlkarbBa©ÚlTinñn½yGaceFVIedaymnusSeRcInKña eKRtUvkarCMnajCan;x<s;elIkmµviFI

Excel sMrab;RtYtBinitükMhusqÁgénTinñn½y. edayeRbIR)as;muxgar { Filter} vamanPaBgayRsYl kñúgkarRtYtBinitükMhusqÁg elIkElgEt {GefrCaelx} Cak;lak;. eRkaymkeTot RtYtBinitütamry³ {minimum} nig {maximum} GacrkeXIjkMhusxøH²Edl)anbBa©ÚlknøgmkCak;Esþg.

g-karrkSaTukTinñn½y nigEfrkSaRbB½n§ ¬rab;bBa©Úl faetIGñkNaTTYlxusRtUvelIÉksarrYm?¦ sMrab;KMerag CBRDP/RDP Tinñn½yCabrimaNnwgrkSaTukenAkñúgsnøwkkmµviFI Excel Edl)an

erobcMbegáIteLIgCaÉksarpÞúkTinñn½y. fVIebIkmµviFI Excel minEmnCakmµviFIRKb;RKgTinñn½yEdleK erobcMeLIgCaFmµtaeGay)anCak;lak;k¾eday k¾vapþl;GtßRbeyaCn_mYycMnYnsMrab;eKalbMNgenAkñúg bribTénRbB½n§RtYtBinitüKMerag CBRDP/RDP Edr. GtßRbeyaCn_EdlsMxan;CageKenaHKW buKÁlik PaKeRcInenAfñak;extþmanbTBiesaFn_ ehIyCYnkalmanCMnajCan;x<s;eTotpg kñúgkareRbIR)as;kmµviFI Excel ehIykEnøgbNþúHbNþalepSgeTotk¾gayrkpgEdr TaMgenAkñúg nigeRkAKMerag.

karftTukkñúgDIsnUvÉksarpÞúkTinñn½yTaMgGs; bnÞab;BIeFVIkargarCamYyÉksarTaMgenaH KWCakar Gnuvtþn_karRKb;RKgTinñn½yl¥mYy. sMrab;GñkTTYlxusRtUvelIÉksarrYmmYy eKpþl;Gnusasn_eGayft cMlgÉksarrYmTukkñúgDIscMnYn 2 ¬A nig B ¦ EdlsßitenAkñúg]bkrN_pÞúkTinñn½yxusKña nigenARKb; eBlevla. dUecñH enAeBl)at;Tinñn½y nwgminmankaredaHsaresaksþayeLIy.

sMrab;ÉksarpÞúkTinñn½ynImYy² vaCakarsMxan;kñúgkarkMNt;GñkTTYlxusRtUv sMrab; {ÉksarrYm} . GñkNak¾edayEdleFVIkarviPaKNamYy KYrcab;epþImviPaKCamYyÉksarcMlgBIÉksarrYmCanic©. manEtviFIenHeT EdleKGacecosvag)annUvCMnan;eRcInxus²Kña ekItmaneTAelIÉksarpÞúkTinñn½yEtmYy.

c-karviPaKTinñn½y nigkarTajykTinñn½ysMrab;eFVIr)aykarN_ b¤kareRbIR)as;epSg²nUvÉksar pÞúkTinñn½y

kareRbIR)as;kmµviFI Excel pþl;meFüa)ayeRcInNas;kñúgkarbegáItRbB½n§ M&E edayQrelI FnFan nigCMnajEdlmanRsab;. karviPaKCamUldæanGaceKeFVI)any:aggayRsYl CamYykmµviFIenH

126

dUcCa "sum", "average", "percentage", .l. enHeFVIeGaymankareBjcitþeRcIn edaybMeBj)annUvtMrUvkarviPaKsMrab;eFVIr)aykarN_ CBRDP/RDP Casþg;dasþIGMBIlT§plKitCabrimaN.

ÉksarpÞúkTinñn½yEdlmanmkehIy naMmknUvPaBsMbUrEbbd¾FMmYyénkarviPaKenAkMritepSg²Kña sMrab;kardwknaMRKb;RKgCaRbcaM rhUtdl;kareqøIytbeTAnwgsMNYrRsavRCavCamUldæan. karviPaKEdl manPaBsµúRKsµajeRcInCagenH TamTareGaymankarRKb;RKgTinñn½ykMritx<s; k¾dUcCaCMnajviPaK nigCMnajRKb;RKgsßitipgEdr. Tinñn½yEdl)anBIÉksarelIkmµviFI Excel gayRsYlbBa¢ÚneTAkmµviFI epSgeTot ¬dUcCa ACCESS b¤ SPSS¦ dUcenH cUrkuMkMNt;RBMEdnelIkarviPaKedaysarkareRbIR)as; kmµviFI Excel eGayesaH.

6/2-TidæPaBrYmrbs;ÉksarpÞúkTinñn½y CBRDP/RDP

RbB½n§pÞúkTinñn½yrbs;KMerag CBRDP/RDP naeBlbc©úb,nñ manÉksarpÞúkTinñn½ycMbg²cMnYn 3 nigmanÉksarpÞúkTinñn½yCak;lak;sMrab;smasPaK. ÉksarpÞúkTinñn½ysMxan;TaMg 3 mandUcteTA ³

k¦ ÉksarpÞúkTinñn½yPUmiTUeTA x¦ ÉksarpÞúkTinñn½y HRD K¦ ÉksarpÞúkTinñn½yRBwtþikarN_bNþúHbNþalRkumeKaledA ÉksarpÞúkTinñn½yPUmiTUeTA KWCabBa¢IeQµaHPUmiTaMgGs;TUTaMgextþ EdlsßitenAkñúgkUeLanTI 1

rbs;ÉksarenH. brimaNénsmiT§iplrUbv½nþRtUv)ancuHcUlenAkñúgkUeLandac;edayELkBIKña nigRtUvEt kt;RtaenAkMritPUmiCanic©. ÉksarpÞúkTinñn½yenH manbBa©ÚleQµaHXuM nigeQµaHRsukpgEdr edIm,IeGay karpþúMKñaepSg²GaceFVI)anedaygayRsYl. ÉksarpÞúkTinñn½yrIkFM)anedaybEnßmkUeLan eTAtameBl evla nigesckþIRtUvkar. cMNgeCIgkUeLansMxan;mandUcCa ³

• cMnYn bgðajRsUvvsSa 2005 • cMnYn VAHW

• cMnYnbgðajciBa©wmRCUk 2004 • cMnYnFnaKarRsUvEdlman • cMnYnGNþÚgTwkEdl)ansg; 2005

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• K/m pøÚvEdl)ansg; 2004 ÉksarpÞúkTinñn½ynwgRtUv)anbBa©ÚlTinñn½yy:agtic 2dgkñúg1qñaM edaymRnþIbegÁalRtYtBinitü

nigvaytMélenAkñúgsmasPaKnImYy² dac;edayELkBIKña sMrab;kUeLannImYy² EdlTak;Tgnwgsmas PaKenaH . vaminmanTMrg;RbmUlTinñn½yCaBiesssMrab;B½t’manTaMgenHeLIy. Rkum M&E enA ExCom nwgeFVIkarRbmUlpþúMÉksarEdl)anbBa©ÚlTinñn½yrYcehIyeTAkñúgÉksarpÞúkTinñn½yPUmirYmKña mYy. ÉksarenHpþl;nUvB½t’manRbmUlpþúMCabrimaNEdlmanRbeyaCn_ nigCaRbPBd¾mantMélmYysMrab; eFVIkarGegátsMNak.

ÉksarpÞúkTinñn½y HRD pÞúkTinñn½yskmµPaBGPivDÆn_FnFanmnusSTaMgGs;. fVIebIkarbNþúH bNþalCaB½t’manEdlsMxan;bMputCageKk¾eday ÉksarpÞúkTinñn½yenH k¾pÞúkTinñn½yRKb;RbePTén RBwtþikarN_ksagsmtßPaBpgEdr rab;bBa©ÚlkarcUlrYmsikçasala karcUlrYmRbCuM kareFVITsSnkic©sikSa snñi)at bsnñisITnana .l. viFankarksagsmtßPaBTaMgenH RtUv)ankt;RtasMrab;buKÁlikmñak; RbeyaCn_gayRsYlemIleXIjTidæPaBrYménviFankarksagsmtßPaB tamRbFanbT nigtambuKÁlik mñak;². rcnasm<½n§rbs;ÉksarpÞúkTinñn½yenH manbgðajenAkñúg]bsm<½n§TI7 .

B½t’manRtUv)anRbmUlenAkñúgsmasPaKdac;edayELkBIKña edaysarbuKÁlikEdlBak;B½n§ KWCamnusSxusKñaenAkñúgsmasPaKnImYy. TMrg;RbmUlTinñn½yBiessmYy ¬sUmEpñk 5/1/1¦ RtUv)an eRbIR)as;kñúgkarRbmUlTinñn½y. mRnþIbegÁal M&E enAkñúgsmasPaKnImYy² TTYlxusRtUvRbmUl B½t’man nigeFVIbc©úb,nñPaBB½t’manTaMgenH. Rkum M&E enA ExCom nigbBa©ÚlTinñn½y HRD TaMgGs;Edl)anBIRKb;smasPaK 2 dg kñúg1qñaM .

ÉksarpÞúkTinñn½y HRD GaceGayeKsegçbkarcUlrYmcMENkbNþúHbNþal ehIyenAeBlCa mYyKñaenH pþl;B½t’manedIm,ItMrg;TiskmµviFIksagsmtßPaB nigedIm,IGPivDÆn_viC¢aCIv³buKÁlik.

ÉksarpÞúkTinñn½ybNþúHbNþalRkumeKaledA pÞúkTinñn½yRsedogKñaeTAnwgÉksarpÞúkTinñn½y HRD bu:EnþsMrab;karbNþúHbNþalRkumeKaledA mandUcCafñak;eronksikr karRbCuMPUmi .l. . cMNucxusKñasMxan;eTAnwgÉksarpÞúkTinñn½y HRD KW GñkcUlrYmkñúgvKÁbNþúHbNþalRkumeKaledAminRtUv )anRtYtBinitümñak;²dac;BIKñaenaHeLIy EtRtUv)anRtYtBinitüCacMnYnGñkcUlrYm CaRsþI nigcMnYnsrubEt b:ueNÑaH. Tinñn½ysMrab;ÉksarpÞúkTinñn½yenHrab;bBa©ÚlRBwtþikarN_bNþúHbNþalRkumeKaledARKb;RbePT ehIykUeLansMrab;RbePTRBwtþikarN_ nwgGaceGayeKviPaK)annUvTinñn½yeTAtamRbePTRBwtþikarN_. edayehtufa manRBwtþikarN_CaeRcIn)aneFVIeTAelI { GñkPUmiFmµta} mRnþIKMeragk¾erobcMvKÁCaerOy² sMrab;RkumeKaledACak;lak;pgEdr ¬]TahrN_ smaCikRkumRbwkSaXuM Pñak;garsuxPaBstVPUmi smaCik

128

KN³kmµkarnanatamPUmi .l.¦. eRkaymk cMnYnGñkcUlrYm RtUv)ancuHcUleTAkñúgRkumNamYykñúg cMeNamRkumTaMgGs;enH.

manTMrg; 2 RbePT sMrab;RbmUlTinñn½y sMrab;ÉksarpÞúkTinñn½ybNþúHbNþalRkumeKaledA. vamanEb

ñúgsmasPaKnImYy² . mRnþIbeg

eRcInEbbeRcIny:ag CaBiess karbUks

wgrkSaTuknUvÉksarpÞúk Tinñn½yC

inñn½ysMrab;RbePTbgðajenAvalnImYy²EdlmanGefrbec©keTsepSg²/ ÉksarpÞúkTinñn½ysþIGMBIkargarrbs; VAHW,

bbTxusKña b:uEnþsMrab;RbmUlTinñn½yEdlmanRbePTGefrdUcKña. enAeBlEdlTMrg;mYymanPaB smRsbCamYynwgRBWtþikarN_Edlmanry³eBl1éf¶ TMrg;mYyeTotgayRsYlGnuvtþCagsMrab; RBwtþikarN_Edlmanry³eBlEvgCag 1éf¶ ¬sUmemIlEpñk 5/1/1¦. RBwtþikarN_bNþúHbNþalRkum eKaledAmYyEdlmanry³eBleRcInCag 1éf¶ GaccuHcUlenAkñúgÉksarRBwtþikarN_bNþúHbNþal RkumeKaledAelICYrcMnYn 1 sMrab;Et 1éf¶. kUeLan "counter" dac;edayELkmYyenAkñúgRBwtþikarN_ bNþúHbNþalRkumeKaledAGaceGayeKbUksrubcMnYnRBwtþikarN_ nigcMnYnéf¶énRBwtþikarN_)any:aggay. ehtuplcMbgkñúgkarkt;RtacMnYnGñkcUlrYmRbcaMéf¶ enAkñúgRBwtþikarN_EdlekItmaneRcInCag 1éf¶ KWcMnYn GñkcUlrYmenAkMritRkumeKaledAmankarpøas;bþÚrCaerOy²BImYyéf¶eTAmYyéf¶.

ÉksarpÞúkTinñn½ybNþúHbNþalRkumeKaledA nwgRtUv)anrkSaTukenAkÁal M&E rbs;smasPaKnImYy² CaGñkTTYlxusRtUv. RbsinebIkarRbmUlTinñn½yenAxVH

cenøaHeRcIn eKKYrP¢ab;TMnak;TMngrvagkarRbmUlTinñn½yeTACamYyKNenyükr EdltamFmµta RKb; RBwtþikarN_ etagEtTak;TgCamYykic©karhirBaØvtßúedIm,IerobcMdMeNIrkar.

ÉksarpÞúkTinñn½ybNþúHbNþalRkumeKaledA naMmknUvkarviPaKrubskmµPaBenAmUldæan. vapþl;nUvTinñn½yCak;lak;tamePT Edl)anBIskmµPaBnanaenA

mUldæan ehIyk¾GaceRbIR)as;)ansMrab;vaytMélkargarbuKÁlikpgEdr BIeRBaHÉksarpÞúkTinñn½ymanpÞúk B½t’mansþIGMBInrNaCaGñkerobcMbNþúHbNþal. bBa¢IGefreBjeljsMrab;ÉksarpÞúkTinñn½ybNþúH bNþalRkumeKaledA manenAkñúg]bsm<n§TI 7 . kñúgkarvaytMéleKRtUvdwgfa ÉksarpÞúkTinñn½y bNþúHbNþalRkumeKaledA min)anpþl;nUvTinñn½ysþIGMBI {cMnYnmnusSEdl)anbNþúHbNþal b¤)anpSBV pSayeTAdl;} enaHeLIy pÞúyeTAvij manEt {cMnYnmnusSEdlcUlrYmenAkñúgRBwtþikarN_ } bu:eNÑaH Edl GacCamnusSdEdl ehIyEdl)ancUlrYmkñúgRBwtþikarN_bNþúHbNþalepSg²Kña.

bEnßmBIelIÉksarpÞúkTinñn½ycMbgTaMg 3 xagelIenH smasPaKnImYynak;lak;eTAtamRbFanbTmYycMnYn. ÉksarpÞúkTinñn½yxageRkamenHRtUv)anbegáIteLIgrYcmk

ehIysMrab;smasPaKepSg³ ksikmµ³ ÉksarpÞúkT

129

GPivDÆn_shKmn_³ ÉksarpÞúkTinñn½ybegáIt CBO ¬rab;TaMg LTC¦/ ÉksarpÞúkTinñn½y dMeNIrkar CBO sMrab;smaKmR)ak; FnaKarRsUv/ LTC pøÚv/ LTC GNþÚg .l.

nigpøÚv/ PID ¬Seila

IyeT eRkAGMBIkarRtYtBinitütamry³ dMeNIrk

TMrg;RbmUlTinñn½yCaeRcIn RtUv)anbegáIt nigkMBugeRbIR)as;rYcmkehIy ¬sUmem

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's Project Implementation Database¦ vimCÄkar³ minmanÉksarpÞúkTinñn½yCak;lak;sMrab; CBRDP/RDP RtUv)anbegáIteLIg

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pÞúkTinñn½ykñúgkMuBüÚT½rmanEbbbTxusKñaq¶ay fVIebIvamanGefrdUcKñak¾eday.

6/2-B½t’manGMBIKuNPaB ]bkrN_sMxan;mYyeTotsMrab;RbmUlTinñn½ybrimaN nigKuNPaB

CaFmµta vaRtUv)aneKviPaK;lak;sMrab;karGegátCaBiess. ]bkrN_én {karGegátsMNak} RtUv)anBiPakSadac;edayELk

enAkñúgCMBUkTI 4. enAkñúgkrNICaeRcIn B½t’manEdlRbmUl)anedayviFIsaRsþKuNPaB minRtUvkarkarEfrkSaTuk

Tinñn½y kaviPankarsegçbCalaylkçN_GkSrénkarBiPakSaKñaCamYynwgRkumeKaledA ¬PaKeRcIneFIVRsb

CamYynwgesckIþENnaMeFIVsmÖasn_ edayman b¤ edayKµankareRbIR)as;]bkrN _ PRA ¦ .

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rbUksrub¼sniñdæan RtUv)anBiBN’naenAkñúgr)aykarN_.

130

karviPaKB½t’man EdlRbmUl)an edayeRbIR)as;viFIsaRsþKuNPaB ¬kareFIVsmÖasn_ kareFVI BIA .l.¦ CaGkusl KWmankarlM)akCagkardkyksißtiBIÉksarpÞúkTinñn½yeTAeTot . vaRtUvkar smtßPaBTUlMTUlayy:agxøaMg.

edaysar CBRDP/RDP begáInkarykcitþTukdak;eTAelIKuNPaBénplitkmµ¼esvakmµ nig plb:HBal;rbs;xøÜnenaH vaminmanCMerIsGVIeRkABIkareRbIR)as;viFIsaRsþKuNPaBeGay)aneRcInenaHeT . karGnuvtþn_nUv]bkrN_ nigviFIsaRsþKuNPaB RtUvkarnUvCMnaj nigsmtßPaBBiess. RbsinebICMnaj nigsmtßPaBTaMgenaHminTan;mansMrab;buKÁlikKMerageT karbNþúHbNþaltMrg;TisCaBiess KYrRtUv )andak;bBa©ÚlenAkñúgEpnkarRbtibtþiKMerag CBRDP/RDP b¤k¾manCMerIseRbIR)as;FnFanxageRkA sMrab;kargarRtYtBinitüxøHkñúgcMeNamkargarRtYtBinitüTaMgenH. vaKWCakarsMxan;kñúgkarcgcaMfa esckþIRtUvkareGaymanTinñn½yEbbKuNPaBeRcIn min)anCMnYsesckþIRtUvkarsMrab;Tinñn½yEbbbrimaN EdlRbmUlCaRbcaMenaHeLIy pÞúyeTAvij Tinñn½yEbbKuNPaB bEnßmeGayman{tMélx<s;Cag} eTAelIkargarRtYtBinitü. karviPaKnigkarcgRkgÉksarénlT§plEdl)anBIkarGegátvaytMélEpñkKuNPaB

mankarGegÁtvaytMélEpñkKuNPaBmYycMnYn ¬dUcCa BIA karvaytMélbec©keTsCaedIm¦ RtUv)anerobcMeFVIeLIgCaeTogTat; b¤mineTogTat;EdlCaEpñkmYyénRbB½n§RtYtBinitü nigvaytMél. karGegátvaytMélTaMgenaHmankargardUcteTA ³

• eFVIkar)a:n;RbmaNeTAelIkarERbRbYl Edl)anbegáIteLIgedayGnþraKmn_rbs; CBRDP/RDP nig

• eFVIkar)a:nsµaneTAelIlT§plenARKb;kMriténGnþraKmn_rbs; CBRDP/RDP viFIsaRsþsMxan;énkarRbmUlTinñn½y KWkareFVIsMPasn_RsbeTAtameKalkarN_ENnaMeFVIsMPasn_

Cak;lak; enAkñúgPUmimYycMnYnEdlRtUvkMNt;. eKalkarN_ENnaMeFVIsMPasn_ nwgRKbdNþb;elIsMNYr TaMgGs; Ed;lcaM)ac;kñúgkarpþl;cMelIyeBjcitþeTAeGayeKalbMNgénkarsMPasn_dac;edayELkBIKña. eKalkarN_ENnaMeFVIsMPasn_TaMgGs; GacRtUv)anbMeBjedayTinñn½yCabrimaN Edl)anBIÉksar pÞúkTinñn½yepSg².

131

edayeRbIR)as; BIA Ca]TahrN_ esckþIesñIsMrab;GnuvtþdUcxageRkamenH RtUv)anbegáIteLIg sMrab;cgRkgÉksarénlT§plsMPasn_ karviPaKTinñn½y nigkarsresrr)aykarN_ ³

Gnusasn_sMrab;cgRkgÉksarénlT§plsMPasn_ • eRbIR)as;esovePAsresrTMhM A4 EdlmanRkbrwg ragbYnRCug ¬TMhM A4 mankEnøgRKb;

RKan;sMrab;karkt;Rtarbs;Gñk RkbrwggayRsYlkñúgkarRTab;sresr nigragbYnRCug eFVIeGayelakGñksresr)anRtg;l¥¦.

• sUmeRbIR)as;EtEpñkxageqVgénesovePAkñúgkarsresr)anehIy enAeBleFVIsMPasn_ eTAtamsMNYrdac;edayELkBIKña. enAeBleRkay RbsinebImanB½t’manbEnßmeTot elceLIgcMeBaHsMNYrdEdlkñúgGMLúgeBleFVIsMPasn_enaHEdr sUmbEnßmcMelIyTaMgenaH enAEpñkxagsþaM ¬sUmemIl]TahrN_xageRkam¦.

• sUmKUsbnÞat; 2 s/m BIEKmsnøwkesoePA nigeGayRsbeTAtambeNþayEKménTMB½r EdlGñkGacbgðajelxsMNYrgayRsYlkñúgkareyag. elakGñkGaceRbIkEnøgenHsMrab; kareyagqøgeTAsMNYrepSg² pgEdr ¬sUmemIl]TahrN_xageRkam¦.

TMB½rxageqVg esovePAebIk TMB½rxagsþaM 1 eRbIR)as;kEnøgenHsMrab;karkt;Rta TukkEnøgenHeGayTMenrsMrab;bEnßmBt’man 2 emIl 12 .l.

rbs;GñkkñúgeBleFVIsMPasn_

EdlBak;B½n§eTAnwgsMNYrdUcKñaEdlelceLIg tameRkay kñúgeBleBleFVIsMPasn_

132

Gnusasn_sMrab;karviPaKB½t’man elakGñknwgmanB½t’man enAkñúgesovePAkMNt;Rtarbs;elak

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•

Kña Anwgrcnasm<½n§enAkñúgeKalkarN_ENnaMeFVIsMPasn_.

eRkayeBleFVIkarGegÁtvaytMélsMrab;RKb;sMNYrTaMgGs;EdlmanenAkñúgeKalkarN_ENnaMeFVIsMPasn_PUmimYycMnYn. eTaHCa

ya:gNak¾eday B½t’mansMrab;sMNYrnImYy²enAkñúgeKalkarN_ENnaM KWenAray)a:ykñúgesovePA ehIyvaCakarBi)akéRkElgkñúgkarviPaKB½t’manBIesovePAedayxøÜnÉgEtmþg. nItiviFIdUcxageRkamenH RtUv)anpþl;CaGnusasn_sMrab;viPaKTinñn½y³

• eFVIkareRCIserIsGñkEdlmansmeTA 4nak; CaRkumeFVIviPaK¦ sMrab;eFVIkargardUcxageRkam ¬RbsinebIeRCIserIselIsBI 4nak; mnusSEdlEfmenaH naMmknUvEtkarRcLMbl;eRcInCagkarCYyeTAvijeT¦. eFVIkarbBaÚ¢nB½t’manTaMgGs;ecjBIesovePA eTAdak;elIpÞaMgRkdasEdlbdUcmanbgðajxageRkamenH ¬kargarenHGacbMeBjRsbKña)ankñúgeBlEtmYyedaysmaCik RkumviPaKTaMgGs;enAelICBa¢aMgpÞaMgRkdas¦. CBa¢aMgpÞaMgRkdasenHGacgayRsYleRbIkñúg TMhM 1/5 m x 6 m KWEp¥kelIcMNuHTin ½yEdlman. manCMerIsmYyepSgeTotKW :CBa¢aMgpÞaMgRkdas : GacRtUv)aneKerobcMenAkñúgkuMBüÚrT½redaypÞal;pgEdr. bnÞab;mk GñkcUlrYmRKb;KñanwgTTYlnUvÉksare)aHBum<éncMelIyTaMgGs;BIRKb;PUmisMrab;sMNYrnImYy². eFVIkarviPaKedayykcitþTukdak;elIB½t’manEdlBak;B½n§eTAnwgsMNYrmYy²sMrab;RKb;PUmiTaMgGs;. eFVIkarBiPakSaelIbBaðaTaMgLaykñúgcMrYmKña. smaCikmñak;eFVIkarsegçbB½t’man nigkarsnñidæanEdl)anÉkPaBKña dak;eTAkñúgkuMBüÚrT½r.

karviPaKB½t’mantamviFIenH eKRtUverobrcnasm<½n§r)aykarN_ eGayRsb b¤eGayRsedogeT

133

RbsinebIelakGñkeFVIcMNat;fñak;PUmisMNaksMrab;eFVIsMPasn_rbs;elakGñk ¬]TahrN_ 3PUmi mkBItMb

TahrN_GMBI CBa¢aMgpÞaMgRkdas MNYr 3 sMNYr 4 sMNYr 5 sMNYr 6 sMNYr 7 sMNYr 8 /////

n;ksikmµrwgbuwg manR)ak;cMNUlx<s; 2PUmimkBItMbn;EdlsßitenACitpøÚvCatiEdlmanrcnasm<½n§ xagTIpSarkMritx<s; 2PUmieTotmkBItMbn;CnbTRkIRkdac;Rsyal EdlmanPaBRkIRkkMritx<s; nigman »kasrkR)ak;cMNUltictYc¦ enAeBlenaHelakGñkRtUvEteFVIkarviPaKeTAtamcMNat;fñak; epSg²KñaénPUmi dac;edayELkBIKña ¬vaKµann½yGVIeTkñúgkarTajykkarsnñidæandUcKñasMrab;PUmiTaMgGs; RbsinebIsßanPaB bBaðarbs;BYkeKxusKñaTaMgRsug nigmantMrUvkarKaMRTxus²KñaenaH¦. ]

sMNYr 1 sMNYr 2 sPUmi 1

PUmi 2

PUmi 3

PUmi 4

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CMBUk 7

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135

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136

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sMrab;kar RtYtBinitü nigvaytMélKMerag - OAE qñaM 2003³ esovePARtYtBinitü nigvaytMél - PLG/Seila qñaM 2003³ esovePARtYtBinitü nigvaytMélkmµviFIsIla - PLG/Seila qñaM 2002³ esovePAédsIþBIkarRtYtBinitü nigvaytMélXMu-sgáat; - PLG/Seila qñaM 2002 x³ TMrg;eFIVr)aykarN_RbcaMEx mkBITIRbwkSaextþrbs; PLG eTAkan;

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138

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139

Ministry of Rural Development

Community Based Rural Development Project (CBRDP) Rural Development Program (RDP)

Kampong Thom & Kampot Cambodia

Monitoring & Evaluation Manual

Supported by Gesellschaft für Technische Zusammenarbeit (GTZ)

International Fund for Agricultural Development (IFAD) German Development Service (DED)

Internal Paper 27 Modification 2

March 2006

Community Based Rural Development Project (CBRDP) Rural Development Program (RDP)

Kampong Thom & Kampot Cambodia

Monitoring & Evaluation Manual

A guide for M&E officers and –focal points

Supported by Gesellschaft für Technische Zusammenarbeit (GTZ)

International Fund for Agricultural Development (IFAD) German Development Service (DED)

Internal Paper 27 Modification 2

March 2006

Abbreviations ADESS Agricultural Development Support to Seila AusAid Australian Agency for International Development CAAEP Cambodia-Australian Agricultural Extension Project CAU Contract Administration Unit of the ExCom CBRDP Community Based Rural Development Project CBO Community Based Organization CC Commune Council CD Community Development CDA Chief District Agriculture CMDG Cambodian Millennium Development Goals CMT Component Management Team DAE Department of Agricultural Extension DCD team District Community Development team DFT District Facilitators Team DIW District Integration Workshop DOT District Outreach Team DRD Department of Rural Development ExCom Executive Committee [of the PRDC] FP Farmer Promoter GTZ Deutsche Gesellschaft für Technische Zusammenarbeit HRD Human Resources Development IFAD International Fund for Agricultural Development LAU Local Administration Unit of the ExCom LTC Local Technical Committee (includes VTC) MAFF Ministry of Agriculture, Forestry and Fisheries M&E Monitoring & Evaluation M&E CT M&E Core Team MVHL Most Vulnerable Household List NGO Non-Governmental Organisation NRM Natural Resource Management OA Office of Agronomy OAE Office of Agricultural Extension PDA Provincial Department of Agriculture PDP Provincial Development Program Kampong Thom PLG Partnership for Local Governance PRA Participatory Rural Appraisal PRASAC Support Programme for the Agricultural Sector in Cambodia PRDC Provincial Rural Development Committee PSU Project Support Unit PTST Provincial Technical Support Team RC Result Chain RBM Result Based Monitoring RDP Rural Development Program Kampong Thom & Kampot Seila A Khmer word meaning ‘foundation stone’ and the name of a RGOC program for

poverty reduction through improved local governance TA Technical Assistance TSO Technical Support Officer TSU Technical Support Unit UNOPS United Nations Office for Project Services VLA Village Livestock Agent VTC Village Technical Committee WUC Water User Committee WUG Water User Group

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Foreword

The CBRDP/RDP management is pleased to share with M&E officers and focal points, Technical assistance staff (TA) and others staff members of CBRDP/ RDP this M&E Manual: A guide for M&E officers- and focal points. This manual aims to provide readers with the basic concepts behind Result-Based Management, an M&E system supported with M&E plan, methods and tools for data collection, data storage and reporting that will help to better articulate whatever the project, program or their unit/ components wants to achieve.

CBRDP/RDP has been pioneering monitoring activities for institutionalizing this manual within components, sub-components, ExCom units for the last few years. This has taken three years of consistent and unrelenting effort in applying and reviewing of methods, tools and practices, introducing new understanding of result chains and ensuring project implementation are much more participatory and transparent by involving M&E results.

We hope that all these efforts will help to contribute to develop results that are more sustainable and meaningful for the people who benefit from the project. This is not easy task and much works remains to be done and could be only fulfilled as long as decision makers use the M&E results effectively for that purpose. Therefore, this manual has to be used and applied. The best M&E system is not good, if it is not implemented and followed and, if it is implemented well, management has to use the data, otherwise it remains an exercise in itself, just is a manual only, and it doesn't achieve what we want.

The manual evolves from support of different consultants in 2002 and 2003 and the experiences of the M&E task force to date. It is designed in a user-friendly manner that can be easily understood in various components' contexts. It is our hope that the manual will become a useful guideline rather than a reference when component staff members and TA of components are looking for guidance to design, manage and monitor their activities and results or report on results achieved.

This manual has been a collaborative effort by many people and we would like to take this opportunity to acknowledge their contribution. Within CBRDP/RDP, our thanks to Dr. Georg Deichert, Advisor for Agriculture, NRM and M&E, who spearheaded this effort. To Mr. Ten Samrach, Advisor for Training and M&E, who facilitated the process of manual development, compiled everything together and kept track of all changes both English and Khmer version and finalized the manual. To Mr. Song Sophal, Planning and M&E officer of PSU/MRD, Mr. Hy Vichet, M&E Program Assistant in Kampot and Mr. Lean Kunlam, M&E Program Assistant in Kampong Thom, who provided their valuable inputs and practical experiences of all M&E evolutions in PSU and at the provinces.

We are grateful to Dr. Eberhard Bauer, M&E consultant, who developed jointly with us the M&E approach, indicators and the respective monitoring methods and tools. He assessed the M&E plans and provided training and backstopping to all M&E task force members and M&E focal points.

This manual could not have been prepared without the generous contribution of those individuals. This M&E manual will undoubtedly continue to evolve over time. We welcome any experiences you may have in the manual or suggestions and ideas you may have in improving the handbook. We have attached a feedback sheet in the annexed section for this purpose.

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We hope that the manual will not only useful and practical, but also enjoyable to read.

Phnom Penh, March 2006

Dr. Angelika Fleddermann Senior Advisor/Teamleader Rural Development Program (GTZ-CBRDP) Kampot/Kampong Thom

Dr. Chan Darong Deputy Director General Director of PSU/CBRDP/IFAD Ministry of Rural Development

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Table of Content

Abbreviations ......................................................................................................................... i Foreword................................................................................................................................ ii Table of Content................................................................................................................... iv Overview ................................................................................................................................ 1 Chapter 1: Introduction to the M&E Framework of the CBRDP/RDP ............................... 4

1.1. Objectives and target group of the M&E Manual ......................................................... 4 1.2. Requirements of the CBRDP/RDP M&E system ......................................................... 5 1.3. Relation to the Seila Planning and M&E framework .................................................... 5 1.4. The planning basis for M&E......................................................................................... 6

1.4.1. The logical framework ........................................................................................... 6 1.4.2. The annual plan of operation ................................................................................ 6 1.4.3. Monthly work plans ............................................................................................... 6 1.4.4. Monitoring & Evaluation Plan ................................................................................ 6 1.4.5. Monitoring and Evaluation work plan (integrated into plan of operation) .............. 7

1.5. M&E levels and relation to the IFAD manual ............................................................... 7 1.5.1. Level 1: Activity monitoring (Chapter 2) ................................................................ 7 1.5.2. Level 2: Output monitoring (Chapter 3)................................................................. 8 1.5.3. Level 3: Monitoring of Impacts (Chapter 4) ........................................................... 8

1.6. M&E management in CBRDP/RDP ............................................................................. 9 1.6.1. Monthly M&E meeting in each province................................................................ 9 1.6.2. Quarterly M&E meeting on national level.............................................................. 9 1.6.3. Permanent management backstopping on M&E................................................... 9

Chapter 2: Monitoring Level 1: Monitoring of Activities ................................................. 10

2.1. Systematic Work Planning as Basis for Activity Monitoring ....................................... 10 2.2. Tasks for M&E Focal Points and Managers in Activity Monitoring............................. 14

Chapter 3: Monitoring Level 2: Outputs ........................................................................... 15

3.1. M&E Plan ‘Decentralized Management’..................................................................... 17 3.2. M&E Plan ‘Enabling Commune Councils’ .................................................................. 19 3.3. M&E Plan ‘Community Development and Gender Mainstreaming’............................ 23 3.4. M&E Plan ‘Infrastructure incl. Land Titling and Irrigation’ .......................................... 32 3.5. M&E Plan ‘Agriculture Extension’............................................................................... 39 3.6. M&E Plan ‘Farmer Training & Demonstrations’ ......................................................... 44

Chapter 4: Monitoring Level 3: Outcomes and Impacts.................................................. 50 Chapter 5: Monitoring Methods and Tools....................................................................... 56

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5.1. Monitoring of Human Resources................................................................................ 56 5.1.1. Monitoring quantitative aspects of training and Target Group Events ................ 57 5.1.2. Monitoring of quality of Training and Target Group Events................................. 59 5.1.3. General Staff Assessment and Implementation of Recommendations............... 62

5.2. Monitoring of institutional performance using SWOT................................................. 66 5.2.1. Background to SWOT-Analysis........................................................................... 67 5.2.2. SWOT analysis as the key method for monitoring institutional performance...... 68 5.2.3. Follow-up of addressing weaknesses ................................................................. 70

5.3. Monitoring of Micro-Projects and -Processes ............................................................ 70 5.3.1. The ‘Project Book’ ............................................................................................... 72 5.3.2. End-of Project Evaluation.................................................................................... 72

5.4. Monitoring at Beneficiary Level .................................................................................. 75 5.4.1. The Beneficiary Impact Assessment (BIA) Survey ............................................. 76 5.4.2 The Beneficiary Monitoring Workshop ................................................................. 78 5.4.3. Management Information Workshop ................................................................... 80

Chapter 6: Storage, Retrieval and Analysis of Data and Information ............................ 83

6.1. Information on physical progress (quantity) ............................................................... 83 6.1.1. General aspects of a database system............................................................... 83 6.1.2. Overview of CBRDP/RDP data files.................................................................... 85

6.2. Information on quality................................................................................................. 86 Chapter 7: Reporting System ............................................................................................ 90 Background Documents .................................................................................................... 91 Annexes ............................................................................................................................... 92

Annex 1: Revised Logical Framework of the CBRDP................................................93

Annex 2: Job Descriptions........................................................................................101

Annex 3: BIA & BMW guidelines............................................................................. 111

Annex 4: Agriculture data collection sheets..............................................................122

Annex 5: Committee performance list......... ............................................................125

Annex 6: Component specific data files...................................................................135

Annex 7: Main data files...........................................................................................141

Annex 8: Site Inspection forms.................................................................................144

Annex 9: Feedback sheet.........................................................................................157

Figures:

Figure 1: Result Chain................................................................................................. 2 Figure 2: Overview of Monitoring at Beneficiary Level .............................................. 82

v

Overview

This manual should primarily guide the M&E officers and –focal points of the CBRDP/RDP and its components to fulfil their duties for programme internal monitoring.

The present manual is complete but will undergo regular updating. Methods, tools and formats presently in use by the different components in the two provinces for physical progress monitoring have been streamlined, agreed upon and integrated into the manual. The manual has to be seen as a flexible tool with adjustments to be made on the basis of accumulating experiences during implementation. The manual describes more or less the compulsory part for the M&E system. Each aspect of the M&E systems allows, however, to add optional monitoring and evaluation tools to the system. In this way, the manual has to be seen also as a snap shot (status of that moment) of a continuous learning and improvement process.

The design of the presented M&E system focuses on a “Result Based Monitoring (RBM)” approach, and therefore requires a basic understanding of this approach. RBM means looking at logframe-hierarchies of goals as a “result (or impact) chain (RC)”, whereby the results at the higher impact level (outcomes, direct and indirect benefits) become more the centre of attention compared to the lower levels of the chain (inputs, activities, outputs). An example of a result chain is shown in the figure below. Although RBM has a strong focus on higher level impacts, it should not be misunderstood, that monitoring of inputs and activities becomes obsolete. Input, activity and output monitoring remain important for day-to-day management and steering of a project. The challenge for the M&E system for higher level impact monitoring is to develop appropriate and effective tools to measure direct and indirect benefits, and to allow with reasonable justification to attribute these measurements to the project interventions.

Another important change with the RBM is the different understanding of terms used. While the term “result” was used synonymously with “output”, the understanding of “results” in result chains is much broader and includes higher level impacts. In this M&E manual, the terminology used is based on the RBM approach.

Another clarification of terms refers to “forms” and “formats”. In this M&E manual “forms” are understood as actual hard copy paper forms, which can have different designs, lay-outs or formats.

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Figure 1: Result Chain

Long-term impacts (indirect benefits)

Medium-term impacts

Outcomes (direct benefits) (medium-term results)

Use of outputs (short-term results)

Outputs

Activities

Inputs

Impa

cts

Res

ults

Man

agem

ent r

espo

nsib

le

Attribution Gap: change caused by other factors

The manual is structured in to 7 Chapters:

• Chapters 1 explains the objectives and target groups of the manual, the requirements of the manual, the relation to the Seila M&E framework, the planning basis for monitoring within the CBRDP/RDP, the different M&E levels and the connection to the IFAD M&E manual and agreements made concerning M&E management within CBRDP/RDP.

• Chapter 2 describes methodologies for activity monitoring. Activity monitoring is done mostly informally on the basis of regular work planning and serves mainly day-to-day decision making.

• Chapter 3 describes methods and formats for output monitoring which is the core of the manual. ‘Outputs are the direct products or services delivered by the project’ (IFAD, 2002); e.g. CCs enabled to do proper planning, LTCs enabled to maintain wells, farmers enabled to use better farming practices etc.). Output indicators are therefore the key for monitoring what we are going to achieve with all our efforts. Chapter 3 describes for each output indicator of each component methods and formats to be used for monitoring.

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• Chapter 4 describes impacts, which are ‘changes in the lives of the rural poor or, more specifically, improvements in their well-being’ (IFAD, 2002). Impacts are the direct or indirect consequence of our outputs. This could be target groups adopting our services (do proper commune planning, use wells, use better varieties etc.), products and, with adoption, improve their lives (better health, more income etc.).

• M&E methods and tools which are only relevant for tracing one indicator of one component are described directly in the Sections of Chapter 3 where monitoring of the different components is described. Methods and tools which can be used for tracing several indicators from different components are described in Chapter 5.

• Chapter 6 describes procedures for data storage, analysis and retrieval while

• Chapter 7 closes the manual with reporting procedures.

The M&E officer and focal points of ExCom, the M&E focal points of the different components and the M&E provincial TA of CBRDP/RDP will have to plan all M&E activities annually within the annual operational planning exercises of the CBRDP/RDP. Planning basis are the indicators – mainly on output level – the information needed for this purpose and the methods and tools to be used. This information can be found in the M&E plans attached to each component in Chapter 3.

The M&E focal points of the different components and of the different units within ExCom will have to plan ‘their’ M&E-exercises on the basis of the descriptions of methods and tools in Chapter 3 and 5 and seek assistance from the M&E-officers CAU/ExCom and M&E TA.

The M&E officers CAU/ExCom and the M&E provincial TA will support the M&E focal points of the components and monitor the implementation of planned M&E activities. In addition, the M&E-officer, CAU ExCom will initiate and coordinate overall M&E activities across the components (like the beneficiary impact assessment and beneficiary monitoring etc.).

The M&E national TA will give M&E support in all these activities where necessary and coordinate M&E activities beyond the provincial level.

The reader might notice that this manual does not yet contain M&E tasks to be taken over by the communes themselves. Such tasks are, for the moment, left to the Seila commune M&E system. However, all M&E activities of the CBRDP/RDP at commune level should include the M&E focal points of the commune councils as part of the M&E team.

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Chapter 1

Introduction to the M&E Framework of the CBRDP/RD

1.1. Objectives and target group of the M&E Manual The purpose of this manual is to describe

• the CBRDP/RDP’s overall Planning and Monitoring framework and

• procedures, methods and tools for monitoring the CBRDP/RDP’s activities, HRD, institutional performance, outputs, use of outputs, outcomes (direct benefits) and impacts (indirect benefits).

The manual is mainly made for the M&E officers and –focal points in ExCom and the different project components in both provinces as a guideline for tracing defined indicators for the different level objectives (= different levels in result chain) above. The tasks of the different M&E officers within CBRDP/RDP are as follows:

• The M&E officer and two M&E focal points within the CAU/ExCom who are responsible for monitoring of contract and overall project implementation and assist in the preparation of reports to ExCom and PSU. This Sub-section is mainly responsible for monitoring indicators and milestones related to output 1 in the CBRDP/RDP planning framework (see section 3.1 and annex 1).

• The M&E focal point within the LAU/ExCom is responsible for monitoring the implementation of the decentralized regulatory framework on commune level (particularly the commune planning process, legality issues etc.). The M&E focal point is responsible for monitoring indicators and milestones related to output 2 in the CBRDP/RDP planning framework (see section 3.2 and annex 1).

• Each project component has one or two M&E focal points from within the institutional structure of implementing partners in Kampot and Kampong Thom respectively. These M&E focal points are responsible for monitoring indicators and milestones related to their respective component (‘Community Development/Gender Mainstreaming’ for Output 3, ‘Infrastructure’/ ‘Irrigation’/‘Land Titling’ for Output 4, and ‘Agriculture’ for Outputs 5 and 6; see sections 3.3 to 3.6 and annex 1).

In addition to guiding M&E officers and focal points, the manual should also give component managers the necessary insight into Monitoring & Evaluation and encourage management to recognize the potential value of monitoring information for decision making, steering implementation and strategic planning.

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1.2. Requirements of the CBRDP/RDP M&E system The M&E system for CBRDP/RDP should first and foremost serve the information needs of the CBRDP/RDP. The M&E system will be designed not only to work until the CBRDP/RDP ends but should, from the beginning, as much as possible, be designed in a way that local governments on all levels can continue using the same system for their own development planning and implementation thereafter as well. The following requirements have to be taken into consideration when defining the different system elements:

• The system should satisfy all information requirements for management decision making and reporting of the CBRDP/RDP and should be tracking all important indicators specified in the logical framework (and result chain) and the contracts between the PRDC/ExCom and the implementing agencies.

• As these indicators do reflect national priorities for decentralized rural development anyway (CBRDP/RDP is a government project), the system will automatically suit the M&E requirements of implementing agencies (Line Departments) for their long term M&E needs as well.

• The system should be institutionalised into above mentioned implementing agencies (Government Departments) from the beginning of its design. PRDC/ExCom and line department management staff should be the ‘owners’ of the system and its procedures from the beginning. TAs should understand their role as advisors.

• The system should be as simple as possible and build on existing M&E systems as well as on local communication habits (e.g. verbal reporting should not necessarily be replaced by written reporting if verbal reports do yield sufficiently reliable information).

• The system should not aim for technical sophistication in sampling procedures and survey designs. Rather, one should aim at simple but purposeful sampling procedures and simple survey designs and be satisfied with having approximate and relatively reliable results, which are needed for decision making. Sometimes M&E can be better and more efficient if the findings are approximately wrong rather than precisely right.

• The system should yield a minimum of gender specific and poverty related information. Poverty related information is not only a high priority for donors, but also a high priority for measuring the CMDG.

• And finally, M&E results should be presented in contents and method in a way ‘attractive’ for decision makers and managers at different levels. Boring results or results presented in a boring way are less likely to be taken up for decision making than ‘highlights’ for the ‘users’.

Even if these characteristics aim at simplifying the system as much as possible, there will be heavy demand for capacity building in M&E. System's development and initial implementation should, therefore, from the beginning, be combined with intensive training of relevant officers (ExCom, M&E-focal points).

In addition, close, competent and regular backstopping of relevant M&E officers/focal points by national and international TA will be necessary during the years to come (such backstopping is anyway foreseen to be provided by GTZ personnel on site).

1.3. Relation to the Seila Planning and M&E framework Seila is a national ‘program for poverty reduction through improved local governance’ covering, since recently, all provinces of Cambodia. Therefore, also the two target provinces of the CBRDP/RDP, Kampot and Kampong Thom, will follow Seila procedures in the fields

5

where both, CBRDP/RDP and Seila are active. These are mainly the provincial and commune level development planning processes within the Seila-implementation.

Seila, however, covers only part of the CBRDP/RDP planning framework (basically outputs 1: ‘Decentralized Planning’; outputs 2: ‘Commune Planning Process’ and output 4: ‘Infrastructure’). The CBRDP-components ‘Community Development’ and ‘Agriculture’ are not covered within Seila. In addition, financial and contracting procedures of the CBRDP/RDP are partly different to the Seila procedures. And finally, some of the methods and tools developed by Seila for monitoring purposes (e.g. contract data base and project information data base) are not compatible with CBRDP/RDP requirements and would have to be adjusted in a time consuming process.

Therefore, CBRDP/RDP management decided to develop an own M&E system tailored to the needs of the CBRDP/RDP but closely related to the Seila procedures wherever feasible. The CBRDP system will also yield the information needed by Seila from ExCom and the different programme components. Close cooperation will be kept with Seila in order to cooperate with respect to M&E wherever useful.

1.4. The planning basis for M&E The CBRDP/RDP planning frame has three main elements:

1.4.1. The logical framework The logical framework describes the main objectives of the CBRDP/RDP for the project’s lifetime and the indicators, which specify the objectives in more detail (Annex 1 presents the revised logical framework for the CBRDP/RDP). The logical framework is the overall strategy of the CBRDP/RDP and the basis for the annual plan of operation.

1.4.2. The annual plan of operation The plan of operation is developed annually on the basis of the logical framework and monitoring results/reflection of the project components. The component plan of operations are approved by PSU and technical assistance and merged into a project plan of operation.

1.4.3. Monthly work plans While the annual plan of operation is compulsory, different project components use different kinds of work plans (not compulsory). Community Development in Kampot uses monthly work planning while Infrastructure in Kampot uses fortnightly work planning for their day-to-day operations and activity monitoring. Other components do not use systematic written work planning but discuss field programmes verbally. The need to prepare a monthly work plan is obvious for monitoring, and a standard format for such a work plan will be introduced later in this manual (see section 2.1).

1.4.4. Monitoring & Evaluation Plan The M&E plan specifies information requirements, frequency and methods of data collection for tracing the different indicators. The M&E plan helps M&E officers and focal points to identify the different sources of information and to plan for M&E activities throughout the year.

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1.4.5. Monitoring and Evaluation work plan (integrated into plan of operation) The M&E work plan is derived from the M&E plan and integrated into the annual plan of operation and not a separate document. The M&E plan assures that the different responsible officers do not forget the initiation of M&E activities at the right point in time.

1.5. M&E levels and relation to the IFAD manual The M&E system proposed here for the CBRDP/RDP is following the basic principles described in the IFAD guide for project M&E (IFAD, 2002) and closely related to the Seila M&E manual (PLG/Seila, 2003) wherever appropriate. As proposed in the IFAD guide, the basis for monitoring are the indicators in the logframe and the M&E matrix (IFAD, 2002, page 5-3), which is called M&E plan in the CBRDP/RDP (and M&E work plan in PLG/Seila, 2003) and has a slightly different form. In addition, in its final version, the CBRDP/RDP M&E plan will also be integrated into the CBRDP/RDP annual plan of operation by adding a time frame and clear responsibilities to the different M&E exercises.

The IFAD guide is general in nature and, therefore, very valuable as a guide for the direction and understanding of M&E in general. Also, the ‘toolbox’ for data collection presented in Annex D of the IFAD guide is a valuable source when looking for appropriate data collection and tools. On the other hand, the IFAD guide can neither be specific and operational enough for the local situation in each country nor for each project.

Therefore, the IFAD M&E guide was used as the general framework and underlying philosophy for the CBRDP/RDP M&E system but with adjustments to the local situation in Cambodia and operationalized for the specific needs of the CBRDP/RDP.

Different terms will be used in this manual. These terms will, therefore, be defined here to make everybody understand what we are talking about. Throughout this manual, three different M&E levels are distinguished. The first level refers to the activities, the second level to outputs & institutional performance of implementing agencies (partner organizations) and the third level to use of outputs, direct and indirect impacts on higher levels.

1.5.1. Level 1: Activity monitoring (Chapter 2) As the term indicates, this level addresses the activity level of the different planning frames. Activity monitoring means to regularly collect information about the progress of the different components and comparing actually implemented activities with planned activities.

The main objective of activity monitoring is to track project progress against planned targets, to detect plan deviations and find the reasons for them, to find out ‘irregularities’ from the data and to follow-up on them.

Activities are usually monitored on the basis of the milestones in the plan of operation. Collecting data for monitoring milestones is mostly done during routine reporting exercises and reporting to decision makers mostly during management meetings, often only verbally.

Information from activity monitoring is primarily of quantitative type, and used for day-to-day decision making and for activity reporting. Often, no written records are kept except information needed for the monitoring of physical achievements within the framework of output monitoring (see Chapter 3). Most of the quantitative information from the activity monitoring are stored in several specially designed Excel data bases.

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1.5.2. Level 2: Output monitoring (Chapter 3) ‘Outputs are direct products or services delivered by the project’ (IFAD, 2002, pages 2-6), particularly its partner institutions on target group level. Outputs/services/products are e.g. CC members knowledgeable in how to do commune development planning; no. of water wells functioning and LTCs in a position to maintain them; appropriate recommendations advice and inputs are readily available and accessible for farmers, etc. It is important to note, that ‘outputs’ measure more than the successful completion of activities! The main objective of output monitoring is to assess in how far and to what quality the products/services are provided by the project and its implementing agencies (partner organisations).

Collecting data for monitoring outputs is mostly done by using data from activity monitoring for analysis, by special surveys and by comparing the quality of services according to quality criteria.

Information from output monitoring is mainly used for learning lessons for regular re-planning of programs but also for policy planning on national level.

Human resource development and institutional performance are also outputs of the project on intermediary level (implementing partners like line departments) and not on the level of the final target groups (farmers, villagers, commune councils)

The main objective of monitoring human resources development and institutional performance is to assess in how far the support of the project in terms of resources invested in people and institutions for training, advise, equipment given has changed knowledge, skills and behavioural pattern of staff and, consequently, efficiency and effectiveness of implementing institutions. Tracking related indicators is important for the long term sustainability of impacts as a result of project implementation particularly if institutional development is a priority (as with the CBRDP/RDP).

1.5.3. Level 3: Monitoring of Impacts (Chapter 4) IFAD (2002, page 2-6) specifies impacts as ‘behavioural changes…as a results of the project’ (direct or lower level impacts) and ‘changes in the lives of the rural poor…’ (indirect or higher level impacts).

Impact monitoring goes beyond activity and output monitoring, but relies to a large extent on the results of activity and output monitoring. From the planning logic, impacts are the consequences of outputs achieved. Impact monitoring is usually not done regularly but need specific surveys. These surveys can be conducted project internally by project staff or project externally.

The main objective of this M&E level addresses the question of what is now the result of our activities and outputs on the communities when utilizing the outputs.

Direct (lower level) impacts or outcomes are for example that proper commune development plans are developed regularly, water wells are sustainably functioning, farmers’ yields in agriculture increases with newly adopted recommendations. With the Result chain approach, there is often a level just below the outcome level, which describes the “use of the outputs” that leads to the outcome. In the above example, that the people use the water from the wells, or that the farmers adopt the recommended innovative farming practices are typical for the “use of output” level.

Indirect (higher level) impacts are for example that income increases with proper economic investment planning in the commune, incidence of diseases and child mortality decreases

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with the use of clean water; household income increases with the use of improved farming practices.

Internal impact monitoring usually focuses on the direct impacts and leaves the monitoring of higher level impacts for external evaluations or national surveys to be done in longer intervals. Usually, it is sufficient to trace direct impact (outcomes) for efficient project steering and management.

1.6. M&E management in CBRDP/RDP The following coordinating mechanisms were agreed upon for proper M&E management:

1.6.1. Monthly M&E meeting in each province All M&E focal points, under the chairmanship of the M&E-officer CAU/ExCom will meet monthly. They will discuss progress and problems arising in M&E within the province. The provincial M&E TA, national M&E TA, the GTZ provincial coordinator as well as the M&E officer of the PSU will participate in this meeting and give advice as necessary.

1.6.2. Quarterly M&E meeting on national level All M&E officers, M&E focal points and M&E TA (provincial, national) will meet quarterly under the chairmanship of the PSU director. They will discuss overall progress and problems arising between the province and other important matters concerning M&E. The GTZ senior advisor as well as the two GTZ provincial coordinators and selected other TA will participate in this meeting.

1.6.3. Permanent management backstopping on M&E The M&E national TA will have a key function in advising PSU and GTZ programme management in all matters arising from M&E (see Terms of Reference in Annex 2).

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Chapter 2

Monitoring Level 1: Monitoring of Activities

Activity monitoring is done by tracing activities/milestones defined in the plan of operation and in more detail in the work plans. Deviations from the plans are regularly reported by the M&E officers to managers who, in turn, use this information for regular decision making and steering of project implementation. Often, the results of activity monitoring are reported to managers informally for discussion of deviations and decision making during meetings.

Activity monitoring serves mainly two purposes:

• Activity monitoring gives feedback to managers for day-to-day decision making. Main questions are: Are the activities carried out as planned? If not why not? What immediate decisions are necessary to make the programme ‘run smoothly’?

• Activity monitoring provides important basic data for output monitoring (e.g. number of men and women trained, number of commune councils advised, number of wells built, number and composition (gender) of LTC established, amount of improved seed rice distributed to how many men and women farmers etc.).

As mentioned above, the planning and conduct of activities should be routine procedures in any organisations, especially for those involved in development activities. Even though the implementation of activities is running smoothly in an organisation, activity monitoring forms an essential part of the M&E process, also when it is performed routinely without much special attention.

Activity monitoring is particularly important in situations when implementing organisations still have problems in simple day-to-day management (like the use of meetings for information exchange and decision making, delegation of responsibilities etc.). This is the case with most of the CBRDP/RDP partner organizations. Therefore, activity monitoring will receive high importance within the M&E system of the CBRDP/RDP with the main aim to more smoothly manage the different components of the project.

2.1. Systematic Work Planning as Basis for Activity Monitoring Although the project has a plan of operation for each component per province per calendar year, systematic written work planning needs to be followed as well. Although monthly activities and milestones are planned during meetings and reporting is often done verbally during follow-up meetings, there is a real need also systematically monitor activities (milestones). From experiences made in Kampot it is, therefore, proposed that all components in future develop written monthly work plans. The following format is proposed for monthly work planning and reporting (see Table 1).

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In addition to this format another very simple but useful format for daily work planning and re-call for individual officers and field teams (see Table 2) should be used. This second format helps the individual officers or field teams to keep track of their own activities on a day-to-day basis and allow them easy reporting at the end of the month on the basis of the daily re-calls. In addition, it allows superiors to make un-announced supervisory visits to the sites where individuals and field teams are supposed to work at a certain point in time. Daily re-call on these formats would, of course, not mean elaborate reporting but a 5-minutes recall at the end of the day on achievements and deviations in e.g. 10 key words. This time is very likely more than compensated for the sake of easy reporting at the end of the month!

Table 1: Monthly Work Plan and Report for teams on district level (all components)1

Month: Indicator/Milestone Week of the

month

PO Number and Activity

Planned Achieved Place Resp 1 2 3 4 5 Remarks Explain plan deviations

1 The white fields would be used for planning at the beginning of the month, while the shaded fields would be empty during the month and used for reporting purposes at the end of the month on the basis of the results from Table 2

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Table 2: Daily Work Plan and Re-Call Format for Individuals2

Month Monday Tuesday Wednesday Thursday Friday Saturday Sunday First week from….to….

Second week from….to….

Third week from….to….

Fourth week from….to….

Fifth week from….to….

2 The white fields would be used for planning at the beginning of a month/week while the shaded fields would be used for daily recall. At the end of the month, the individual officer would report on the basis of his/her daily summaries. Small team would sit together and report on their daily summaries

It is proposed that all components try the suitability of these formats for their monthly planning and reporting and for day-to-day management. Senior officers of ‘Community Development’ and ‘Roads & Water Supply’, Kampot, are resource persons and would be the ideal trainers for a – say – one day training course on the appropriate use of such procedures and formats.

2.2. Tasks for M&E Focal Points and Managers in Activity Monitoring As mentioned above, activity/milestone monitoring would be done by the M&E Focal Points for each component on a regular basis. The M&E focal points have the following tasks:

• They will define, on the basis of the plan of operation, the information needed from all implementing officers, the time frame for information delivery and the mode of delivery (Should the officers report on progress during a management meeting or component meeting? If yes, in which form and what should be reported? Should reports be verbal or written? What specific information should be reported verbally, what information in writing? , etc.)

• They will, in advance of key management meetings, summarize certain information which is not reported by the implementing officers themselves and present the information either during the management meeting or before to the manager on the request of the latter.

• They will, if necessary, report proactively special events to the manager if management decision making is necessary immediately (e.g. outbreak of an epidemic pest, urgent staff issues etc.)

• They will summarize all important information for reporting to other authorities according to standard reporting procedures

• They will document management decisions made and secure follow-up of decision making (are decisions really implemented?)

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Chapter 3

Monitoring Level 2: Outputs

As mentioned in Section 1.5 ‘outputs are the direct products or services delivered by the project’. The CBRDP is supposed to ‘produce’ 6 outputs, each of them specified by a set of particular indicators. There are additional indicators to be monitored from the RDP program design, also for non-CBRDP outputs. Monitoring of outputs means tracing all indicators on output level, quantitatively and qualitatively.

Output monitoring is the key issue in project monitoring as the outputs are the preconditions for reaching the planned impacts. Most of project’s monitoring efforts are, therefore, spent on output level. With the result chain approach becoming stronger, this focus is shifting more to the “use of output” and outcome level.

Chapter 3 presents a number of methodologies for systematic output monitoring. The Chapter is divided into 6 Sections; one Section for each of the outputs. Each output refers either to one component or a sub-component.

Each Section is structured in the following way:

The first page presents the M&E plan with the following information:

• First and second column: show the source of each indicator and its level in the project planning matrix (CBRDP log-frame or RDP offer) and using codes (OP for Output; OC for outcome; OB for objective; and SG for strategic goal.

• Third column: indicators (full text version) including quantitative and quality measurements. The quantitative information indicates, which type of data are required from the activity monitoring and reporting.

• Fourth column: Details (source and value) on base line information. This is especially necessary for indicators expressed in percentages.

• Fifth column: quality of physical achievements. This is the most important column for monitoring because the quality of our outputs (products and services) is the key issue for its contribution to our next higher levels of objectives (use of outputs, outcome and indirect impact). High numbers of physical achievements (e.g. commune development plans, wells, field demonstrations, input availability, etc.) are useless if the quality is not good enough (e.g. useless plans, broken down wells, wrong demonstrations, low quality inputs etc.). In most cases, the quality of outputs (services, products) demands the key efforts in output monitoring. Therefore, the main focus of this manual is related to monitoring the quality of our services and products.

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• Sixth column: specifies the frequency of monitoring exercises related to each indicator

• Seventh column: indicates where we can find the methods and tools to trace each indicator. Methods and tools, which are commonly to be used for several or even all components, are described in Chapter 5 while methods and tools used within one particular component only are described directly after the M&E plan of the respective component (see below).

All following pages describe methods and tools to be used for monitoring each of the indicators only relevant for the particular component.

Responsibilities and a time frame for monitoring activities are not specified in the M&E plan but in the annual plan of operation.

M&E information which has to be collected by the respective components internally, is indicated in bold and italics; all other information will either be collected by others (e.g. trainers in the case of training, ExCom in the case of staff assessment, survey team in the case of the beneficiary impact assessments, facilitators in the case of beneficiary monitoring workshops etc.). The M&E focal point of the respective component will be responsible for the collection of those information in bold only.

M&E tools and methods in the ‘reference column’, which are not highlighted, are described in Chapter 5 as these are methods and tools relevant for several components. All methods and tools which are needed for one component only are printed in bold and explained directly after the M&E matrix for the respective component.

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3.1. M&E Plan ‘Decentralized Management’ Output 1: Management structures and procedures for decentralized management of development activities are in place on provincial levels. CBRDP

Log-frame Code

RDP Offer Code

Indicators for CBRPD output 1 Sources/ Value of Baseline Data

Quality Aspects of Indicators

Frequency Methods/Tools to measure as references in M&E manual

OP1.1

1. No. of PRDC members, ExCom Unit members, DFT/PFT members and LAU management staffs who have successfully increased their capacity. Targets: 70% of trainees reach at least 60% score (according to the test for each training course).

Members PRDC CAU FU LAU PFT DFTKampong Thom 8 6 4 2 8 31Kampot 8 7 4 2 8 35

Success rate of trainings Quality of trainers Quality of trainees

Each training; Occasionally

Monitoring of training section 5.1.1 and 5.1.2

OP1.2 2. % of staff who have increased their capacity as shown by staff evaluation results. Target: 80% and 80% of the recommendations from the annual staff assessment is implemented within 6 months after staff assessment.

Capacity of staff defined by performance evaluation; Implementation of proposals

Annually; Six months after assessment

Staff assessment section 5.1.3

OP1.3 3. Contracts between ExCom and line departments are established and executed according to contract specification. Target: 90%.

Quality of contract implementation

Annually Contract evaluation

OP1.4 4. PRDC/ExCom implement an annual self-assessment of their internal management (including the results cooperating partners’ satisfaction assessment) and services performance (SWOT) and follow-up appropriately. Target: 50% of weaknesses identified are addressed within 6 months after self-assessment.

Strengths/Weaknesses/ Opportunities/ Threats identifiedNo. of weaknesses addressed after 6 months

Annually;

six months after assessment

SWOT analysis section 5.2

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Monitoring methods and tools for ‘Decentralized Management’ This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5.

Contract evaluation This tool will be used to measure the following indicator:

"Contracts that are established between ExCom and line departments have been executed by overall 90% for each contract according to the respective contract specification". One important step to measure the quality and quantity of contract implementation is the so-called “end-of-contract” report. This end of contract report shows the annual achievements of the implementing line department against the targets as specified in the indicators of the contract. Comparing quantitative, qualitative and financial achievements and targets of the various contract activities should allow to generate one figure on the overall percentage of contract implementation. This figure should be agreed by both contract partners and is to be used as measurement for the above indicator.

3.2. M&E Plan ‘Enabling Commune Councils’ Output 2: Commune Councils are enabled to prepare commune plan with village participation to manage their implementation and operation. CBRDP

Log-frame Code

RDP Offer Code




OP2.1

1. No. of Commune Council members who successfully increase their capacity to perform their tasks, based on defined criteria. Targets:

Members 2004 2005 2006 2007 RemarksKampong Thom

400 450 500 500 Out of 575councillors.

Kampot 260 280 300 320 Out of 542councillors.



Monitoring of training

Section 5.1.1 and 5.1.2

OP2.2 2. CBRDP supported Commune Investment Plans are of high quality and followed up with high quality monthly reports (according to NCSC standards). Target: 50% (increase every year).

Quality of CIP and of monthly reports according to quality standards.

Annually CIP and CC report evaluation

OP2.3 3. No. of commune investment plans prepared. Targets: Kampong Thom annually 81. Kampot: 92 annually

Record of CIP Annually Data aggregation of CIP

OP2.4 4. No. of commune investment plans implemented. Targets: Kampong Thom annually 81. Kampot: 92 annually.

Record of CC report at district integration workshop

Annually Data aggregation of CC report

OP2.5 5. % of commune councils raising local resources. Targets: 90% No. of communes have raised local funds at the required amount.

Annually BMW

Section 5.4.2

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OP2.6 6. % of commune councils raising external resources from at least one source. Targets: Kampong Thom: 50% respectively. Kampot: 40% respectively

No. of communes have raised external resources

Annually BMW Section5.4.2

Monitoring methods and –tools for ‘Enabling Commune Councils’ This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5. CIP and CC report evaluation This tool will be used to measure the following indicator: "CBRDP supported Commune Investment Plans (7 districts in K, 4 districts in KT) and their respective CC monthly reports are of high quality (according to NCSC standards)". The target is that 50% of CIP and CC reports are of high quality, and the percentage of high quality plans and reports should increase every year. The baseline figure still needs to be determined.

The first part of the indicator (quality of commune development plan) will be monitored in two steps as follows:

In a first step, LAU will, at the end of the year select, by random, some of the commune investment plans and compare them with established NCSC quality standard structure as presented below.

3-year rolling CIP structure (see commune planning guideline, in the hands of PFT/DFT for more details) The commune development plan (CDP) shall be developed for a period of five years, and shall be reviewed every year to update the three-year rolling commune investment programme (CIP) which is adapted the following standard structure: Foreword

Introduction

Commune Map

1. Commune development situation analysis a) Economic b) Social Sector c) Natural Resources and Environment d) Administration and Security e) Gender

2. Immediate Objectives and strategies for investment

a) Immediate Objectives b) strategies for investment

3. Three-year rolling Investment a) Budget for Investment Implementation b) Budget summary by source of funding Annexes In a second step, the content of the CIP will be assessed according to a score from 1 to 10, whereby 10 means a 100% quality score. (P)LAU staff will do this scoring, and would need some guidelines and training on quality aspects in order to perform this scoring.

The monitoring of the availability and quality of monthly CC reports requires additional monitoring activities. (P)LAU will regularly monitor the incoming CC reports with regard to

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time, structure and quality in an Excel spreadsheet. (P)LAU staff will read through each report and score the quality from 1 to 10 for each of the 5 topics of the report separately (see CC report structure below). (P)LAU staff writes the score on the paper copy of the CC report with signature and date. Somebody else could be responsible for entering the information into the computer spreadsheet file. This Excel file will allow at any given time to retrieve the information for the above indicator.

Monthly CC report structure (see the report structure in the hand of PFT/DFTs for more details) a. Commune Administration

a-1 Commune Councilors' situation a-2 Commune council meeting a-3 Deikas and other decisions issued by commune council a-4 Other committees meeting a-5 Changing of commune clerk a-6 Main problems, events happened in the commune

b. Commune Development Plan

Commune development planning activities c. Commune Finance

Revenue & Expense Statement d. Commune Project Implementation d-1 Development activities implementation and other services provision d-2 Implementation as agent-function d-3 Extension of information to local people d-4 Commune positive experiences and problems in cooperation with NGOs, private sectors and

Community Based Organizations e. Capacity Building and Support e-1 Training activities for commune councilors and commune clerk e-2 Training activities for other committee members and other villagers e-3 Other capacity building measures (exposure trip, workshop, …) e-4 Commune problems in cooperation with district and provincial level (LAU, Treasury, etc.) e-5 Backstopping support and other field visits.

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3.3. M&E Plan ‘Community Development and Gender Mainstreaming’ Output 3: Village population and organizations of civil society are enabled to undertake self-help activities and to play an active role in local self-administration. Gender awareness is increased within all line departments and communities and women are enabled to play a more active role in local governance. CBRDP

Log-frame Code

RDP Offer Code

Indicators for CBRPD output 3_CD Sources/ Value of Baseline Data



OP3.1

1. DCDT/PCDT team members who successfully increased their capacity to perform their tasks, based on defined criteria (per capacity building measure; according to training plan). Targets: 80% of trainees reach at least 65% score (according to the test for each training course).

Members PCDT DCDTKampong Thom 4 22 Kampot 8 33




OP3.2 2. CD staff increase their capacities as proven through staff evaluation results. Targets: 80% and 80% of the recommendations from the annual staff assessment are implemented within 6 months after staff assessment.

Capacity of staff defined by performance evaluation Implementation of proposals


Staff assessment Section 5.1.3

OP3.3 3. CBO/Village Network leaders and committee members who receive training successfully increased their capacity to manage their CBO transparently. Targets: Kampong Thom: 94 CBOs (450 persons) annually. Kampot: 162 CBOs (810 persons) annually. 2004: 60%, 2005: 65%, 2006: 70%, and 2007: more than 70% increased capacity; and 35% of committee members are women.

Success rate of trainings Quality of trainers

Quality of trainees

Each training

Occasionally

Monitoring of training Section 5.1.1 and 5.1.2

BIA & BMW Section 5.4

OP3.4 4. All water supply and road projects have an LTC with at least 30% of committee members are women. Targets: Kampong Thom: LTC: 2004: well 360, road 6;

Establishment/ Functioning of committees data filed updated.

Annually CBO/LTC evaluation including the establishment

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Kampot: LTC 2004: well 245, road 105; 2005-2007 "according to RIIF".

BIA & BMW section 5.4

OP3.5 5. All community management groups have women in leadership positions; 10% of the groups have women leaders.

Establishment/Functioning of committees data filed updated.

Annually CBO/LTC evaluation including the establishment BIA & BMW section 5.4

OP3.6 6. No. of people (beneficiaries) belonging to community based groups by type of group. Targets: Kampong Thom: 2004: RB: 10,500; CA: 23,500. LTC: 2004 well: 30,000; road: 30,000; 2005-2007 "according to RIIF". Kampot: RB: 40,000, cash association: 2,000, catering club: 7,000. LTC: 2004 well: 30,000, road: 30,000; 2005-2007 "according to RIIF"

Establishment/Functioning of committees data filed updated.

Annually CBO/LTC evaluation including the establishment

OP3.7 7. Community Development Component implement the annual self-assessment (including beneficiary impact assessment) of their internal management and services performance (SWOT) and follow-up the results. Target: 50% of weaknesses identified are addressed within 6 months of self-assessment.


Annually;

Six months after assessment

SWOT analysis Section 5.2

Monitoring methods and –tools for ‘Community Development’ for each indicator This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5. CBO/LTC evaluation including establishment Several indicators for this output (e.g. No. 4, 5, and 6) require monitoring of the establishment and functioning of CBOs and LTCs. A number of forms have been developed to collect relevant information. Some information are being collected with a form on village events, other forms are more specific on the establishment of a CBO or LTC, or on the functioning of a CBO or LTC. Especially the forms on functioning are different for different CBOs (like Rice Bank, Cash Association, etc.) and different LTCs (road, well) because of their different criteria for functioning. Three types of computer databases are used to store and process the relevant data from the field, namely:

• a village event database, • a CBO/LTC establishment database, and • a number of CBO/LTC functioning databases.

These databases together with some information from the infrastructure database should provide all necessary information for CBO/LTC related indicators. Below are samples of the data collection forms are being used. The first form (CD-A1) is a general form for recording of village events. The second form (CD-A2) is used in addition to CD-A1, if during this village event a CBO or LTC was established and a committee was elected. The third form (CD-A3) has to be used in addition to CD-A1, if the draft MVHL was presented and discussed during the village event. Another set of forms (CD-A4.1 to CD-A4.x) will be used to monitor the performance of respective CBO or LTC. This form should be filled by the CD staff at least once in 3 months for each CBO or LTC during their regular field visits to those village organizations. CD-A1: Village Event Minutes

1. Village event number: …………. 2. Type of event: ................... 3. Location: Village, Commune, District 4. Date: ……………. 5. Facilitators:

Name Organization

Role in this event

6. Participants

Total Number

Female Type of participants separately by village

(villagers, CC members, PBC, ...)

Invited Attending Invited Attending

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7. Was the most vulnerable list presented or discussed during this event? a. Yes b. No

If yes, please attach separate form on Results from the establishment of MVHL.

The following information should be added on a free paper:

8. List of topics raised (including time frame) 9. Documents provided 10. Key issues raised during the meeting, important questions raised by the participants,

answers provided (not in the existing document); 11. Key results or decisions of the meeting including follow up steps of activities. 12. Annex all relevant documents to this minute such as: List of most vulnerable families,

result of committee election (see annex sample), Work group summary paper, village plan, activity plan, etc.

Remark 1: Key issues and key results that are explained in the document to be annexed to this minute, do not need to be described in point 10 & 11: just mention the reference annex. Example: List of most vulnerable families has been established (see joint document). Remark 2: The secretary and the chairman of the event should sign the minute.

CD-A2: Annex 1 to CD-A1 Village Event Minute: Result of committee election Annex to the village event number: …………………… Name of the committee: …………………. District: ……………….Commune: ………………….. Village: …………………..

1. Direct beneficiaries of the project for which the committee is responsible Village Families

Total number of

persons Female

2. Number of committee members to be elected Male: Female: Total:

3. List of candidates a. Number of candidates

Male: Female : Total: b. Female candidates list

No. Name Age No. of votes received

Rank

c. Male candidates list

No. Name Age No. of votes received

Rank

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4. Committee elected

a. Number of elected members Male:……………………Female: ……………………..Total:……………….. b. Committee members list

No. Name

Sex Role in the community Role in the committee

Others

5. Signature and endorsement:

(This result of committee election should be signed by the secretary, the chairman of the event, the elected committee chief and endorsed by commune councillor for official use).

CD-A3: Annex 2 to CD-A1 Village Event Minute: Result of the establishment of Most Vulnerable Family List Annex to the village event number: District: ………………………..Commune: ………………………..Village: …………………….. 1. Village statistics: Total families: …………………..Total persons: ……………………. Total female: ……………

2. Most vulnerable families

Family members No. Name of head of family

Sex Age Total Female

Reasons of vulnerability Others

3. Signature and endorsement

(This result of the most vulnerable family's list establishment should be signed by the secretary, the chairman of the event and endorsed by commune councillor for official use).

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CD-A4.1: Model Questionnaires for LTC functioning evaluation

1. Name of DCD: ... 2. Date: ...

3. District: 4. Commune: 5. Village:

6. Type of LTC: Road Well No 6 Well Afridef Combined well Pond

7. Total committee member: ........... 8. Women: .........

9. Did villagers use the road/well according to the user's rules?

5= Very good 4=Good 3= Fair 2= Basic 1= Weak

10. Are the committee internal rules applied?


11. Have the expenses been done according to the rules?


12. Has the accounting book been filled in properly?


13. Does the LTC committee meet regularly with all members and good results? (Check the attend list, date of last meeting)


14. Are the members regularly informed by the committee?


15. Does each committee member fulfil his/her function and role properly?


16. Are the administrative documents managed properly?


17. Are the maintenance tools kept properly?


18. How much cash is available at the moment? ..................................................................

19. Do you have laterite/spare parts in reserve?.......................................................................

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20. How much cash have you spent since January 2005?.......................................................

21. Did you use any laterite/spare parts since January 2005?.................................................

22. How is the condition of the road/well?

5= Very good 4= Good 3= Fair 2= Basic 1= Weak

23. Are the committees members involved in CC activities and participate in CC meetings?

5= Regularly 4= Often 3= Sometimes 2= Rarely 1= Never

Other forms (CD-A4.2 ... CD-A4.x) for data collection in terms of functioning of other types of CBOs, such as Rice Banks, Cash Associations, Catering Clubs, etc, need to be made according to the requirements of CD component.

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Gender Mainstreaming: Gender awareness is increased within all line departments and communities and women are enabled to play a more active role in local governance. CBRDP

Log-frame Code

RDP Offer Code

Indicators for CBRPD output 3_ Gender mainstreaming Sources/ Value of Baseline Data



OP3.8 8. 50% of women actively participation in local planning process, project management and decision making

Quality ofwomen's participation

Annually Analysis of data from village event records BMW

section 5.4.2

OP3.9 9. No. of gender focal points in Commune Council and Line Departments who successfully increase their awareness on gender issues. Target: 80% of trainees reach at least 60% score, from 2004 and annually.

Focal Points

Communes Districts Line Departments

NGO

Kampong Thom

81 8 27 0

Kampot 92 9 33 5

Success rate of awareness events Quality of trainers

Quality of trainees

Each training;

Occasionally Monitoring of training

Section 5.1.1 and 5.1.2

OP3.10 10. No. of gender training activities completed: (i) gender focal points; (ii) NGOs and commune councils; and (iii) individuals. Targets to be developed in the AWPBs.

TG event file updated

Annually Counting of all training in TG data file.

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Monitoring methods and –tools for ‘Gender Mainstreaming’ This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5.

Analysis of data from Village event records To get the information for the indicator on the participation of women during the planning process, the village event records, which are being collected with the form CD-A1, will provide the quantitative data for the participation of women in events. To what extent women are involved in management and presumably in decision-making would come from the data in the database of functioning CBOs/LTCs. The quality aspect of the women’s participation would be analysed by beneficiary monitoring workshops (BMW), which is described in Section 5.4.2.

The gender M&E focal point will liaise with the LAU M&E focal point to assess the respective databases for the analyses.

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3.4. M&E Plan ‘Infrastructure incl. Land Titling and Irrigation’ Output 4: Support services (technical and community development) for the construction of rural infrastructures (roads, water supply, irrigation schemes, land titling) are delivered and Local Technical Committee/Water User Committee enabled to manage on going maintenance needs. CBRDP

Log-frame Code

RDP Offer Code

Indicators for CBRPD output 4_Rural Road and water supply Sources/ Value of Baseline Data



OP4.1 1. No. of TSS members successfully increase their capacity to perform their tasks, based on defined criteria (type of officers per capacity building measure, according to training plan). Target: 20 in Kampot and 20 in Kampong; 80% of trainees reach at least 60% score (according to the test for each training course).




OP4.2 2. No. of staff who increase their capacities as shown by staff evaluation results and recommendations from the evaluations implemented. Targets: 80% and 80% of the recommendations implemented within 6 months after staff assessment



Staff assessment Section 5.1.3

OP4.3 3. Km of roads constructed according to quality standards as set in the Seila manual. Targets: Kampong Thom: up to 2004: 100 km. Kampot: up to 2004: 100 km. For 2005/2006/2007 figures to be determined once project priorities are determined under the RIIF.

Quality ofconstruction according to quality standards

End of construction;

Annually

End-of project evaluation Section 5.3.2;


OP4.4 4. No. of water points (wells) drilled/dug for drinking water according to quality standards as set in the Seila manual. Targets: Kampong Thom: Up to 2004: 360; Kampot: Up to 2004: 245. For 2005/2006/2007 figures to be determined once project priorities are determined under the RIIF.



Annually

End-of project evaluation Section 5.3.2;


OP4.5 OB2.3 5. 75% of public works activities (infrastructures) and other small projects assisted by service providers satisfy the government-defined quality criteria like Seila Technical Manual (results of



End-of project evaluation Section 5.3.2

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regular technical evaluations).

OP4.6 6. No. of households served by wells (water points). Targets: Kampong Thom: accumulated target end 2004 for water points: 5,500 households. Kampot: accumulated target end 2004 for water points: 4,000 households. For 2005/2006/2007 figures to be determined when the commune councils determine their priorities for use of the RIIF and the numbers of households will be increased accordingly.

LTC functioningdata file updated

Annually Data aggregation of number of households

OP4.7 7. Rural Infrastructure Component implements an annual self-assessment (including the results of beneficiary satisfaction assessment) of their internal management and services performance (SWOT) and follow-up upon the results. Target: 50% of weaknesses identified are addressed within 6 months of self-assessment.


Annually;


SWOT analysis section 5.2

Monitoring methods and –tools for ‘Roads and Water Supply’

This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5. The indicators 3, 4, 5 and 6 require monitoring of quantity and quality of rural infrastructure projects at large. Basically the following tools will be used to collect the necessary information:

• planning and bidding documents,

• log sheets (as they exists for well constructions),

• field supervision protocols,

• end-of-project evaluation,

• technical audits,

• various component data bases, and

• BIA.

Some of the above tools are described in detail in the following.

Log sheets Log sheets are work progress reports, which are maintained during the drilling or construction of a well. They document the work progress with regard to technical specifications. They provide data for the ‘well data base’, which stores information on all wells constructed within the project. Log sheets usually are maintained by the contractor, and the project support staff should assure to receive a copy of this log sheet, when the construction is completed.

Field Supervision Protocol (and/or project book) Field supervision protocols provide information from each supervision visit to any construction site by the technical support staff. These protocols can also serve as a project book. They provide first of all information for managing the process of construction and allow to take corrective action immediately. In addition, these supervision protocols provide useful information on the performance of the technical support staff.

The procedures and methods for site inspection are as follows:

• conduct information collection every week or every month from construction site activities, by technical support officers with the support from TA (if any available).

• the information collected will be communicated to TSU management.

• this information will be used to ensure construction of civil work according to technical specification.

In principle, the site inspection is done according to the sample formats (see annex 8).

End-of-Project Evaluation

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35

The end-of-project evaluation is based on the SEILA standard of decentralized project implementation. It involves a standardized form (see section 5.3.2). Although the form needs to be filled once at the time of handing over the project to the commune council, much information in this form goes well beyond this purpose. The form is to be filled by the technical support staff when the commune council formally takes over the ownership of the completed project. The information from this form is processed through SEILA databases such as the PID (Project Implementation Database).

Technical audit The technical audit sometimes is considered the same as the end-of-project evaluation. However, in the context of this M&E system the technical audit is a separate exercise, which should be undertaken once a year for each newly constructed well, road or structure. It serves as the main source of monitoring the technical quality of rural infrastructure projects. The data from the technical audits are processed and stored in separate Excel databases depending on the type of infrastructures. The technical audit measures, whether the implemented projects fulfil the required technical quality standards. Because the technical audit is to be done one time for each project, the data also supply quantitative information, such as the number of respective infrastructure projects in an area. The technical audit will be conducted by a team from the technical support unit (TSU) and may include staff from technical assistance or outside consultants.

The technical audit focuses on the quality of the “hardware” (technical construction); no effort is made to also assess the processes during site selection, technical planning, and implementation of the project. It is very important, that DFTs and members from Community Development participate during the end-of-project evaluation. This is a very critical issue not only because CD has a crucial function for the establishment and strengthening of the LTC but also because CD should evaluate the processes during project planning and implementation.

It is felt very important to also assess these aspects not only to know whether a functioning LTC has been established (a very important aspect) but also to know in how are women and other groups have been involved in decision making during the project cycle, whether the powerful people have pushed through their ideas for the location of the well or the road, whether also the disadvantaged have access to the well etc. etc.

The BIA will provide additional quality information from the perspective of the beneficiaries. A methodology for evaluating these processes is described in Section 5.4.1.

Land Titling CBRDP

Log-frame Code

RDP Offer Code

Indicators for CBRPD output 4_ Land titling Sources/ Value of Baseline Data



OP4.8 8. No. of households provided with long-term security of tenure of land. Targets: Land titles issued: Kampot 2004: 6,500. Kampong Thom 2004: 3,500; 2005: 5,000.

Annually Summary of statistics

Monitoring methods and –tools for ‘Land Titling’ Indicator 4.6: Land titles issued related to IFAD funded infrastructure The number of land titles issued is the result of simply recording the number of land titles issues on each handing over of land titles. The M&E focal point will just sum up the number of land titles issued at the end of the year and compare with targets. As of mid 2005, there will be no more monitoring of this component, because the IFAD support for this component has been completed.

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Irrigation CBRDP

Log-frame Code

RDP Offer Code

Indicators for CBRPD output 4_Irrigation Sources/ Value of Baseline Data



OP4.9 9. Sufficient PDWRAM staff with suitable skills (technical and community facilitation) to perform defined tasks. Targets: staff evaluations show that 80% of staff increased their capacities and 80% of the recommendations from the annual staff assessment implemented within 6 months after staff assessment.




OP4.10 10. Technical planning and supervision of project irrigation schemes is undertaken on behalf of commune councils on time (including projects under RIIF) and according to professional standards.

Planning,supervision and support according to defined quality standards.

Annually End-of projectevaluation section 5.3.2


OP4.11 11. All irrigation schemes constructed have a functioning WUC dealing with O&M and water distribution. Targets: Kampong Thom: 2004: 7 schemes "11 WUCs?". Kampot 2004: 2 schemes "2 WUCs"; 2005 according to RIIF. At least 50% of the members of the all the WUC assisted by the project are women in Kampong Thom and 35% in Kampot.

Water usercommittee functioning according to defined quality standards.

Annually BIA & BMWsection 5.4

OP4.12 12. Ha. of newly irrigation schemes rehabilitated/constructed. Target: Kampong Thom: 2004 (2 schemes): wet season 400 (dry season 413). Kampot: 2004 (1 scheme): wet season 750 (dry season 300).

Annually Summary of statistics

OP4.13 13. No. of water user committees newly formed/ strengthened. Targets: Kampong Thom: 2004: 11; Kampot: 2004: 2.

FWUCestablishment file and TG event file updated

Annually Data aggregation of number of FWUCs established and trained.

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Monitoring methods and –tools for ‘Irrigation’

For this component technical ‘hardware’ and qualitative ‘software’ performances need to be monitored. Although ‘Irrigation’ is considered a separate component, the monitoring of the indicators uses the same tools and methods as for other infrastructure projects. The functioning of Farmer Water User Communities (FWUC) will be monitored with the same tools and methods as other CBOs (see output 3).

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3.5. M&E Plan ‘Agriculture Extension’ Output 5: Demand oriented services to support the crop and livestock production in place. CBRDP

Log-frame Code

RDP Offer Code


Quality Aspects of Indicator

Frequency Methods/Tools to measure as

references in M&E manual

OP5.1

1. Number of CMTST-, DOT-members who successfully increased their capacity to perform their tasks, based on defined criteria (type of officers per capacity building measure; according to training plan). Targets: 80% of trainees reach at least 60% score.

Members CMTST DOTKampong Thom 10 56 Kampot 10 49


Each training Occasionally

Monitoring of training section 5.1.1 and 5.1.2.

OP5.2 2. 80% of staff who increased their capacities as proven through staff evaluation results. 80% of the recommendations from the annual staff assessment implemented within 6 months after the assessment.




OP5.3 3. Services supplied are increasingly in response to demands expressed in the Commune Investment Plan (2004: 50%; 2005: 60%; 2006: 70%; 2007: 80%)

Quality ofadjusting service delivery to demands of villagers

Annually Monthly Reports DOT Expenditures of PDA Village demands from CIP in General Village Data base Person days from TG participation

OP5.4 4. No. of private agricultural service providers (e.g. VAHWs, FPs) participating in capacity building measures to a level which increases farmer demand for their services. Targets:

Service Providers 2004 2005 2006 2007

Success rate of trainings Quality of trainers

Quality of trainees

Each training

Occasionally

Annually


Section 5.1.1 & 5.1.2

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trained Kampong Thom 200 250 250 250 Kampot 290 210 250 220

Quality of services offered

BIA & BMW3

Section 5.4

Small sample surveys on quality and outreach of services

OP5.5

5. No. of extension events attended by target households. Targets:

Extension events 2004 2005 2006 2007Kampong Thom 2,200 2,400 2,600 2,800Kampot 700 2,400 2,400 1,200

TG event data file updated

Annually Counting of all extension events in TG event data file.

OP5.6

6. No. of animals vaccinated. Targets:

Animal vaccinated

2004 2005 2006 2007

Kampong Thom

39,000 46,000 62,000 77,000

Kampot 9,000 73,000 73,000 73,000

Record ofvaccination from VAHWs

Annually Data aggregation on animals vaccinated

OP5.7 7. Each Agriculture Component (incl. District level) implements an annual self-assessment (including the results of beneficiary satisfaction assessment) of their internal management and services performance (SWOT) and follow-up upon the results. Target: 50% of weaknesses identified are addressed within 6 months after self-assessment.

Strengths/Weaknesses/ Opportunities/ Threats identified; No. of weaknesses addressed after 6 months

Annually;


SWOT analysis

Section 5.2

3 To be supplemented by small special surveys on e.g. the FP-, VLA etc. approaches and their effectiveness/outreach to farmers

Monitoring methods and –tools for ‘Agricultural Extension’ for each indicator This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5. Indicator 5.3: Services supplied are increasingly in response to demands This indicator measures the extent by which the provincial agricultural department carries out its services according to the demands in Commune Investment Plans. The focus is therefore on the total service package of PDA within CBRDP/RDP (as 100%) and/or including all otherwise funded services (CBRDP/RDP + all other sources of funds as 100%). Because a livestock service is difficult to compare with a service in rice production, quantification of service delivery is problematic. The quantification of services delivered could be done in monetary terms. Other options are to measure this indicator in person-days of extension staff being actually in the field, or the person days of target groups participating in field events. The indicator compares how many of the services provided are in response to the commune plans and how many aren’t. To obtain the necessary monetary data one has to monitor the expenditure budget of operational cost by technical sub-sector and compare these on village or commune basis with demands expressed in commune plans or other plans (such as AEA = Agro-Ecosystem Analysis). The target group event data file and work plan reports (see section 2.1) from field staff provide further quantitative data for this indicator. The individual field visit protocol will also result quantitative data on the number of person-days that the staff spent in the field, if this field visit notes are being used consistently by the staff.

Indicator 5.4: Number of private agricultural service providers participated in capacity building measure to a level which increases farmers' demands for their services The first part of this indicator (Number of private agricultural service providers participated in capacity building measure) can be measured by the general procedure for monitoring of target group events and formal trainings (section 5.1.1 & 5.1.2). The target figures for each year include the number of newly established service providers as well as refresher trainings of existing private service providers, mainly VAHW and Farmer Promoters.

Also, the second part of this indicator of increasing farmers’ demands for private agricultural services (farmer promoters, village animal health workers, inputs suppliers), will be assessed during the beneficiary assessment survey (BIA) and consecutive beneficiary monitoring workshops (Section 5.4).

While the quality of services can be monitored with the BIA from the beneficiaries’ point of view, targets need to be identified with regard to qualities, that the service providers are expected to perform. For example, the VAHW should be able to treat animals so that a certain percentage of clients are fully satisfied with the service. Similarly, the farmer promoters are expected to conduct farmer group extension, so that those farmers in the groups are satisfied with the services to a certain percentage.

An increase in the demand for the services can also be measured through increased number of services provided, that is the number of existing service providers (and which are included in the annual target figure of the indicator table) should all show an increased number of activities compared to their previous year activities. In order to calculate this, one has to monitor the volume of service provision from each service provider. For the VAHW, his/her pocket book provides all information on his/her business activities. Often, the information

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from the pocket book are summarized in the monthly report from the VAHW to the district veterinarian.

Further information for this indicator can be gathered through specific surveys. The following briefly describes these different tools.

VAHW's Pocket Book and Monthly Report At the moment, the regular income of all village livestock agents is monitored by the agricultural component using the VAHW’s pocket book with the structures as below:

Each VLA has a kind of project book and record the following information:

• Date

• Client's (farmer's) name

• Village – commune

• Type of animal – No. of animals

• Symptoms

• Treatment (disease, vaccination, de-worming, castration)

• Recover from illness – dead

• Payment

The following two small sample surveys are proposed on an annual basis:

Annual farmer promoter survey The component should select by random, in each province, a few communes where a farmer promoter works (and which have also at least one VAHW in operation; see below). The outreach of each farmer promoter and the impact on the commune/village will be assessed in open discussions with (i) the farmer promoter himself, (ii) the farmers in the village where the farmer promoter works and (iii) one neighbouring village. The discussions with these groups should centre around the following questions:

• What did the farmer promoter do after he/she received training and inputs for his village and in the neighbouring village? How many farmers did he reach with what activities?

• How many farmers (male, female) participated in trainings at the farmer promoter’s demonstration fields? Which other advice did farmers get from the farmer promoter?

• How many farmers (male, female) applied which innovative practices learnt from the farmer promoter? What was the experience with these innovative practices?

• What was the benefit of the farmers when applying innovative practices learnt from the farmer promoter?

• What additional advise/inputs would farmers need from the farmer promoter?

• What did farmers pay for the services they got from the farmer promoter? What would they be prepared to pay for additional services and inputs?

• How does the farmer promoter value the support from agriculture (training, extension, inputs, and materials)? Which additional support would the farmer promoter need from agriculture? (Ask FP only).

• What are the motives for the farmer promoter to give advice to other farmers? Which benefit does the farmer promoter get from training/advising others? (Ask FP only).

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Annual village animal health worker (VAHW) survey During the annual farmer promoter survey (see above) a few questions will also be asked concerning the outreach and quality of the village animal health worker services. Discussions should centre around the following questions:

• How many households with animal keeping (according to male and female respondents) use the services of the VAHW? How regularly? For what purpose (kind animals, diseases)?

• How many households with animal keeping (according to male and female respondents) do not use the services of the VAHW? Why not?

• What is the experience of animal keepers with the VAHW (which services are good, which ones are not so good)? Which additional services would animal keepers need?

• How do users of the services see the benefit of the services compared to the costs?

Outreach and efficiency of farmers associations and private input suppliers will be assessed during the beneficiary impact assessment survey and the subsequent beneficiary monitoring workshops.

Indicator 5.5: No. of extension events attended by target households The number of participants in target group events can be directly calculated from the target group event monitoring file (see chapter 6). A target group event is defined as any event involving different types of target groups. Events may be farmer classes, field days, CBO committee trainings, LTC trainings, or village meetings. They normally last half or one day only. If they last longer than one day they are counted as a separate event. Target groups may include committee members, VAHWs, Village Network members, CC members, or ordinary villagers.

Indicator 5.6: No. of animals vaccinated This indicator can be directly measured by counting the number of vaccinations being performed. In connection with the log-frame, only vaccinations in connection with vaccination campaigns are considered here. These imply vaccinations for cattle and buffaloes, only, as no vaccinations are being done for other animals normally. Therefore, it would not include poultry vaccinations irrespective of the bird flu situation and control strategy. Cattle and buffalo vaccinations could be for any disease, but mainly against H.S (Haemorrhagic Septicaemia) or FMD (food and mouth disease). For a full immunization of an animal, two vaccinations are recommended for one animal. Therefore if a second vaccination campaign is done within a year in the same village, one would more or less cover the same animals, and should make necessary remarks and adjustments to the data presented.

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3.6. M&E Plan ‘Farmer Training & Demonstrations’ Output 6: Farmers are enabled to improve their subsistence production and to expand their market oriented production CBRDP

Log-frame Code

RDP Offer Code




OP6.1 1. No. of households reporting livestock losses. Targets: Kampong Thom & Kampot: based on data collected by VAHWs, all households report decrease of annual livestock losses of at least 3% (cattle and buffalo only).

Record of cattle died from VAHWs

Annually Data aggregation on cattle died. BIA & BMW Section 5.4

OP6.2

2. No. of people trained by gender and sector. Targets: (female 40%).

People trained 2004 2005 2006 2007Kampong Thom 15,000 15,000 15,000 15,000Kampot 14,000 14,000 14,000 14,000


Annually Data aggregation on people trained.

OP6.3

3. No. of people accessing technical advisory services facilitated by the project (from private service providers). Targets: (female 40%).

People 2004 2005 2006 2007Kampong Thom 500 700 900 1,200Kampot 1,500 1,500 1,500 1,500


Annually Data aggregation on people trained by VAHWs or FPs.

OP6.4 4. No. groups of farmers (associations) that improved their capabilities in selling their products. Targets: Kampong Thom: 6 (2 organic rice asso. 1 VAHWs asso. and 3 seed producer asso.). Kampot: 12 (1 cooperative, 4 seed producer asso., 3 new VAHWs asso. and 4 old VAHWs asso.).

Success rate of trainings

Quality of trainers

Quality of trainees

Amount and kind of products sold

Each training

Occasionally

Annually


Section 5.1.1 & 5.1.2

Farmer Association Survey

45

Accounts of associations

OP6.5

5. No. of demonstrations and associated activities that have been fully implemented according to guidelines and quality standards. Targets: Demonstrations (crop plots, animal husbandry demonstrations) include establishment of demonstration, 3 farmer classes and 1 farmer day with at least 50% female participants.

Demons. 2004 2005 2006 2007Kampong Thom 550 600 650 700Kampot 1,450 880 880 440

No. of fully established4 and implemented demonstrations according to the guidelines for successful demos5

After each demonstration

Annually;

Supervisory records;

BIA & BMW

Section 5.4

4 Demonstrations to be laid out and monitored according to established procedures and guidelines for successful demonstrations 5 Demonstrations to be implemented and crop cuts made according to established procedures and guidelines for crop cuts

Monitoring methods and –tools for ‘Trials & Demonstrations’ This chapter describes tools and methods, which are listed in the ‘methods and tools’ column of the previous table. However, only those tools and methods are being described here, which are specific to this particular component only. Tools and methods, which are being used for several components, are described in detail in chapter 5. Indicator 6.1: No. of households reporting livestock losses Data for this indicator will have to come from the recordings of the Village Animal Health Workers (VAHW), which report monthly to the district animal health and production officer. The data would have to be processed (calculating the percentage) at provincial level. A respective database file needs to be set-up at provincial level for these data from VAHWs. The data should allow calculating the percentage in decrease of livestock losses from the total number of households in the village, as well as from the total number of clients of the VAHW only. Details of the data base are in the Chapter 6. Indicator 6.2: No. of people trained by gender and sector (Targets: 40% females) The data for this indicator are directly available from the records on target group events, whereby topic and number of participants are recorded by gender for each target group event (see format in Annex 7). The data allow only calculating the total number of participants, but not the number of people trained, because same people could be participating in different events. It is proposed to estimate the difference between individual people and participants according to the invitation policy and type of event. For example, during 3 farmer classes in connection with a field demonstration, one would assume that the people in the 3 farmer classes are all the same. The difference between “No. of people trained” and “No. of participants” should be clear when presenting and interpreting the data. Indicator 6.3: No. of people accessing technical advisory services facilitated by the project (from private service providers only; Targets 40% female) This indicator measures the extent, by which villagers from the target area actively demand and use services from private service providers. Private service providers in the project/program context are Village Animal Health Workers (VAHW) and Farmer Promoters (FP). The information will be collected through the annual BIA and BMW. The percentage of females accessing the services could be biased, depending on the percentage of females participating in the BIA and BMW. Indicator 6.4: No. of groups of farmers (associations) that improved their capabilities in selling their products Information for this indicator will be collected partly through the general procedure for monitoring of formal training (section 5.1.1 & 5.1.2) for the number of male and female trained in the field of marketing and/or product quality management. However the fact of attending trainings doesn’t fulfil the requirement of this indicator yet. Monitoring of information about produce sold in term of quality, quantity and kind will be assessed during the beneficiary assessment survey and consecutive beneficiary monitoring workshops (Section 5.4). Additional information should be collected from the accounting books of the associations. Informal groups of farmers might not have any accounting books, and the indicator should therefore concentrate on the formal association and co-operatives. Basically the indicator

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addresses the following 3 types of associations of the project, namely the organic rice producers, rice seed producers and VAHW pharmacy associations. Indicator 6.5: No. of demonstrations and associated activities that have been fully implemented according to guidelines and quality standards (protocols) Monitoring the implementation of field demonstrations requires a combination of different monitoring tools. Firstly, the guidelines and standards (= protocols) for field demonstrations have to be clearly defined, as they form the basis for the monitoring work. The provincial departments (PDA) have now prepared these protocols, and which are different for different types of field demonstrations, e.g. a pig raising demonstration will have a different protocol from a SRI demonstration. One important tool to collect qualitative information for this indicator is the BIA. In order to monitor correctly the implementation of field demonstrations, the facilitators of the BIA must be well aware of the protocols for the respective demonstrations! A special component survey would be another tool to compliment information for this indicator. The combination of General Village Data Base and Target Group Data Base provide quantitative information on the number of extension events in connection with a demonstration, as well as the on the participation of females. Typically a complete demonstration could have 5 target group events: identification of demonstration farmer (1), farmer class (3) and field day (1). Monitoring quality of demonstrations also require collecting technical information for each demonstration. The extension worker should collect this information during his/her regular visit to the demonstrating farmer using a supervision field visit form and a field demonstration book, where he/she records the detailed technical information from each demonstration. As the information occurs at different times, the extension worker ideally reserves a double page in his/her field book for each field demonstration. The types of information (parameters) to be collected for different demonstrations are shown as examples below. If the extension worker finds it difficult to collect all these information, he/she should provide a “project book” for the demonstrating farmer, for him/her to record all important events in connection with the demonstration. The types of information would differ depending on the protocols, and major types of demonstrations are

• rice seed, • rice production, • SRI, • upland crop, • home gardening, • fish pond, • chicken raising, • pig raising.

Further details on the respective parameters are described in chapter 6.

Data Collection Parameters for (Rice) Demonstrations

Demo Id No: running number (3 digits) within year, e.g. 00106, 00206, ...)

Name of demo farmer

Sex of demo farmer

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Village

Commune

District

Type (crop or livestock species)

Description of demonstrating technology (i.e. a new variety, SRI elements, certain recommendations of ecological chicken raising, etc...)

Date of demo farmer selection

Area/size of demo (plot)

Area/size of comparison (plot)

Area of seedbed (if applicable)

Soil type of demo plot

Soil type of comparison (plot)

Inputs received by demo farmer (type and amounts)

Date of receiving inputs by farmer

Type and amount of seed used (demo and comparison plot)

Date of sowing/planting (or date of starting the demo for livestock/poultry)

Germination Percentage

Date, type and amount of all fertilizer applications (including for seedbed, and manure and chemical fertilizer)

Date and method of transplanting (description must be in relation to SRI elements)

Date and type of crop management events like weeding, irrigating, pest control etc. (description must be in relation to SRI elements)

Date of harvesting

Harvesting data (preferably crop cut information; see also separate box on crop cuts), but minimum total yield estimate from demonstration (and comparison!) plot

For a livestock or other kind of demonstrations certain parameters are not applicable or need to be modified accordingly!

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Guideline for Crop Cuts Crop cuts from demonstration plots are done also since years and quite substantive information is available on the yields of different rice varieties. Crop cuts are done according the following guideline: A crop cut should take place during a Field Day, one crop cut per village is sufficient, i.e. not every field day has to include a crop cut nor need a crop cut be done for each demonstration plot. It is highly recommended to have one demonstration plot and one control plot close by, preferably a neighbouring field from the same farmer. Control plots should be chosen at the start of the season and should allow a meaningful comparison with the technology demonstrated (e.g., if demonstration for improved variety, control plot should have local variety, if demonstration plot has one seedling per hill, control plot should have the common local practice). Within the field, crop cuts should be carried out at 2 locations, which are not close to the border of the field. Each crop cut covers 2 m x 2 m = 4 m2, i.e. per field 8 m2, and per demonstration and control plot 16 m2 altogether. Finally, the yield per one ha is calculated separately for the demonstration and control plot, written in the Crop Cut Form and send to the provincial office. Formula: (yield crop cut in kg) x 1250 = wet yield in kg per ha, dry yield will be calculated at the provincial office, if no moisture measurement was performed in the field directly.

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Chapter 4

Monitoring Level 3: Outcomes and Impacts

Output monitoring is the key for programme internal monitoring (because outputs are our products, services where we are responsible for; see introduction to Chapter 3). However, we also have to observe whether our products, services are really accepted by our target groups and sustainably applied (direct benefit: outcome (formerly purpose level describing the use of outputs); see matrix below). Finally, it is necessary to check whether this application really contributes to a ‘better live’ (indirect benefits at higher level of the result chain (formerly impact at goal level); see matrix below).

In most cases, higher level (medium and long term) impact (or goal level) monitoring is not the task of project internal monitoring. Usually, tracing of higher impact level (goal level) indicators is done in national census, evaluations at the end of project implementation etc... However, in the case of the CBRDP/RDP, the yield measurements and adoption rates (agricultural component) would even allow an approximation of the additional income induced by the project (goal level indicator 4; see M&E plan below).

The major sources for impact monitoring are the results from output and outcome monitoring. However, additional special surveys are necessary. The M&E plan for the direct benefits (outcomes, former purpose or objective level (see table below)) specifies these surveys.

The following M&E plan describes tools and methods for the indicators at outcome (objective, purpose) level. Most tools have been described already under the output monitoring, or will be described under the following chapter 5. of “Monitoring Methods and Tools”.

Describe infrastructure maintenance survey for OB8: The following procedures are proposed to assess the regular use and maintenance of infrastructure facilities:

• Participants of the beneficiary monitoring workshops should be encouraged to report on all cases known where CBRDP supported infrastructure is dilapidated or is not in use any more to a considerable degree (number of users by defined Seila standards). The number of reported cases will be compared with the number of constructed infrastructure per year.

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• An annual infrastructure maintenance survey should be made covering all dilapidated infrastructure facilities to assess the causes of the problem and to analysis problem solutions.

• This infrastructure maintenance survey on broken infrastructure should follow a similar line of thinking and interview guidelines as presented in Section 5.3.2.

Describe agriculture component survey for OB9 and OB10: The sustainable adoption of CBRDP facilitated improved technologies by farmers is the key issue in agricultural extension and agronomy. Therefore, this issue has also been tackled as a key issue within the Department of Agricultural Extension with its offices at provincial level. With the support of the Cambodian-Australian Agricultural Extension Project (CAAEP) a methodology for annually assessing sustainable adoption of agricultural technologies was developed and introduced. This methodology is documented and provides a starting point for an adoption survey for CBRDP/RDP.

It is proposed that the CBRDP/RDP cooperates with the Offices of Agricultural Extension in the application of the methodology in the two provinces as well. However, the methodology has to be adjusted to the needs of CBRDP/RDP.

The CAAEP methodology foresees three elements of adoption assessment, namely (i) 6-monthly monitoring sheet of effectiveness of field program, (ii) annual adoption monitoring sheet of field program, and (iii) annual diffusion monitoring sheet. While the first two data sets are collected in village group meetings in those villages, where project extension activities (farmer classes, etc...) took place, the diffusion survey data are to be collected in neighbouring villages, where no extension activities took place.

For CBRDP/RDP the following adjusted methodology is proposed. For reasons of simplicity and practicability, only one monitoring sheet should be used. This monitoring sheet has to cover the following aspects.

The technology or innovation that has been promoted needs to be clearly identified, as well as the level of detail. This may be straight forward for the promotion of a new rice variety, for example for SRI, should the recommended technology refer to the separate elements of SRI, such as transplanting one seedling, age of seedling at transplanting etc..

For each identified technology, one will have to monitor the following questions in village group meetings:

a) How many of you heard or learnt about this technology?

b) How many of you believe you have skills to apply the technology?

c) How many of you applied the technology already (first hand experiences)?

d) What are your experiences with the technology? (++, +, 0, -)

e) How many of you plan or will apply the technology in the next season or months?

f) How many of you will continue to use this technology?

(From c to f) separate for Female Headed Households (FHH)

The survey should be conducted annually in at least 10% of villages, where project activities took place during one of the previous two years.

The agriculture component survey could be combined with the need to collect information on the use of and the satisfaction with public and private agriculture services. In order to get the information for the respective indicator, the survey should include the following principle questions:

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a) from whom did you buy your last farm inputs like - seed - seedlings - fertilizer - farm tools - other (specify)?

b) from whom did you use agriculture services and at what cost? - animal health services - animal breeding services - extension/advice

For each of the above questions, the farmers should be asked, to what degree they were satisfied with the farm inputs and services. The data collection has to be specific for most vulnerable households and female headed households respectively.

The data collection can be done in group discussions or with individual household questioning. For CBRDP/RDP, a combination of the two methods is proposed in such a way, that the collection will be organized in a village meeting, but each participant will fill his/her own questionnaire. Villagers could sit together in small groups up to 4 persons in order to support each other in the filling of the questionnaire, while a facilitator moves around and provides help to the understanding.

M&E Plan for Outcome and Impacts

CBRDP Log-frame Code

RDP Offer Code

Indicators for CBRDP strategic goal Sources/ Value of Baseline Data

Frequency Methods/Tools to measure as references

in M&E manual

Information needed

SG1 1. Poverty incidence reduced by 50% between 1990 and 2015

National socio-economic survey (triangulation of external data).

Data from Commune Database, World Bank poverty assessment, and national census in 2008 (?).

SG2

2. The number of Most Vulnerable Families in selected project villages is reduced by 30% in 03/08.

Annually MVHLs Sample survey by using criteria the same as those used in 2004. (small in 2006 and full scale in 2007)

MVF lists.

SG3 3. % of male and female children < 5 years malnourished (weight for age), chronically malnourished (height for age) and wasted (weight for height) compared to the level at programme start-up. (Stunting of children at appraisal < 5 years of age 36% in Kampot and 49% in Kampong Thom).

36% in Kampot and 49% in Kampong Thom

2007 Wasting and Stunting survey

Needs to be further discussed with IFAD

SG4 4. Increase in the number of cattle (or other assets) owned by target group households with data disaggregated by gender of the household head.

Annually Agriculture component survey (small in 2006 3rd quarter, and full scale in 2007)

Data from commune database (MoP).

CBRDP Log-frame Code

RDP Offer Code

Indicators for CBRPD Objectives Sources/ Value of Baseline Data

Frequency Methods/Tools to measure as references

in M&E manual

Information needed to apply tools

OB1 1. No. of target group households with improved food security (months per year) with data disaggregated by

Annually Household Survey Household survey in villages

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gender of the household head. Target number of households 39 150: Months with insufficient food per year reduced: 2004: 6 months; 2005: 5 month; 2006: 4 months; 2007: 3 months

where there are rice banks, roads, wells and agriculture programs, and use information of rice banks.

OB2

2. No. of households reporting increased production/yield increases (at least 50% increase). Targets:

Households 2004 2005 2006 2007Kampong

Thom 4,500 5,400 6,500 7,800

Kampot 5,500 6,000 6,500 7,000

Annually Agricultural component survey

OB3 OB2.1 3. Households and Commune Councils report satisfaction about frequency and accessibility and quality of services by government and non-government organizations. Targets: Satisfaction: at least 50% of households and at least 75% of CC report satisfaction (qualitative assessment every year through Beneficiary Impact Assessment and quantitatively in 2007). Standards of satisfaction to be defined.

Annually, BIA & BMW in 2005 and 2006 Section 5.4.

2007

Citizen survey; CC performance assessment survey

Projection of no. of households and commune councils using project supported GO and NGO services (from output assessments)

OB4 OC1 4. 50% of households and CBOs/village networks report satisfaction with the service of CC (Confirmation that the implemented development measures meet their most important needs and are beneficial to their social and economic development and the consideration of people’s priorities in Commune Development Planning, are considered ); qualitative assessment every year through Beneficiary Impact Assessment and quantitatively in 2007). Standards of satisfaction to be defined

Annually BIA & BMW in 2005 and 2006. Section 5.4.

2007

Citizen survey

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OB5 5. 80 % of target Commune Councils fulfilling their designated tasks (according to respective prakas) to the satisfaction of PLAU.

Annually

PLAU CC assessment Realization of planned activities by commune councils

OB6 OB1.1 6. 50% of commune councils appropriately involve the population and their village organizations in exercising their duties (survey of the population and evaluation of documents, e.g. pertaining to the course of commune-level meeting, to the consideration of the population’s priorities for commune development planning, to the disclosure of the annual financial planning).

Annually 2007

BIA & BMW in 2005 and 2006. Section 5.4. Citizen survey (small in 2006 and full scale in 2007)

OB7 OB1.2 7. 60% of commune councilors/commune councils consider the co-operation with the decentralized/ deconcentrated administrative institutions on Province and District level effective, transparent and efficient (survey among commune councils (-lors?).

Annually 2007

BMW in 2005 and 2006 Section 5.4.2 CC performance assessment survey

OB8 OC2 8. 75% of projects supported infrastructure being regularly maintained through functioning LTCs/ FWUC (farmer water user committees). (780 water supply system and 200 Kms of tertiary rural roads till the end of 2004, from 2005 depending on annual planning of the commune councils; own data collection).

Annually

Analysis of CBO/LTC functioning data file; end-of-project evaluation. Infrastructure maintenance survey (small in 2006 and full scale in 2007)

Data from CBO/LTC functioning data file; end-of-project evaluation

OB9

OC3;OB2.2

9. No. of farmers adopting technologies recommended by the project (at least 30% are female headed HH); Targets: (accumulated)

Farmers 2004 2005 2006 2007Kampong Thom 4,500 5,400 6,500 7,800Kampot 5,500 6,000 6,500 7,000

Annually Agriculture component survey (small in 2006 3rd quarter, and full scale in 2007)

OB10 OC4 10. 50% of all households make use of at least one privately-offered service (e.g. sale of improved seeds and fruit trees, veterinary services) (own data collection)

Annually Agriculture component survey

Chapter 5

Monitoring Methods and Tools

5.1. Monitoring of Human Resources Section 5.1 deals with monitoring human resources development (HRD) for staff of implementing agencies. Human Resources Development for beneficiaries (farmers, villagers, commune councils) is also dealt with here.

Human Resources Development (formal training, on-the-job training, advice, backstopping etc.) is a key issue within the CBRDP. The main objective is to enable government officers for more efficient and effective services provision to target groups.

Human resource development is an output of the project on intermediary level (implementing partners like managers and extension staff of line departments) but not on the level of the final target groups (farmers, villagers, commune councils).

As methods and tools for monitoring HRD are the same for all components, no separation of methods and related tools is made in this Chapter.

There are three different monitoring exercises concerning HRD:

• Monitoring quantitative aspects of formal training (staff and target group training) on individual and group basis. This monitoring is on activity level and provides information on who received what kind of training for how long and where. (See also HRD data bases in Annex 7.

• Monitoring quality of formal training (staff and target group training) where the quality of trainers and the impact of training on participants’ knowledge and skills is regularly assessed on the basis of each training course (Section 5.1.2)

• General staff assessment where all CBRDP staff is assessed annually concerning their general performance over the year (Section 5.1.3)

Capacity building is one of the key issues in the CBRDP because capacities are, in general, very low in all fields of interventions, particularly concerning the ‘soft skills’ like planning, M&E and other management skills. Therefore, tracing the outcome of capacity building measures on implementing staff is of crucial importance.

The indicator concerning formal training measures for all components and sub-components (1.1, 3.1, 4.1, and 5.1), in principle, reads as follows:

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Number of officers from a certain staff category who successfully increased their capacity to perform their tasks, based on defined criteria (type of officers per capacity building measure; according to training plan); 80% of trainees reach at least 60% score (according to the test for each training course). What does this mean?

A training plan for each component reflects the capacity development requirements for each staff. Accordingly, training courses are tailored to the capacity development needs or staffs are sent to training courses which match with capacity development needs.

The indicator above demands that, for each training course, 80% of the trainees reach at least 60% of the score. This necessitates that we assess the specific subject-knowledge of the trainees after the training course through a simple test and find out whether the trainee fulfils the requirements of the job concerning the subject taught to at least 60% or not. The main monitoring method will be the test for each course.

Before this monitoring of quality of training, the quantitative aspects also need regular monitoring.

5.1.1. Monitoring quantitative aspects of training and Target Group Events The quantity refers to the number of person-days of male and female staff members having been trained. To get these data the trainers will be asked to fill the general form of Report on HRD for staff, which is being used for all components for formal staff training. In case training is provided at national level or abroad, an individual staff member should complete this report, or one of staff members should be responsible for it if they join the same training. After filling it, the staff has to submit the form to M&E focal point in the component or sub component in the same way as the trainers of internal trainings report to the M&E focal points. To ensure completeness of data, DSA payments should be linked to the availability of the completed of the training.

Below is the template of the HRD report form. It covers different kinds of training events, including formal training classes, workshops, seminars, study tours etc., which can be analysed separately according to need. Also because every workshop has an element of training inbuilt, this form should therefore be filled for participating in workshops as well. The topic of the training event will be coded during data entry into the computer, so the data can be analysed according to topic or content of training. Report on HRD for staff

Duration: …………………………...………………………………………………………………… Start date: ……………………………………….…………………………………………………… End date: ……………………………………………………………………………………………… Place: ………………………………………………………………………………………………… Source of fund: ……………………………………………………………………………………… Trainer/Organizer: …………………………………………………………………………………… Topic: ……………………………………………….………………………………………………… Type: Training course Workshop Study trip other List of individual staff members participating

No. Name Function and/or organisation Sex Number of days

1 2 3

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Each M&E focal point per component will use the data from this form to enter into the HRD for staff data file (see chapter 6 and annex 7). All analyses can be done on the basis of individual staff members.

Similar to the staff training, the quantity of target group events, refers to the number of person-days of different target groups and sub-groups (male and female), with events such as village meetings, class trainings, or the like have been carried out. Such groups can be commune councillors, village development committee, community-based organizations' committee etc. or ordinary villagers. For these types of events with target groups two kinds of forms are available to record the necessary information. While one form (Report on target group event B1) is more suitable for events that last longer than one day, the other form (Report on target group event B2) is more frequently used for one day or half day events. Templates of both forms are presented below. Both forms contain the same type of information and feed the same database, namely the target group event database (see Annex 7). The main difference of this data compared to the HRD data is, that while HRD data are monitored individually, target group data are monitored in numbers within group, but differentiated by gender only.

Likewise to the HRD report form, the target group event forms should be submitted to the M&E focal point in each component on a regular basis, but at least monthly.

In case GTZ or partner staff joins any target group event as participant, they would have to fill additionally the HRD report form, because their participation would be recorded as an individual HRD event in the HRD database.

Each M&E focal point per component will use the data from this form to enter into the target group data file (see annex 7).

Report on target group event (especially for event lasting more than 1 day (B1))

Duration: ………………………………. Start date: ……………………. End date: …………………. Place: …………………………….. Trainer/Organizer: ……………………… Topic: …………………….. Type: Training course Workshop Study trip other Table of participating target groups

Number of Female and Total Participants

Day 1 Day 2 Day 3 Day 4 Day 5 No Kind of Target Group6

Female Total Female Total Female Total Female Total Female Total

1 2 3

Total

6 The different kinds of target group are CC, CC sub-committee, VDC, LTC, GTZ staff, partner staffs, etc. For all kinds of staff, who in target group events as “trainees”, they have to fill the report on HRD for staff training separately.

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Report on target group event (B2) 1. Date: ………………………………………………..…………………………….. 2. Start time: …………………………………….End time: ………………………. 3. Place: ............................................................................................................ 4. Total number of participants: …………………………………………….……… 5. Male: ………………………………..Female: ……………..…………………….. 6. Facilitator: ...................................................................................................... 7. Topic discussed: ............................................................................................ 8. Documents and inputs provided (free or as loans): ………..…………………. 9. Considerations and remarks: ……………………………………………………. 10. Signature of reporting person

The two forms B1 and B2 for collecting target group event information are only two examples for this data collection. Each component can use their own forms, if they like, as long as they make sure, that the forms contain all necessary data for monitoring target group events. The form “Village Event Minute” (see chapter 3.3 – Monitoring methods and tools for Community development) from the community development component is another example for collecting information on target group events. There is another form for interactions of service providers with individual or informal small target groups. The individual field visit form records information on the interaction with the target group, but serves mainly management to assess staff performance in terms of quantity and quality of field activities. A template of this form is given below. The data from this form are processed in a separate data file, except for the qualitative aspects, which could be scored by management for an advanced use of this tool of staff management. Individual field visit report 1. Date: …………………………………………………………………………….….. 2. Start time: ……………………End time: …………………………….…………… 3. Place: …………………………………………………………………….…………. 4. Name of farmer and address: …………………….……………………………… 5. Name of staff/extension worker: ………………………………………………………. 6. Topic discussed: ............................................................................................. 7. Documents and inputs provided to the farmer (free or as loan): …………………… 8. Consideration or remarks: ……………………………………………………………… 9. Signature of reporting person

5.1.2. Monitoring of quality of Training and Target Group Events The quality of all formal trainings (staff and target groups) refers to in-class trainings and will be assessed in two ways:

• Comparing the level of knowledge and skills gained by participants during the training by testing knowledge and skills before and after training.

• Assessing the quality of the trainer by occasional observation of the training by an experienced trainer and by feedback from the participants.

Quality of Trainees: Comparing level of knowledge and skills gained during training

The trainer of each training course will:

• develop test questions for each course which reflect the main topics of the course including an evaluation roster based on defined criteria (the trainer will define these criteria),

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• conduct a test at the beginning and at end of each course by letting each participant answer the test questions by writing. For in-class trainings of target groups, the trainer should let the participants answer the test questions in groups (per committee, per village, etc.). The table below provides an example for a test format.

• analyse the results of the test and categorise the trainees into those who reach 80%, those who reach between 50 and 80% and those who do not reach 50% of the score (template below provides an example for a summary sheet), and

• hand over individual test results and summaries to the M&E focal point of the component.

Potential Format for Testing Training Success

Training Course Topic Date: Participant:

Score in % of total acc. to criteria

Test question 1:

Answer of the trainee:

Test question 2:


Test question 3:


………..

………..

Test question x:


Total score

Summary Sheets for Test Results per Course

Training course:

Number of participants: Trainer: Date:

Number of participants reaching 80% score or more:

Number of participants reaching between 50% and less than 80%:

Number of participants reaching less than 50%:

The M&E focal point will:

• inform trainers in advance of training courses about the need for the test, tell trainers to develop the test design and the criteria for test evaluation and instruct the trainer on the use of the reporting formats and the summary sheets per course (see form templates above), and

• collect test evaluation sheets from the trainers and analyze summaries per type of course annually according to the template below,

• discuss results and possible improvements with the trainers,

• make results available to decision makers and propose possible changes,

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• keep individual test evaluation sheets in the personnel files of the staff as one basis for general staff performance evaluation (see Section 5.1.3) and

• occasionally assess the qualities of trainers (or to assure that an experienced teacher or trainers assesses the quality of the trainers) by observing the training process according to guideline criteria/questions as outlined below.

Summary Sheet for Test Results per Type of Course

Training Course:

Date/Trainer Total trainees 80% score or more 50%-80% score less than 50%

Grand Total (no.)

Grand Total (%)

Quality Assessment of Trainers The following are some guiding criteria and questions for occasional observation of trainers:

• In how far are the objectives of the training clearly defined?

• How well are the training contents structured?

• Are the contents presented in a way understandable to participants? Are the contents relevant to the participants’ expectations?

• Is the background material understandably prepared and presented? How relevant is the background material for the trained topic?

• Is the trainer more lecturing or more discussing issues with participants? In how far does he/she use questions for initiating participation? In how far is he/she asking for feedback from participants to encourage participation?

• In how far does the trainer include practical exercises and involve participants in practicing?

• In how far does the trainer use life examples, models, and pictures to get the message clearly to the participants?

• In how far does the trainer use other participatory methods like brainstorming, role plays etc.?

• How well does the trainer visualize contents and involve participants in visualization during the training session?

• How are the trainers’ body language, gesture, mimics, and voice modulation? In how far does he/she use simple words and understandable language or not?

This list is not exhaustive but at least can serve as a starting point. Other points can be added as requested. A scoring scheme will have to be developed to assess the qualities of the trainers. A scoring from 1 (very poor) to 5 (very good) is proposed for each of the guiding

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criteria/questions of the assessment. The minimum requirement would be to reach 50% of the maximum score.

Trainers who do not fulfil the minimum requirements (contents and methods) would have either to go for capacity building measures themselves or to be replaced by other, more competent trainers.

The second way to assess the quality of trainers is done by the participants, who will answer at the end of each course the following questions in writing (Mood Barometer):

• What did you like during the training course (contents, methods, frame conditions)?

• What did you not like during the training course (contents, methods, frame conditions)?

• What should be changed for other courses?

The feed back information from participants will have to be made available to the respective management unit. The M&E focal points are responsible to collect these feedbacks, and to analyse and present them to management.

5.1.3. General Staff Assessment and Implementation of Recommendations Besides the monitoring of capacity building measures during particular capacity building exercises (mostly trainings), all staff working within the framework of the CBRDP will be assessed annually according to a specific procedure defined by the CBRDP (for details see procedure below).

Staff assessment will result in recommendations for each staff in terms of further capacity building needs, the need for re-posting and others.

The indicator concerning staff assessment for all Components and Sub-Components (1.2, 3.2, 4.2, 4.9, and 5.2), in principle, reads as follows:

80% of staff increased their capacities as proven through staff evaluation results and 80% of the recommendations from the annual staff assessment are implemented within 6 months of staff assessment What does this mean?

The indicator above spells out the following demands concerning monitoring:

• 80% of the staff increased their capacities in general with the efforts of the project during a time span of one year (training courses, on-the-job training, cooperation etc.). That means we assume that 20% of the staff probably will not have the basic capability or the opportunities to develop further with respect to their job performance.

• 80% of the recommendations spelled out for staff on the basis of annual staff evaluations are implemented within 6 months. That means that further training measures, re-postings will have been implemented within 6 months from staff assessments.

In principle, the general staff performance evaluation is done according to Seila's procedures and formats which are sometimes modified to meet the requirement of the management of each component. Although the Seila standard has to be maintained, there is flexibility in changing or adding criteria while keeping the total score the same (see Performance Evaluation Form below). This allows staff assessments to be more technical and component specific.

Potential procedures and formats for staff performance evaluation according to SEILA 1. OBJECTIVES OF THE EVALUATION.

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An overall objective of the performance evaluation for CBRD-Project staff is to summarize the staff’s performance during the review period in relation to the agreed performance plan and job description. This review will improve effective work done by ExCom, Components and Subcomponents. The specific objectives are to:

1. Increase the effectiveness of human resource management system of the ExCom, Components and Subcomponents.

2. Improve the staff performance and their job description. 3. Identify the needs of staff development. 4. Identify the issues in the staff management system.

2. PROCEDURE OF EVALUATION. 2.1 Information. The meeting between PLG/GTZ, Chief/Deputy of ExCom, Permanent member, Components and subcomponents should be organized to inform the purposes, procedures and forms of staff performance evaluation. After the meeting, the Permanent member and/or Components and subcomponents will forward the information to all staff by holding a meeting or in a written letter. 2.2 Self-evaluation. Each staff is expected to do self-evaluation. The form used for self-evaluation is the one used by the panel. This result from self-evaluation will be used as one of references for the panel discussion to finalize the decision. This process is to allow staff to measure and expresses his/her own performance. Each staff member completes the form and addresses in closed envelope to the ExCom and/or Components and subcomponents for the panel. 2.3 Composition of Panel. The panel composes of Permanent member of ExCom, Components and subcomponents (or branch heads), Deputy Chief of ExCom can also be a member (option), and a PLG/GTZ representative (can be deputy or selected staff). It is additionally suggested to include one other advisor (and not an assessor) from concerned PLG/GTZ staff from technical sector/unit: for example if the panel makes an evaluation of staff from Secretariat Finance Unit - a PLG Provincial Finance Advisor should be called to advisor to the panel. 2.4 Management/Panel review. An important purpose of the management review will be for managers to reach agreement on those staff members who will be recommended for reassignment, training or discharge from employment. Upon receipt of a filled form from each panel member, the Permanent member enters the actual score of each staff into the table (table below). The Chief conducts the meeting with panel members to ensure that there is consistency in appraisals and ratings and to reach agreement on recommendation (the panel filled in the last column of summarize actual score table). The Chief submits a table with written statement explaining the result of the review of each staff performance to the Chief/Deputy of ExCom for approval. If necessary the Permanent member shall present the results of the recommendation of each staff reviewed at the ExCom meeting before approval. 2.5 ExCom Review. Upon receipt a written statement with detail explanation of each staff performance review from the Permanent member, the Chief/Deputy of ExCom will review and approve the recommendation. The Chief/Deputy of ExCom will then issues a letter address direct to staff to inform him/her the result (contract extension or discharge from employment). Staff shall have a change to defend or explain to the management or to panel if the result is not satisfactory. 3. FORM OF THE EVALUATION.

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There are 4 forms that will be used to review the performance of ExCom and Components and subcomponents staff. The first form is to be filled by staff member for self-evaluation, the second form to be filled by TA (Technical Assistant), the third to be filled by Unit/chief and the fourth one to be used by the panel. The four forms are similar format with five main areas that are focusing on (see below). Each area is breaking down to four or five different points and each point scored 4 or 5. Each area has sub-total score 20. Total score for the five areas is 100. 3.1 Technical Expertise (four points) The extent to which staff member keep up to date with technical knowledge in their fields and the level of proficiency achieved as they apply the knowledge to their jobs. (1.1) Focus on knowledge and understanding of each staff toward his/her technical expertise. (1.2) Each ExCom, Components and subcomponents staff needs to have facilitation skills to performance his/her own given tasks effectively (it is considered important for all units within ExCom/ Components and subcomponents). (1.3) The ability to express thoughts clearly, accurately in writing. (1.4) Presentation: the ability to express thoughts orally in a clear, concise and accurate and effective manner. Each of the four points scores 5. Total 20 points. 3.2 Initiative (four points) The ability to use judgement, produce creative solution to problems and take appropriate level of initiative to apply his/her skills. (2.1) Focus on ability to use judgement within his/her own work when assisting villagers/local committees. (2.2) Able to work independently, and (2.3) Able to solve problems creatively. (2.4) Level of initiative to apply skills with a minimum of supervisory intervention from own supervisor and/or less facilitation support from PLG/GTZ staff. Each of the four points scores 5. Total 20 points. 3.3 Communication (four points). (3.1) Ability to listen within team meeting or during any working session or conducting facilitation meeting with local committees or villagers. (3.2) Able to use language appropriately with both villagers/local committees. (3.3) The ability to delegate work to subordinate and with local villagers or concerning partners. (3.4) Dissemination skills: able to disseminate verbal/written information to local committees/villagers effectively. Each of the four points scores 5. Total 20 points. 3.4 Personal relations and interaction with local community (five points). The ability to establish and maintain harmonious work relationship with colleagues, supervisor, and villagers (4.1) Focus on attitude and behaviours toward working partners and villagers. (4.2) Assess level of participation. (4.3) Adaptability and (4.4) flexibility of staff member within working environment both working team and at district, commune and village levels. (4.5) Assess ability of staff to work as team. Each of the five points scores 4. Total 20 points. 3.5 Management/commitment (five points). (5.1) Quality of works: focus on staff's work that is accurate, thorough, reflects sound judgment, meets appropriate standard and with reasonable time constraints (5.2) assess the level of ability to delegate work to concerned team members (if any) or those he/she is working with. (5.3) Responsibility: readiness to accept any given tasks or additional duties. (5.4) Punctuation: on time and able to meet most given tasks/assignment within time limit. (5.5) Monitoring ability: focus on ability and preparedness of staff to monitor within his/her own given responsibility. Each of the five points scores 4. Total 20 points. 4. REFERENCES OF THE EVALUATION. Additional materials/references that are commended to used for staff performance review are as follows:

1. Job description or Term of Reference. 2. Staff development policy. 3. Personnel regulation and rules (if any) 4. Staff contract. 5. Self-evaluation.

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Here is the common form for staff performance evaluation. Even though this form used by different people, the content in the table is remaining the same. Performance Evaluation Form Name : .................................................................. Functional title : …………................................................... Entry of duty : ..............……….............…........................ Period of review : from ................... to …......................... No Points to be focused on: Please tick only one in

each point 1 Technical expertise: Max. score 20 1 2 3 4 5 1.1. Knowledge and understanding of own tasks 1.2. Facilitation skills. 1.3. Writing and reporting skills. 1.4. Presentation skills. 2 Initiative Max. score 20 1 2 3 4 5 2.1. Ability to use judgement. 2.2. Work independently. 2.3. Problems solve creatively. 2.4. Level of initiative to apply own skills. 3 Communication Max. score 20 1 2 3 4 5 3.1. Listening skills. 3.2. Language proficiency (Khmer, …) 3.3. Dialogue skills with local/villages. 3.4. Dissemination skills. 4 Personal relations and interaction with local community. Max. score 20 1 2 3 4 4.1. Attitude and behaviours. 4.2. Participation. 4.3. Adaptability. 4.4. Flexibility. 4.5. Ability to work as team. 5 Management/commitment. Max. score 20 1 2 3 4 5.1. Quality of works. 5.2. Ability to delegate. 5.3. Responsibility. 5.4. Punctuation. 5.5. Monitoring ability.

Grand Total Actual Score Grand Total Max. Score 100 Comments by: (Appraiser)….....…................................................................................................................ ............................................….................................................................................................................. ............................................….................................................................................................................. Signature of: (Appraiser) .........................…..............Date: ............................................ Sample Table of Actual Score for all staff members: No Staff name TA Unit/Chief Panel Average Self-

evaluation Recommendation

(with agreement by panel) 1 Name1 70 78 80 76 90 Continue contract,

additional training. 2 Name2 55 50 45 50 70 Discharge from

employment 3 …

Follow-up of implementing the recommendation:

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The table of actual scores shows us the performance of each individual staff in percentage of a maximum of 100 scoring points, and separately for each scoring party of the assessment committee. The higher the percentage, the better the performance of the staff. The assessment has to reveal an average score of at least 50% in order to be able to renew the contract with the project. For staff assessed between 50% and 60% special measures should be taken in order to improve their performance in the future. Basically there are two types of recommendations/ decision: • First recommendation/decision for keeping staff-members to continue their contract

(>50%), provide additional training to them (>50% and <60%) and/or to give any chance to them to get a promotion (>90%), etc. and

• Second recommendation/decision for discontinuing the contract of the staff member as project partner staff.

Respective component management is responsible to follow-up implementation of decisions arising from staff assessments. Component management can use M&E focal points to collect respective information. Component management should present the results of follow-up activities in an ExCom meeting not later than 6 months after staff assessment took place. The presentation should be made using the same table format as above (Table for actual scores of staff members) by adding an additional column for Follow-up of the Recommendations. This will make sure in how far the actions planned during the staff performance evaluation have been addressed by management. After the presentation in ExCom, the Permanent member will be responsible to aggregate the follow-up tables from each component into one table. When presenting the follow-up information, the table should contain answers to the following questions:

• Has this staff-member been discharged? If not, does s/he still continue with and receive allowance from CBRDP?

• If s/he continues with the project, does s/he have a new contract and for how long, and why?

• What happens after ending of the new contract of less than six months?

ExCom is responsible to inform PSU on the follow-up actions and results of staff assessment decisions. 5.2. Monitoring of institutional performance using SWOT

Section 5.2 deals with monitoring institutional performance of implementing partners. While capacity development for individual officers improves the knowledge, skills and attitudes of staff, it doesn’t automatically improve effectiveness and efficiency of service delivery of organisations and institutions to target groups. Therefore, the strengthening of institutions and organisations needs special attention to achieve CBRDP/RDP’s objective for more effective and efficient delivery of services to target groups. As the CBRDP/RDP- implementation strategy depends on local agencies, it is essential to strengthen these agencies – an important area of CBRDP/RDP intervention – and also to monitor whether our institutional development efforts yield the wanted results.

Improved performance of organisations and institutions is an output of the project on intermediary level (implementing agencies like ExCom and line departments) but not on the level of the final target groups (farmers, villagers, commune councils).

This M&E system proposes one tool only for the monitoring of institutional performance, namely the SWOT Analysis. The following describes this tool whereby organisations,

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institutions or smaller unit are assessed with regard to Strength, Weaknesses, Opportunities and Threats.

The indicator concerning institutional performance for all Components and Sub-Components (1.4, 3.5, 4.5, and 5.6), in principle, reads as follows:

Institutions implement the self-assessment (including the results of beneficiary satisfaction assessment) of their internal management and services performance (SWOT) and follow-up upon its results (50% of weaknesses identified are addressed within 6 months of self-assessment) What does this mean?

The indicator above spells out the following two demands for monitoring:

• Each implementing partner organization (e.g. ExCom, components etc.) and/or sub-organizations (e.g. LAU, DCD Offices, District Agriculture Offices etc.) reflects on their internal management during a workshop along the SWOT methodology and particularly analyzes weaknesses in services provision to target groups

• Strategic solutions for the identified weaknesses are worked out and implemented latest 6 months after this workshop.

5.2.1. Background to SWOT-Analysis SWOT does not only aim at finding information, it also wants to raise awareness about existing problems and promote initiatives, so that the participants may agree to solve those problems together. But it does not want to stop at solving one problem. Development is a process and development methods have to aim at establishing processes conducive to development. The SWOT method is based on the following rationality:

• Life is a sequence of activities in the past, present and the future. This applies to individuals as well as to the life of organizations. Successful past activities are likely to be remembered. We call these our strengths (successes, achievements etc.) although we know that the level of success might not have been 100%, and that different individuals may judge successes differently.

• Other activities in the past proved to be failures, errors, mistakes, etc... We will call these our weaknesses.

• When we are able to further build on our strength and upon our successes we can use the opportunities (chances, potentials) which we have for improvements.

• Weaknesses may not harm us too much if we learn from them and avoid them in future. But if we let them occur often they will be a threat (risk, obstacles, and hindrances) to us and we might not reach our objectives if we do not try to overcome these threats. When we analyse the threats, we will often find that many of our today’s threats exist because we did not alleviate weaknesses during the past. These weaknesses consumed time and money in the past and today. The question arises whether there are possibilities to overcome our weaknesses. This starts with awareness about the weaknesses, including their causes and effects, and then reducing, avoiding or eliminating them. This way we save time, money and other resources. But saving them is only one advantage. We can benefit even more by investing them in new activities with more chances of success.

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Diagram of the SWOT analysis: Past Now Future

Strength Successes and achievements which we experiences in the past

Opportunities Chances, potentials, objectives which we have for improving in the future

Weaknesses Failures, errors, mistakes which we experiences in the past

Threats Risks, obstacles, hindrances on our way to a better future

This basic concept of SWOT is elaborated into several steps, designed to focus and structure the discussions, to reach common understanding of its causes and effects and to agree on the actions to be taken by whom to remove or to alleviate the problem. SWOT thus smoothly crosses from problem analysis to planning and allocation of responsibilities.

The method has been used for development work since the early nineties in discussions on village level and to a lesser extent in agricultural research stations in a number of countries.

Participants’ capacity and attitude building is only one central objective of the support of participation and self-help initiatives – the one which starts the process moving. Even more important is to keep the process sustainable: By establishing a permanent learning process which enables the participants to solve their recognized problems better and with increasing independence. This process must incorporate the five components awareness building, problem solving discussions, planning of solutions, implementation and reflection – and each of them may require external support. This process cannot be established simply by the introduction of appropriate methods. It requires cultural changes, incorporating a new openness and transparency, a new utilization of experiences and mistakes, and a new feeling of responsibility for others. Change cannot be handled without appropriate tools. But tools alone are not sufficient for change. Similarly, participation can only be established if suitable working methods are available, but applying participatory methods does not necessarily lead to attitudes which promote participation. A development process ‘from below’ needs micro-projects as well as participatory methods, but it will only become sustainable if a learning culture can be established.

5.2.2. SWOT analysis as the key method for monitoring institutional performance SWOT is a working tool for organisations or part of it for self-evaluation. Basically people of an organization come together in a workshop and discuss and analyse their situation within their organization. SWOT can be used for large organisations (e.g. Department of Agriculture), medium size organizations (e.g. ExCom) or small organization (e.g. a District Facilitation Team). It is important that an experience facilitator guides the SWOT process.

There are many ways how to facilitate the self-evaluation process of an organization and facilitators conversant with the methodology and the local situation will use the method

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flexible. Also, the methodology can be combined with different other tools (like Venn-Diagrams from the PRA toolbox etc.).

The following steps have proven to be promising at the beginning and are proposed as a starting point for CBRDP partner organizations (one day for smaller organizations; two days for larger organizations):

Step 1: Introduction to the SWOT workshop

• Facilitator explains objective (improve the services of our organisation by self-analysis of our strengths/successes & weaknesses/failures, opportunities/potentials for improvements & threats for failing in future etc.)

• Facilitator explains the methodology and procedures (see below)

Step 2: Plenary: Brainstorming with cards

• Where are we strong? What were our successes last year? What do our clients like with our services? In which aspects does our organisation function properly?

• Where are we weak? What were our failures last year? What do our clients not like with us? In which aspects does our organisation not function properly?

• Prioritizing strengths/weaknesses: Which are the most serious weaknesses which prevent us from providing good services to our clients? What are the ‘key strategic issues’ we have to tackle if we want to improve? Such prioritising is important as we usually can not tackle all problems at the same time. We need to know these problem areas which jeopardize project progress most seriously and those strengths which are least utilized. Then we can decide where to start.

Step 3: Purposive inputs Purposive inputs should be given if we have to deal with problems where we do not feel competent to find solutions. Here, we might call experts to enlighten us before we proceed with finding solutions to our problems.

• Individuals might present inputs and results from monitoring exercises which highlight and clarify ‘key strategic issues’ to enlighten participants for the following group work on certain issues with potential value for finding strategic option

• One issue to be presented and discussed could be the results from the annual staff assessments; others could be the results from specific surveys on the functioning of LTCs (in the case of infrastructure), farmer promoters (in the case of agriculture) etc. etc.

Step 4: Group Work (for each ‘strategic key issue’ one group)

We might decide to tackle the most serious problems separately in groups. We might even decide to tackle only the most serious problem now and postpone others to the next meeting or the next year….

• Which opportunities/potentials do we have to improve on our weaknesses and to build on our strengths? What strategic options do we have? Which objective, strategy should we follow in future?

• What are the threats, risks, obstacles which might prevent us to reach our objectives and strategies? How can we overcome these threats, risks, obstacles?

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Step 5: Presentation of group work results in plenary and discussions

• Working groups present results of their work and clarify issues

• Agreements are made on actions to be taken (action plan)

SWOT should be used flexibly and according to the specific situation. There is no need to conduct all steps during one workshop/meeting. We could have several meetings covering one step during each meeting. We might also combine the different SWOT steps with regular staff meetings in order to reduce the additional work load for SWOT.

SWOT is a rather simple and straightforward method for self-analysis of organizations. However, the SWOT workshop needs thorough preparation (Venue? Material? Inputs?) and facilitation. When ‘doing’ SWOT the first time, professional support should be sought for moderation; the second time, moderation could be done by an experiences moderator from the CBRDP staff and the third time moderation could be taken over even from within the organization which is doing the self analysis.

The SWOT-analysis should be conducted annually. This would allow the organization to compare progress over time – which is one of the main objectives for monitoring.

An ideal time for the analysis would be the end of the operational year. The workshop should be conducted immediately before the annual planning for the next operational year. Workshop results would also be a valuable input to the annual plan of operation.

5.2.3. Follow-up of addressing weaknesses Conducting the SWOT analysis is only the first part, the implementation of solutions resulting from the SWOT analysis another part. Unless such follow-up actions are being implemented, no significant improvements in the performance of the organization can either be expected or monitored. Therefore it is important to monitor the follow-up of results of the SWOT analysis.

The actual SWOT analysis ended with identifying strategic solutions, the implementation of which need to be monitored. Management should therefore report to ExCom (and ExCom to Governor) at least once every 6 months the progress of implementation of actions resulting from the previous SWOT analysis. If no sufficient follow-up progress can be reported after 2 reporting periods (12 months), no further SWOT analyses should be done, unless other tangible changes occurred to justify another SWOT analysis. Management of respective units are responsible for the implementation of follow-up activities and for the reporting of progress. They may get the support from M&E focal points to document the progress. Reports on the progress should go to ExCom and PSU.

5.3. Monitoring of Micro-Projects and -Processes Micro-projects in the components Infrastructure (e.g. roads & wells, irrigation schemes) and Agriculture (e.g. demonstrations) is another key area of intervention of the CBRDP/RDP. Also, the initiation and management of a self-help organization in the component Community Development as well as the Local Planning Process in the component Decentralized Planning can be seen as ‘soft’ micro-projects: the initiation and support of processes on target group level.

The monitoring of micro-project implementation (‘hard’ or ‘soft’) on target group level is one of the most important aspects of monitoring in the CBRDP/RDP. Micro-project planning, -implementation and – monitoring happens mostly on village level and is supposed to benefit

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people directly – if done properly. The monitoring of micro-project implementation is largely happening at output level and primarily used for operational management of implementation.

The following procedures are proposed for monitoring:

• The basis for micro-project planning and –implementation is always the quality criteria/technical design of micro-projects. This is the benchmark for monitoring. Each micro project or process needs a clear standard specifying the minimum quality criteria for each micro-project design (e.g. clear steps and quality criteria for the Local Planning Process or Self-Help Organizations, clear guidelines for the planning and implementation of a well, a road, a demonstration etc.)

• Micro-projects are supervised by technical staff during project implementation. Supervisory protocols should trace the implementation (particularly during the critical stages e.g. when the iron is laid out and before the concrete is added etc.). This Supervisory Protocol consists of two parts. Part one is the Individual Field Visit Report as described in chapter 5.1.1, which each officer needs to complete whenever he or she is conducting a field visit, whether it be for supervision or monitoring purpose. Part two of the Supervisory Protocol is the Site Inspection Protocol, which is specific to the component or sub-component. A site inspection protocol for a road construction looks different for a well construction than for an agricultural demonstration. Even a rice demonstration site inspection protocol will be different from the one for a pig demonstration. As these site inspection protocols monitor detailed technical aspects of the micro-project, each respective component is responsible to develop suitable site inspection protocol formats for their respective micro-projects. Some examples of site inspection protocols are presented in Annex 8. The procedure to collect information on the functioning of CBOs is also done with a site inspection protocol designed for that purpose. Information collected with site inspection protocols enter into respective databases, which are being maintained by the respective components. The M&E focal points of the component play a key role in maintaining these databases (see also chapter 6 for further details on databases).

• A ‘Project Book’ is an advanced alternative or addition to the site inspection protocol. Each micro-project would have a ‘project book’ on-site where all events in connection with the project (supervisory visits, arrival of materials, report on problems and solutions etc.) are noted down. Preferably the book would be kept with the local organization responsible for the micro-project (the CC in case of the LPP, the self-help-group in case of Self-Help Organizations, the Local Technical Committee in case of infrastructure projects, the farmer in case of demonstrations etc.). These organizations/committees/individuals would increase their ownership of the micro-project and they will enhance their responsibility to continuously watch project implementation. The project book will be used for evaluating the process of project planning and implementation on the local level, but it would be more difficult to aggregate the information from the project book for analyses on higher levels of monitoring. The next chapter describes more details on a ‘project book’.

• Each micro-project should undergo an end-of-project evaluation where qualified staff evaluates the quality of the micro-project before ownership is formally accepted by the beneficiaries. Although the ‘end-of-project evaluation’ derived from rural infrastructure projects, it might be a helpful tool also for monitoring other contracted directly implemented micro-projects or processes. Chapter 5.3.2 describes more details on the ‘end-of-project evaluation’ tool.

• Probably the most important tool to assess benefits of micro-projects and processes is an annual beneficiary assessment, because it addresses impacts at a higher level of the result chain. The tool of a Beneficiary Impact Assessment (BIA) assesses in how far the population benefited from different project interventions. Because of the overall

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importance of beneficiary impact assessments for impact monitoring, a separate chapter (5.4) provides the details for this tool.

5.3.1. The ‘Project Book’ The ‘project book’ will be a notebook with specified headings or with a free format. The advantage of such a project book is that not only supervisory staff and visitors can record information in this book, but also the owner of the project themselves, too. The main important parameters to record in the project book are:

• Date

• Activity

• Observation (issue, problem, etc)

• Solution, Advise, Recommendation,

• Agreements, Responsibilities for follow-up actions,

• Name and signature of recording person

It is recommended to start always with a new page for every new day of recording. If the book is provided with a free format, the owner will have to make sure, that all important parameters are being recorded. This demands a lot of discipline from the project book owner.

If these parameters are recorded consistently by all parties involved, the project book provides a very good picture of the quality and time of the process of this micro-project implementation.

It will be difficult to perform an aggregated analysis from many project books. Therefore the main purpose of the project book lies in the local management of micro-project implementation.

5.3.2. End-of Project Evaluation Each micro-project (water well, roads, small irrigation schemes etc.) should be evaluated at the end-of-implementation stage. This is done at the moment at least for the infrastructure micro-projects and limited to the technical aspects (quality of the construction itself). During a technical evaluation the beneficiaries/clients are questioned to check if they are satisfied with the output of civil work e.g. well construction

The procedures and methods for this end-of-project evaluation are as follows:

• conduct end-of-project evaluation once every six months for all projects that were completed during the proceeding 6 months. The M&E focal point conducts the end-of-project evaluation with beneficiaries at the respective site, with support from TA (if available).

• the information collected will be analyzed and the results will be communicated to TSU (in case of wells, roads)/Irrigation sub-component (in case irrigation scheme) and ExCom.

This information gained from the end-of-project evaluation can be used to adjust/improve the implementation of civil works in the future.

In principle, the technical evaluation is done according to the SEILA's formats which are sometimes modified to meet the requirement of the unit or component.

Technical Evaluation Report

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Technical Evaluation of CBRDP Works contract

Province: District: Commune: A. Information About the Project Project Name : One Project can be implemented in one contract, or more than one contract. Enter the number of contracts for this Project implemented in previous years, implemented this year, and still to implement in the future. Number of contracts completed in previous years Number of contracts being implemented this year Number of contracts still to implement in future years B. Information about the Contract Contract Number: Contractor:

TSO Name of Technical Supervisor: Private

Description of Project Outputs

Contract Cost:

Quantity Quality Comments No Description Village Planned Achieved Good Fair Bad 1 2 Completion Date

Planned Date: Actual Date: Comments: Describe any problems that occurred during construction of the works

Good Acceptable

Evaluate the work of the contractor

Unacceptable Good Acceptable

Evaluate the quality of service provided to the Commune by the Technical Supervisor

Unacceptable C. Environmental Issues Was an Environmental Analysis carried out for this Project? Yes No

If Yes, has the Environmental Management Plan been correctly implemented?

Yes No

Comments

Have there been any bad impacts on the environment as a result of the project?

Yes No

Comments D. Land Ownership Issues Was a Land Acquisition Report prepared for this project? Yes No

If Yes, were the land compensation agreements implemented correctly?

Yes No

Comments Has any land user made any complaint about losing land because of implementation of this project?

E. Overall Assessment of the Project How much benefit will this project bring for the people in the commune? Give a score from 0 (no benefit) to 10 (very high benefit).

Score

F. Recommendations for Action Action to be taken Reason for action Who is responsible?

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G. Who was consulted during the Technical evaluation? Commune Chief Contractor Commune M&E Focal Point Technical Supervisor Others

H. Members of the Technical evaluation Committee and Signatures

Name Position Signature

Date of the Technical evaluation:

The second part of the end-of-project evaluation – which does not exist at the moment – should be informal and separate interviews with the village community and the LTC about the processes happening during the project cycle along the following interview guidelines:

Interview guidelines for the process during the end-of-project evaluation Participation in project planning

• How many men/women/youth/elderly people have been participating in the original needs assessment? How many of these groups have been participating in technical planning? How many of them have been participating in project implementation?

• What were the main problems during planning and implementation of projects? How were the problems solved? Who helped in problem solving?

• What should be made differently if another project is to be planned and implemented in the village (lessons learnt/best practices)?

• What should be made the same way if another project is to be planned and implemented in the village (lessons learnt/best practices)?

• Was the project the first priority of the community? If now, which priority was it?

Beneficiaries and benefits of micro-project

• Which groups benefit from the project? Who uses the infrastructure? How often is the facility used by different groups? (Specify numbers according to different people).

• Is there any visible impact from the infrastructure (fewer diarrheas, more income earning opportunities etc.)?

Securing long term benefits

• How does the facility look? How is the condition of the facility? Is regular maintenance visible or does the facility look rather not cared about at all?

• What kind of maintenance systems are in place? In how far are they working?

• What kind of problems does the community have with maintaining the facility? How are these problems solved?

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• What would we do differently next time concerning maintaining the facility? What would we do again the same way? (Lessons learnt and best practices).

Effectiveness of services providers

• Which functions did the LTC perform well, which not well? What problems were coming up? How did the LTC solve these problems? How satisfied is the community with the LTC?

• How did the TSU perform during project planning and –implementation? Which functions did TSU perform well, which not well? How satisfied are people with the support of TSU?

• How did the contractor perform during project implementation? Which functions did he/she performs well, which not so well? How satisfied are the people with the contractor?

• Concerning the demand for services: what would people do different next time, what would they do in the same way? (Lessons learnt and best practices).

The results of this interview will give valuable hints on the appropriateness of the planning and implementation process, the participation of different groups, the methodology of site selection.

Lessons learnt can be drawn for planning and implementing future infrastructure projects.

5.4. Monitoring at Beneficiary Level M&E activities of the CBRDP/RDP during the last years concentrated on the tracing of activities and consequent physical achievements (number of commune councils trained, number of wells and roads constructed, number of farmers supplied with inputs or supported with demonstrations etc.). Some of the qualitative information is also available on outputs and outcome (direct benefit at purpose level) of the CBRDP/RDP. However, it is not enough for regular reporting. To cover qualitative aspects on output and outcome level, special data collection exercises are still highly needed.

Therefore, particular annual data collection exercises are planned to allow an approximation of the CBRDP/RDP’s outputs and outcome (lower impacts7). One of the methodologies for this purpose is the beneficiary impact assessment survey covering 13 of the planning framework’s indicators on output and outcome/purpose levels (the number of these 13 indicators are presented in column 4 of the interview guideline in Annex 3). This survey has to be seen in close connection with the subsequent beneficiary monitoring workshop.

By this way, the beneficiary impact assessment survey, together with the beneficiary monitoring workshop, can give sufficient information to trace the CBRDP/RDP’s indicators almost 30% on output level and all indicators on outcome/purpose level. The remaining indicators on output level are monitored with more formal methods (see Chapter 3 and 5 of this manual).

7 When we talk about outcome (lower impact), we mainly mean the indicators on purpose level of the project planning matrix (the goal level indicators can only be traced in longer intervals and possibly at the end of the project’s lifetime). Outputs and the use of outputs are, in the narrow sense, not yet impacts of the project as such. However, most of the outputs and the use of outputs can also be seen as lower level impacts of project activities. Example: Increased capacities of staff and farmers are a typical output of the CBRDP and not an impact. However, an increased capacity of staff and farmers is a clear impact of the project activities related to staff and farmer training. Therefore, we call the tracing of outputs also impact assessment within the framework of the beneficiary impact assessment survey.

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The beneficiary impact assessment survey as well as the beneficiary monitoring workshop can only cover the subjective impressions of a small sample from the (potential) beneficiaries. It is, therefore, necessary to combine these subjective assessments with the data on the complete physical progress (see above) from the CBRDP/RDP Excel data bank.

Both, the complete data on physical progress and the subjective impressions from a smaller sample, allow projections on the likely impact of the CBRDP/RDP related to the indicator covered by the survey and the workshop.

5.4.1. The Beneficiary Impact Assessment (BIA) Survey The beneficiary impact assessment survey will cover all lower impact areas which can only be covered by directly discussing potential impacts with village communities themselves on village level.

The objectives of the beneficiary impact assessment survey are

• To assess changes induced by the CBRDP/RDP on target group level during intensive discussions with members of the target groups and

• To estimate impacts of the CBRDP on the basis of these discussions and on the basis of physical progress monitoring data.

The most appropriate method for these discussions is felt to be interviews with different sub-groups of beneficiaries and non-beneficiaries in their villages. An interview guideline has been developed for this purpose.

The following considerations give a brief outline of the different procedures necessary for the planning, conduct of the survey and for data analysis and reporting. The interview guideline is attached to this section as well (see below).

Procedures for the beneficiary impact assessment survey

Step 1: Plan and design survey • Form the core team (3 M&E officers, 3 M&E TA) and select 4 additional promising M&E

focal points for the survey. This allows you to work in 4 sub-teams with 2 officers each (plus the overall coordinator).

• Screen the indicator you want to cover and skip/add as needed

• Design interview methodology along an interview guideline (see also the BIA interview guideline in the Annex 3).

• Test interview guideline in 1 village (the data from this villages can be used for data analysis later on if reliable and useful)

• Be clear about how to make notes from the interviews

Experiences from other survey show that often the interview guidelines are longer than necessary. When designing interview guidelines, the following questions should always be kept in mind for each single question in the guideline:

o Does the question really contribute to the objectives of our survey (in the case of the Beneficiary Impact Assessment Survey: Does the question help us to contribute meaningful information for the indicators we want to follow-up?)

o If no, skip the question!

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o If yes, can we get similarly reliable information easier (different questions, different methods)?

o If yes, change! In general, interview guidelines are made for a specific survey and purpose – here for getting sufficiently reliable information for our indicators. If these indicators change, we have, of course, to revise and adjust the interview guidelines accordingly.

Step 2: Prepare the survey • Select 5-10 villages per province according to coverage of the different field programmes

of the CBRDP

• Prepare all basic data available on selected villages (particularly data on the different CBRDP programmes which were conducted in this village: all records related to these programmes. This allows you to go deep into the subject during your interview and to relate to actual programmes).

• By involving the district staff member from CD and Agriculture component, brief village authorities of selected villages and ask for cooperation. If cooperative, set a date for the survey (1 day per village).

• Divide the survey team into 4 sub-teams and all of them will work together in a selected village in 1 day. Each sub-team will be responsible for interviewing the group concerning a specific project, e.g. CBO, Agriculture or Infrastructure. These roles should be regularly rotated.

Step 3: Pre-investigation visit to selected villages Each village chosen for the survey should be visited before the survey for the following purpose:

• Check the basic data you collected from secondary statistics (see step 2)

• Assess the suitability of the village for investigation (is the village an average village or is there anything which makes it extraordinary compared to other villages? If the village is completely different than the rest, it will give us little ideas about the general situation in the area and should be replaced by a ‘normal’ village for this survey)

• Collect obvious additional data which are important as preparation for the survey

• Discuss with village elders and officials the idea of the survey and seek their approval

• Agree with the village population a data for the survey which is appropriate to the village population

Step 4: Conduct the survey • Each village should be covered in ½ days, maximum 1 day. The rest of the day per

village will be used to reflect team internally on the discussions and results during the day

• It is proposed that the most experienced member of the sub-team conducts the interviews during the first day while the second experienced member of the sub-team takes down the notes. If there is a third member, he or she will mainly watch, observe and learn from the others. Roles can be changed at a later stage

• Survey methodology will follow the interview guideline below

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Step 5: Analyse data and prepare user friendly report • The coordinator will collect the information related to each indicator form the survey sub-

teams in intensive discussions during three days. He/she will decide him/herself how he stores the information (either on wall chart or in a notebook). The ‘wall chart’ may also directly be prepared in the computer (See also chapter 6).

• During this process, hypotheses will come up in his/her ‘head’ related to the different indicators. He/she will discuss these hypothesis with the rest of the survey team and the whole team together will get consensus on how the situation is likely to be concerning this indicator

• The coordinator will then alone write a summary assessment for each of the indicators

• At the same time he will relate the information to the statistical data available from the components and try to project also quantitative progress on this basis

• The first report will be made in a way easily to be presented during the beneficiary monitoring workshops and during management information workshops/meetings.

Step 6: Give feedback of survey results to communities • Results of the survey will be fed back by representatives of all communities during the

beneficiary monitoring workshops (one per district or per two districts (see section 5.4.2))

• Participants will discuss and agree/disagree on the results thus verifying results or modifying them.

Step 7: Discuss survey results with CBRDP and component management • Survey results and feedback from commune representatives will be communicated to

and discussed with CBRDP/RDP and component management during a one-day-management workshop (see section 5.4.3).

• Consequent recommendations will be discussed and corrective action agreed upon, if possible.

Step 8: Final reporting • The results of the beneficiary assessment survey including the feedback from commune

representatives and result of CBRDP/RDP-management information workshop will then comprehensively summarized in an annual BIA (assessment survey) report and distributed to donors, line departments and other interested parties

• The final report should only be made after all forthcoming Beneficiary Monitoring and Management Information Workshops and it will include the discussion results of these workshops.

5.4.2 The Beneficiary Monitoring Workshop The Beneficiary Monitoring Workshop will on the one hand verify or correct the results from the beneficiary impact assessment survey.

On the other hand, the workshop will cover information needs for the tracing of additional indicators on output and purpose level, which can be covered best by discussion related issues with representatives from all communes.

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The objectives of the Beneficiary Monitoring Workshop are

• To feedback the results of the Beneficiary Impact Assessment survey and to verify or correct impressions and impact estimations together with representatives of all communes and

• To discuss with representatives from all communes their opinion about additional indicators on purpose and output levels.

Each workshop should have not more than 50 people. It is proposed to invite from each commune several people including commune councillors, the survey team and selected M&E focal points.

The commune councillors should be the knowledgeable members of the commune councils (knowledgeable means having participated in the local planning process, knowing about local and external resources raised by the commune councils, knowing the commune and the provincial development plans etc.)

No project staff except M&E focal points should be invited to the workshop because the questions dealt with in the workshop partly concerns their performance as perceived by villagers.

Procedures for the beneficiary monitoring workshop Step 1: Plan and Design workshop • Form the core facilitation team (3 M&E officers, 3 M&E TA). This allows you to work in

maximum 5 groups during the workshop

• Define the existing information you want to discuss with participants (from beneficiary impact assessment survey and other monitoring results)

• Decide on time plan and methodology for the workshop (see the Potential programme/ methodology for the Beneficiary Monitoring Workshop in the Annex 3).

• Make a list of materials needed (inputs, charts, paper, felt pens etc.)

Step 2: Prepare the workshop • Decide on the number of participants to be invited

• Decide on suitable venue for the workshop

• Prepare all inputs (= monitoring results) for presentation and discussion

• Prepare all needed materials

• By involving the district staff member from CD and Agriculture component, invite participants and inform them about objective and contents of the workshop.

Step 3: Conduct the workshop • Introduction of participants, objectives, programme and methodology

• Conduct of workshop according to programme (possible programme outline see below)

• Closing of the workshop with information on follow-up, management decision making, provincial workshop etc.

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Step 4: Analyse data and prepare user friendly report • The facilitators will document the information from the workshop and correct the results

from the beneficiary impact assessment survey according to the assessment of participants

• Together with the results from the beneficiary impact assessment survey related to all indicators on output and purpose levels, the CBRDP/RDP M&E core team (3 M&E officers, 3 M&E TA) will write an annual BIA Report (assessment survey report).

5.4.3. Management Information Workshop The results of all Beneficiary Impact Assessment and Beneficiary Monitoring Workshop will be summarized and presented during a provincial level workshop to the Project Director, the Governor, the ExCom permanent member, PSU, TA, Managers and M&E staff of all components and discussed in detail. Recommendations will be worked out for strategic changes, re-planning and management decision-making on this occasion. Project director and governor will chair this workshop.

The objectives of Management Information Workshop are as follows:

• To present the methodologies and results of Beneficiary Impact Assessment and district Beneficiaries Monitoring Workshop.

• To discuss critical issues with management of each component and draw conclusions

• To facilitate decision making on problem solutions and follow-up implementation.

Procedures for the Management Information Workshop Step 1: Plan and Design workshop • Clarify the role of different M&E task force members from different organizations in

conduction of this workshop.

• Define the existing information (from BIA and BMW) to be discussed with participants

• Decide on time plan and methodology for the workshop

• Make a list of materials needed (inputs, charts, paper, felt pens etc.)

Step 2: Prepare the workshop • Decide on the number of participants to be invited and make sure that all managers of all

components will participate in the workshop.

• Decide on suitable venue for the workshop

• Prepare all inputs (methodologies and results of BIA, BMW) for presentation and discussion

• Prepare all needed materials (charts, paper, felt pens etc.)

Step 3: Conduct the workshop • Introduction of participants, objectives, program and methodology

• Conduct of workshop according to program

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• Closing of the workshop with conclusion, problem solutions and follow-up on management decision-making.

Step 4: Analyse data and prepare user friendly report • The facilitators will document the information from the workshop to be integrated into the

BIA report. However, the result from the management information workshop cannot always be used for correcting the results of beneficiary impact assessment and beneficiary monitoring workshop, for it is sometimes totally contradictory with the findings at the beneficiary level. Therefore, it should be part of the report but in a separate chapter.

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Figure 2: Overview of Monitoring at Beneficiary Level

• 4 - 10 Villages BIAs

BMWs

MIW

• Verification of BIAs results

• Discuss other issues (indicators)

• Representatives from all villages

• Survey teams (+ other M&E focal points)

• Facilitators

Verified for all villages

• Discuss verified results • Think about conclusion • Necessary discussion

Monitoring implementation of decision-making

Results from xxx villages

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Chapter 6

Storage, Retrieval and Analysis of Data and Information

When we talk about storage and retrieval of monitoring information, we mainly mean data on the physical progress of the project (numbers of people trained/reached, inputs distributed, planning processes facilitated etc.). These data represent the main output of the M&E system for the “lower end” of the result chains in CBRDP/RDP.

With the monitoring system introduced for the physical progress (quantity), we still need, of course, information on the quality of the physical outputs on higher result levels of the result chain. Qualitative methods are, in most cases, more suitable for measuring quality of results at all levels (from outputs to impacts) than quantitative methods. Therefore, the focus with the introduced monitoring system will be on assessing the quality of results at all levels mainly with qualitative methods (see also Chapter 5 above). But again here, we can use the statistics from the Excel data files to get an overview and select by random or by purpose communes, villages or target groups for the application of our qualitative methods (BIA, sample/adoption surveys, etc).

The following sections describe the database system for quantitative monitoring (6.1) and tools for qualitative monitoring (6.2).

6.1. Information on physical progress (quantity) Quantitative data are preferably stored in computerized databases. A database system has to be seen as an integral part of an M&E system. 6.1.1. General aspects of a database system A well functioning data base system must consider the following steps: a. design of database file structures (depending on analyzing requirements), The design of suitable databases starts with the identification of variables. The selection of variables depends on a number of aspects, such as whether the data are occurring regularly (i.e. date of weeding) or one time only (i.e. date of birth). After defining which variable to be included, each variable in a database needs to be classified for its type (i.e. date, number, text ...) and the possible values allowed for this variable. For example, numbers and text should not be entered together as one value of a variable. When arranging the variables in a database, one has to always keep in mind the purpose of the database, i.e. the need for different analyses, which should be possible with least modification efforts.

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b. data collection (with respective data collection forms), For data collection, one has to differentiate clearly whether respective variables are being collected one time only, or in repetitive regular or irregular intervals. The efforts of data collection should be minimized, for example by integrating data collection into routine activity work. This could be the case for CBO functioning files, where field staff collects the information during their routine visits to CBOs. Data collection can be seen as the transportation of information from the field to the provincial office, where further processing of data takes place. c. data encoding (meaning entering data into the computer), Data encoding could be done by more or less anybody who knows the excel software. For quality reasons, however, it should be ensured that the person entering the data knows what he/she is doing (where figures come from, what they say) and that he/she can work concentrated in order to enter the data in a precise way. d. data validation (error checking), While data encoding could be done by more or less anybody, advanced Excel skills are required for data validation. Using the “Filter” function is very helpful for first data validation, except for certain “number variables”. For the latter, “minimum” and “maximum” checks can identify some obvious encoding errors. e. data storage and back-up system (incl. responsibility for master file?), For CBRDP/RDP quantitative data will be stored in Excel spreadsheets, which are designed as databases. Although the Excel program is not classical data base software, it provides a number of advantages for the purpose within the context of CBRDP/RDP’s monitoring system. They are foremost, that most staff at provincial level has experiences and sometimes advanced skills in operating Excel software, and further trainings facilities are easily available, within and outside the project. Making back-up copies of all data files after a working session with the files is good data management practice. For the responsible person of a master file it is recommended to have two back-up copies (A and B) of the master file on different data storage devices at any one time. Thus, loss of data should not be excusable. For each database file it is important to identify a responsible person for the “master file”. Anybody doing any analysis work should always start the analyses with a new working copy of the master file. Only then it can be avoided, that many different versions exists from the same data file. f. data analyses and extraction for reports or other uses of database, Using the Excel software means very much building the M&E system on existing resources and skills. Basic analyses can be easily performed with this software, like “sums”, “averages”, “percentages”, etc... This will satisfy most of the analysis requirements for standard CBRDP/RDP reporting of quantitative results. The existing data base files allow a huge variety of analyses on different levels, for day-to-day management steering up to basic research questions. More sophisticated analyses require a higher level of data management as well as statistical and analytical skills. The data from the Excel files are easily convertible to other software programms (like ACCESS or SPSS), and therefore do not limit the analyses work because of the Excel software.

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6.1.2. Overview of CBRDP/RDP data files CBRDP/RDP’s database system presently has three major data files and a great number of components specific data files. The three major data files are the:

a) General village data file b) HRD data file c) Target Group Event data file.

The General village data file is a list of all villages in the province in the first column of the data file. Quantities of physical achievements are entered in respective columns and are always recorded on village level. The data file includes commune and district names, so that respective aggregations can be performed easily. The data file expands with additional columns according to time and needs. Typical column headings would be:

• No. of rice demos in wet season 2005 • No of VAHW • No. of pig raising demos in 2004 • No. of rice banks existing • No of wells constructed in 2005 • Km of roads build in 2004

The data files will be updated by M&E focal point in each component respectively for the columns that refer to a particular component at least twice a year. There is no special data collection form for this information. The M&E unit at the ExCom will compile the updated files from each component into one master general village data base. This village data file provides useful quantitative aggregate information, and a valuable source for sampling of surveys.

The HRD data file contains data on human resource development activities. Although trainings are the most important information, the data file also stores data on all other types of capacity building events, including workshop and meeting participations, study tours, seminars and conferences, etc... All these capacity building measures are recorded for each project staff individually, allowing easy overview of capacity building measures by topic and individual persons. The data file structure is presented in Annex 7.

The information is being collected in each component respectively, not only because the individuals involved are different persons in each component. A special data collection form (see section 5.1.1) is in use for the data collection. The M&E focal point in each component is responsible to systematically collect and update these information. The M&E unit of ExCom will put together the HRD data from all components twice a year.

The HRD data file allows to summarize training inputs, and at the same time provides information to steer capacity building programms and for staff career development.

The Target Group (TG) event file holds similar information as the HRD data file, but for target group events, like farmer classes, village meetings, etc... The main difference to the HRD data file is that target group participants are not monitored individually, but as number of total and female participants, only. The data for this data file include all type of group events with target groups, and the column for the type of event will allow analyzing the data by event type. While many events are with “ordinary villagers”, project staff conduct events often for specific targeted groups (for example commune councilors, Village Animal Health Workers, Village committee members, etc.). The number of participants is then recorded within each of these groups.

There are two types of data collection forms for these TG event files. They have a different format, but collect the same type of variables. While one form is more suitable for a one day event, the other form is more practicable for events which are longer than one day (see

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section 5.1.1). A target group event of more than one day will be stored in the TG event file with one record line for each day. A separate “counter” column in the TG event allows easy summarizing number of events and event days. The main reason to record participants every day in an event that last longer than one day is that the number of participants at target group level often changes from one day to another.

The TG even file will be maintained in each component. The M&E focal points of each component take responsibility. If data collection is too incomplete, one should link data collection to the accountant, as normally for all events financial aspects are involved to conduct the event.

The TG event file allows many type of analyses, mainly the summary of field activities. It provides gender specific data from field activities, and also can be used for staff performance evaluation, because the data file contains the information on who has conducted the event. A complete list of the variables of the TG event file is in Annex 7. One should be aware for the evaluation, that the TG event file does not provide the data for “No. of people trained or reached”, but only the “number of people participating in events”, which can be the same people for different events. In addition to the three major data files, each component will maintain a number of component or subject specific data files. The following specific data files have been developed so far for different components: Agriculture: data files for each type of field demonstration with respective technical variables; VAHW performance file; Community Development: CBO establishment file (incl. LTC); CBO functioning files for cash associations, rice banks, LTC road, LTC well, etc; Infrastructure: data file for biddings and contractor contracts; separate technical data file for each infrastructure project, especially wells and roads; PID (Seila’s Project Implementation data base); Decentralization: No CBRDP/RDP specific data files have been designed yet for monitoring Commune Council performances, apart from the monitoring through the SEILA process. Data collection for each of these specific data files is expected to be organized by the respective components. Several data collection forms have been developed and are in use already (see Annex 4 for some examples). It is very common, that the data collection forms and the computer data files have a very different design (format), although they contain the same variables. 6.2. Information on quality Another important tool for qualitative and quantitative data collection are “sample surveys”. They will normally analyze using separate data files, which are developed specifically for the particular survey. The tool of “sample surveys” is discussed separately under the Chapter 4. Information collected with qualitative methods does, in most cases, not need computerized data storage, analysis and retrieval but depends to a great extent on written summaries of discussions with the target groups (mostly along interview guidelines with or without the use of PRA tools).

The question of how to store and retrieve the data is less relevant for qualitative surveys, because most information is analysed in different way, and summaries/conclusions are described in a report.

The analysis of information collected with qualitative methods (interviews, BIA etc.) is, unfortunately, more difficult than drawing statistics from a database. It needs strong comprehension capabilities. As CBRDP/RDP increasingly emphasizes qualities of their products/services and impacts, there is no other option than using more qualitative methods. The application of qualitative methods and tools require special skills and capabilities. If those skills and capabilities are

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not available within the project staff, specially focussed trainings should be included in the CBRDP/RDP plan of operation, as well as the option to outsource some of these monitoring tasks. It is important to remember, that the need for more qualitative data does not replace the requirement for regular quantitative data but rather add “higher value” to the monitoring.

Analysis and documentation of the results of Qualitative Surveys There are a number of qualitative surveys (such as BIA, technical audits ...) to be conducted regularly or irregularly as part of the M&E system. They all have the tasks as follows: • To assess changes induced by CBRDP interventions, and

• To estimate results at all levels of CBRDP interventions…

The main method of data collection in qualitative surveys is interviewing along specific interview guidelines in a number of villages to be determined. The interview guidelines will cover all questions necessary to give satisfactory answers to the objectives of the respective survey. They can be supplemented by quantitative data from the various databases. Using the BIA as an example, the following practical proposals are made for the documentation of the interview results, data analysis and report writing.

Recommendations for documentation of interview results

• Use a notebook A4, hardcover, squares (A4 leaves sufficient space for your notes, hardcover makes writing easier, squares gives you a guide for straight lines in writing)

• Use only the left side of the notebook during interview when covering the respective question. If additional information to the same question comes up later during the interview, add on the right side (see example below)

• Draw a line (2cm) along the edge of the page where you can indicate the question number for easy reference. Also, this space you can use for cross-references to other questions (see example below)

Left page open book right page 1

2

3

see

12

etc

Use this space for your notes during interviews

Leave this space empty for adding information related to the same question which comes up later during the interview

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Recommendation for analysis of information After the survey you will have information for all questions in the interview guidelines for a number of villages in your notebooks. However, information for each question in the guidelines is scattered in various books and it is extremely difficult to analyse information from the books itself. The following procedures are recommended for data analysis:

• Chose the most capable member from each interview team (3-4: analysis team) for all following work (if you chose more than 4, the additional people are rather confusing than helpful).

• Transfer all information from the books on one wall chart as demonstrated below (this can be done parallel by all members of the analysis team on the wall chart). The wall chart could easily be 1.5 by 6 Meters, depending on the volume of data available. Alternatively, the ‘wall chart’ may also directly be prepared in the computer. Then every participant will receive a print out of all answers from all villages for each question.

• Intensively analyse information concerning one question for all villages. Discuss issues amongst the analysis team and draw your conclusions together.

• One member summarizes information and agreed conclusions on a computer.

Analysing information in this way, the report will be structured along the same or a similar structure as the interview guidelines.

If you have stratified you sample villages (e.g. 3 from a high income/intensive agriculture area, 2 from close to the road with high marketing infrastructure, 1 from remote poor rural areas with high level poverty and little income opportunities), then you have to analyse the different stratas of villages separately (it makes no sense to draw the same conclusions for all villages if their problem situation is completely different and different support needs exist).

Example for a wall chart Ques-

tion 1 Ques-tion 2

Ques-tion 3

Ques-tion 4

Ques-tion 5

Ques-tion 6

Ques-tion 7

Ques-tion 8

Ques-tion 9

Ques-tion 10

…………

Village1

Village2

Village3

Village4

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………

Annex ____: Data base file structure for Target Group Event File Record Identifier Unit: One target group event day (examples of codes below are used from agriculture component)

No.; Column heading; Type of data field; Data Values (or codes) 1. Running Number; Number; 1 to .....

2. Event Title; Text; free text

3. Topic Code; Text; Codes: “Fish”, “Compost”, “Rice”, etc...

4. Event Type; Text; Codes: “TR”, “ST”, “FC”, etc...

5. Village Name; Text, free text

6. District Name; Text; free text

7. Date of Event; Date; DD/MM/YY

8. Event Counter; Number; 1 to ....

9. Source of Fund; Text; Codes: “IFAD”, “GTZ”, “AusAID”, etc...

10. Organized by: Text; Codes: “CBRDP”, “CAAEP”,

11. 1st Trainer/Facilitator; Text, Name of one person only!

12. 2nd Trainer/Facilitator; Text; Name of one person only!

13. No of male participants: Number; 1 to ......

14. No of female participants; Number; 1 to ....

15. No of Total participants; Number; 1 to ....

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Chapter 7

Reporting System

The following formal reporting system is working in CBRDP:

• The CBRDP components report monthly, quarterly, semi-annually and annually to ExCom. The core of the report is a comparison of planned activities with achievements according to the format in the table below.

• The ExCom reports quarterly, semi-annually and annually to PSU basically along the same format, but information summarized to some extent and with a free-format summary of main achievements, problems etc.

• The PSU summarizes the reports from ExCom semi-annually and annually for reporting to UNOPS/IFAD. Basically, again quantities along the activities are reported. In addition, a free-format summary is made on staffing, budgeting, non-achievements/failures and the reasons. This summary reports also on strengths and weaknesses of all components.

• The same report to the UNOPS/IFAD is also sent to PLG/Seila.

Sample format of reporting from components to ExCom and from ExCom to PSU Component/Sub-

Component Targets from the Annual Work Plan

and Budget Achievements

Activity Quantity Unit Quantity % of Plan

The following proposals are made for future reporting:

• Mere physical achievements should be summarized and not reported in detail as at present (see PSU annual progress report 2002)

• The focus of the report should be on the assessment of achievements (physical quantities) and – more importantly – the qualities of achievements and impacts. Focus should be on the questions like: Which of our targets did we not achieve in high quality? What are the causes for non-achievements? What would be most appropriate leverage points for improvements?

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Background Documents

1. ADESS, 2002: Training Report on Participatory Impact Assessment (Report on Training Conducted by Outreach, Bangalore, India).

2. CAAEP, 2003: Monitoring and Evaluation. Annual Report 2003.

3. IFAD, 2002: Managing for Impact in Rural Development. A Guide for Project M&E.

4. OAE, 2003: M&E Manual.

5. PLG/Seila, 2003: Seila Program Monitoring and Evaluation Manual.

6. PLG/ Seila: 2002: Handbook on Commune/Sangkat Monitoring and Evaluation.

7. PLG/Seila, 2002b: Monthly Reporting Format from PLG Province Advisor to Seila and Example from Kratie-Province (August 2002).

8. PLG/Seila, 2002c: Quarterly Reporting Format from PLG Provincial Advisor to Seila and Examples from Kampot, Kampong Thom and Prey Veng (all 3rd Quarter 2002).

9. PLG/Seila, 2002d: PRDC ExCom Quarterly Progress Report Format to STF and Example from Battambang (for 3rd Quarter 2002).

10. PRASAC, 2002b Monitoring and Evaluation Manual.

11. RGOC, 2002a: Training Manual on Commune/Sangkat Development Project Preparation.

12. Rock, F., 2002: Summary Report on Findings and Recommendations with Regard to German TA.

13. CIDA, 2000: Result-Based Management Handbook on Developing Results Chains.

14. GTZ, 2004: Results-based Monitoring Guidelines for Technical Cooperation Projects and Programmes.

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Annexes

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Annex 1:

Revised Logical Framework of CBRDP (Incorporating GTZ RDP Programme Planning Matrix) March, 2006

Strategic Goal Indicators

The goal of the project is to reduce the poverty of the targeted households in the project area. (Source: IFAD/CBRD Loan Agreement, RDP offer) Poverty reduction and improvement of living conditions in rural areas (Source: GTZ/ RDP; political development benefit)

1. Poverty incidence reduced by 50% between 1990 and 2015.

2. The number of Most Vulnerable Families in selected project villages is reduced by 30% in 03/08.

3. % of male and female children < 5 years malnourished (weight for age), chronically malnourished (height for age) and wasted (weight for height) compared to the level at programme start-up. (Stunting of children at appraisal < 5 years of age 36% in Kampot and 49% in Kampong Thom)

4. Increase in the number of cattle (or other assets) owned by target group households with data disaggregated by gender of the household head.

Objectives Indicators

Objectives The purpose of the project is to assist approximately 39 150 poor households in the project area to sustain increased food production and farm incomes from intensified and diversified crop and livestock production and increase the capacity of the members of the target group to use the services available from the government and other sources for their social and economic development (Source: IFAD/CBRDP Loan Agreement). The rural population in the provinces of Kampot and Kampong Thom are able to effectively better satisfy their basic needs and have more food and income at their disposal. (Source: GTZ/RDP; indirect

1. No. of target group households with improved food security (months per year) with data disaggregated by gender of the household head. Target number of households 39 150: Months with insufficient food per year reduced: 2004: 6 months; 2005: 5 month; 2006: 4 months; 2007: 3 months.

2. No. of households reporting increased production/yield increases (at least 50% increase). Targets:(accumulated)

Households 2004 2005 2006 2007Kampong Thom 4,500 5,400 6,500 7,800Kampot 5,500 6,000 6,500 7,000

______________________________________________________________________________________________

3. Households and Commune Councils report satisfaction about frequency and accessibility and quality of services by government and non-government organizations. Targets: Satisfaction: at least 50% of households and at least 75% of CC report satisfaction (qualitative assessment every year through Beneficiary Impact Assessment and quantitatively in 2007). Standards of satisfaction to be defined.

4. 50% of households and CBOs/village networks report satisfaction with the service of CC (Confirmation that the implemented development measures meet their most important needs and are beneficial to their social and economic development and the consideration of people’s priorities in Commune Development Planning, are considered ); qualitative assessment every year through Beneficiary Impact Assessment and quantitatively in

140 Annex 1 CBRDP-RDP LogFrame 0306

benefit, impact) Measures for social and economic development are implemented effectively and efficiently, according to demand, jointly by the rural population, the commune councils and public and private service providers. (Source: GTZ/RDP; direct benefit, outcome))

2007). Standards of satisfaction to be defined.

5. 80 % of target Commune Councils fulfilling their designated tasks (according to respective prakas) to the satisfaction of PLAU. Discussion once a year with PLAU (Guideline for discussion to be designed a long the designated tasks).

6. 50% of commune councils appropriately involve the population and their village organizations in exercising their duties (survey of the population and evaluation of documents, e.g. pertaining to the course of commune-level meeting, to the consideration of the population’s priorities for commune development planning, to the disclosure of the annual financial planning).

7. 60% of commune councilors/commune councils consider the co-operation with the decentralized/ deconcentrated administrative institutions on Province and District level effective, transparent and efficient (survey among commune councils (-lors?).

8. 75% of projects supported infrastructure being regularly maintained through functioning LTCs/ FWUC (farmer water user committees). (780 water supply system and 200 Kms of tertiary rural roads till the end of 2004, from 2005 depending on annual planning of the commune councils; own data collection).

9. No. of farmers adopting technologies recommended by the project (at least 30% are female headed HH); Targets: (accumulated)

10. 50% of all households make use of at least one privately-offered service (e.g. sale of improved seeds and fruit trees, veterinary services) (own data collection).

Farmers 2004 2005 2006 2007Kampong Thom 4,500 5,400 6,500 7,800Kampot 5,500 6,000 6,500 7,000


Output 1 Indicators Management structures and procedures for decentralized management of development activities are in placed on provincial level.

1. No. of PRDC members, ExCom Unit members, DFT/PFT members and LAU management staffs who have successfully increased their capacity. Targets: 70% of trainees reach at least 60% score (according to the test for each training course).

Members PRDC CAU FU LAU PFT DFTKampong Thom 8 6 4 2 8 31 Kampot 8 7 4 2 8 35

2. % of staff who have increased their capacity as shown by staff evaluation results. Target: 80% and 80% of the recommendations from the annual staff assessment is implemented within 6 months after staff assessment.

3. Contracts between ExCom and line departments are established and executed according to contract specification. Target: 90%.

4. PRDC/ExCom implement an annual self-assessment of their internal management (including the results cooperating partners’ satisfaction assessment) and services performance (SWOT) and follow-up appropriately. Target: 50% of weaknesses identified are addressed within 6 months after self-assessment.

Output 2 Indicators Commune Councils are enabled to prepare commune plan with village participation and to manage their implementation and operation.

1. No. of Commune Council members who successfully increase their capacity to perform their tasks, based on defined criteria. Targets:

Members 2004 2005 2006 2007 RemarksKampong Thom 400 450 500 500 Out of 575 councillors.Kampot 260 280 300 320 Out of 542 councillors.

2. CBRDP supported Commune Investment Plans are of high quality and followed up with high quality monthly reports (according to NCSC standards). Target: 50% (increase every year).

3. No. of commune investment plans prepared. Targets: Kampong Thom annually 81. Kampot: 92 annually 4. No. of commune investment plans implemented. Targets: Kampong Thom annually 81. Kampot: 92 annually. 5. % of commune councils raising local resources. Targets: 90% 6. % of commune councils raising external resources from at least one source. Targets: Kampong Thom: 50%

respectively. Kampot: 40% respectively. Output 3 Indicators


Village population and organizations of civil society are enabled to undertake self-help activities and to play an active role in local self-administration.

1. DCDT/PCDT team members who successfully increased their capacity to perform their tasks, based on defined criteria (per capacity building measure; according to training plan). Targets: 80% of trainees reach at least 65% score (according to the test for each training course).

Members PCDT DCDTKampong Thom 4 22 Kampot 8 33

2. CD staff increase their capacities as proven through staff evaluation results. Targets: 80% and 80% of the recommendations from the annual staff assessment are implemented within 6 months after staff assessment.

3. CBO/Village Network leaders and committee members who receive training successfully increased their capacity to manage their CBO transparently. Targets: Kampong Thom: 94 CBOs (450 persons) annually. Kampot: 162 CBOs (810 persons) annually. 2004: 60%, 2005: 65%, 2006: 70%, and 2007: more than 70% increased capacity; and 35% of committee members are women.

4. All water supply and road projects have a LTC with at least 30% of committee members are women. Targets: Kampong Thom: LTC: 2004: well 360, road 6; Kampot: LTC 2004: well 245, road 105; 2005-2007 "according to RIIF".

5. All community management groups have women in leadership positions; 10% of the groups have women leaders.

6. No. of people (beneficiaries) belonging to community based groups by type of group. Targets: Kampong Thom: 2004: RB: 10,500; CA: 23,500. LTC: 2004 well: 30,000; road: 30,000; 2005-2007 "according to RIIF". Kampot: RB: 40,000, cash association: 2,000, catering club: 7,000. LTC: 2004 well: 30,000, road: 30,000; 2005-2007 "according to RIIF"

7. Community Development Component implement the annual self-assessment (including beneficiary impact assessment) of their internal management and services performance (SWOT) and follow-up the results. Target: 50% of weaknesses identified are addressed within 6 months of self-assessment.

Gender awareness is increased within all line departments and communities and women are enabled to play a more active role in local governance.

8. 50% of women actively participation in local planning process, project management and decision making. 9. No. of gender focal points in Commune Council and Line Departments who successfully increase their

awareness on gender issues. Target: 80% of trainees reach at least 60% score, from 2004 and annually. Focal Points Communes Districts Line Departments NGO Kampong Thom 81 8 27 0 Kampot 92 9 33 5

10. No. of gender training activities completed: (i) gender focal points; (ii) NGOs and commune councils; and (iii) individuals. Targets to be developed in the AWPBs.


Output 4 Indicators Support services (technical and CD) for the construction of rural infrastructures (roads, water supply, irrigation schemes, land titling) are delivered and LTC/WUC enabled to manage on-going maintenance needs.

1. No. of TSS members successfully increase their capacity to perform their tasks, based on defined criteria (type of officers per capacity building measure, according to training plan). Target: 20 in Kampot and 20 in Kampong; 80% of trainees reach at least 60% score (according to the test for each training course).

2. No. of staff who increase their capacities as shown by staff evaluation results and recommendations from the evaluations implemented. Targets: 80% and 80% of the recommendations implemented within 6 months after staff assessment.

3. Km of roads constructed according to quality standards as set in the Seila manual. Targets: Kampong Thom: up to 2004: 100 km. Kampot: up to 2004: 100 km. For 2005/2006/2007 figures to be determined once project priorities are determined under the RIIF.

4. No. of water points (wells) drilled/dug for drinking water according to quality standards as set in the Seila manual. Targets: Kampong Thom: Up to 2004: 360; Kampot: Up to 2004: 245. For 2005/2006/2007 figures to be determined once project priorities are determined under the RIIF.

5. 75% of public works activities (infrastructures) and other small projects assisted by service providers satisfy the government-defined quality criteria like Seila Technical Manual (results of regular technical evaluations).

6. No. of households served by wells (water points). Targets: Kampong Thom: accumulated target end 2004 for water points: 5,500 households. Kampot: accumulated target end 2004 for water points: 4,000 households. For 2005/2006/2007 figures to be determined when the commune councils determine their priorities for use of the RIIF and the numbers of households will be increased accordingly.

7. Rural Infrastructure Component implements an annual self-assessment (including the results of beneficiary satisfaction assessment) of their internal management and services performance (SWOT) and follow-up upon the results. Target: 50% of weaknesses identified are addressed within 6 months of self-assessment.

Land Titling

8. No. of households provided with long-term security of tenure of land. Targets: Land titles issued: Kampot 2004: 6,500. Kampong Thom 2004: 3,500; 2005: 5,000.

Irrigation

9. Sufficient PDWRAM staff with suitable skills (technical and community facilitation) to perform defined tasks. Targets: staff evaluations show that 80% of staff increased their capacities and 80% of the recommendations from the annual staff assessment implemented within 6 months after staff assessment.

10. Technical planning and supervision of project irrigation schemes is undertaken on behalf of commune councils


on time (including projects under RIIF) and according to professional standards.

11. All irrigation schemes constructed have a functioning WUC dealing with O&M and water distribution. Targets: Kampong Thom: 2004: 7 schemes "7 WUCs". Kampot 2004: 2 schemes "2 WUCs"; 2005 according to RIIF. At least 50% of the members of the all the WUC assisted by the project are women in Kampong Thom and 35% in Kampot.

12. Ha. of newly irrigation schemes rehabilitated/constructed. Target: Kampong Thom: 2004 (2 schemes): wet season 400 (dry season 413). Kampot: 2004 (1 scheme): wet season 750 (dry season 300).

13. No. of water user committees newly formed/ strengthened. Targets: Kampong Thom: 2004: 7; Kampot: 2004: 2.

Output 5 Indicators Demand oriented services to support the crop and livestock production in place. 1. Number of CMTST-, DOT-members who successfully increased their capacity to perform their tasks, based on

defined criteria (type of officers per capacity building measure; according to training plan). Targets: 80% of trainees reach at least 60% score.

Members CMTST DOTKampong Thom 10 56 Kampot 10 49

2. 80% of staff who increased their capacities as proven through staff evaluation results. 80% of the recommendations from the annual staff assessment implemented within 6 months after the assessment.

3. Services supplied are increasingly in response to demands expressed in the Commune Investment Plan (2004: 50%; 2005: 60%; 2006: 70%; 2007: 80%)

4. No. of private agricultural service providers (e.g. VAHWs, FPs) participating in capacity building measures to a level which increases farmer demand for their services. Targets:

Service Providers trained 2004 2005 2006 2007 Kampong Thom 200 250 250 250 Kampot 290 210 250 220

5. No. of extension events attended by target households. Targets:

Extension events 2004 2005 2006 2007Kampong Thom 2,200 2,400 2,600 2,800Kampot 700 2,400 2,400 1,200

6. No. of animals vaccinated. Targets:

Animal vaccinated 2004 2005 2006 2007


Kampong Thom 39,000 46,000 62,000 77,000Kampot 9,000 73,000 73,000 73,000

7. Each Agriculture Component (incl. District level) implements an annual self-assessment (including the results of beneficiary satisfaction assessment) of their internal management and services performance (SWOT) and follow-up upon the results. Target: 50% of weaknesses identified are addressed within 6 months after self-assessment.

Output 6 Indicators Farmers are enabled to improve their subsistence production and to expand their market oriented production.

1. No. of households reporting livestock losses. Targets: Kampong Thom & Kampot: based on data collected by VAHWs, all households report decrease of annual livestock losses of at least 3% (cattle and buffalo only).

2. No. of people trained by gender and sector. Targets: (female 40%).

People trained 2004 2005 2006 2007Kampong Thom 15,000 15,000 15,000 15,000Kampot 14,000 14,000 14,000 14,000

3. No. of people accessing technical advisory services facilitated by the project (from private service providers). Targets: (female 40%).

People 2004 2005 2006 2007Kampong Thom 500 700 900 1,200Kampot 1,500 1,500 1,500 1,500

4. No. groups of farmers (associations) that improved their capabilities in selling their products. Targets: Kampong Thom: 6 (2 organic rice asso. 1 VAHWs asso. and 3 seed producer asso.). Kampot: 12 (1 cooperative, 4 seed producer asso., 3 new VAHWs asso. and 4 old VAHWs asso.).

5. No. of demonstrations and associated activities that have been fully implemented according to guidelines and quality standards. Targets: Demonstrations (crop plots, animal husbandry demonstrations) include establishment of demonstration, 3 farmer classes and 1 farmer day with at least 50% female participants.

Demons. 2004 2005 2006 2007Kampong Thom 550 600 650 700 Kampot 1,450 880 880 440

Support to Institutional Development Activities' milestones

% disbursements of IFAD Loan. Targets: Kampong Thom 2004: 85%; 2005: 90%; 2006: 95%; 2007: 100%. Kampot 2004: 85%, 2005: 90%,2006: 95%, 2007: 100%


AWPB endorsed by STF submitted by 15th November each year.

Semi-annual and annual progress reports submitted by 30th September and 31st March each year.

Financial statements submitted to IFAD/UNOPS by 31st March each year.

Audit Report submitted to IFAD/UNOPS by 30 June each year. th

PSU submits the reply to the management st July each y letter by 31 ear.

RIMS

of direct beneficiaries from all projects/components done in the year).

o well x 15 HH x 5 people

Persons receiving project services (direct, total project, m/f). (Calculation will be done by aggregating the no.

ng along the road x 5 people

TC members.

o Km road x No. of HH livi

o No of HH receiving land titling x 5 people

o No. participating in agri. extension event.

o Irrigation HH x 5 people

o Total No. of CC, CBO, L

o Total population in the whole province.

Persons receiving project services (indirect, total project, m/f)


Annex 2: Job Descriptions A. Job description for M&E Focal points Each M&E focal points for each component/sub-component/unit, except for LAU/PoLA, has a numbers of similar M&E tasks and responsibilities. The Tasks and Responsibilities of M&E Focal Point for Community Development Component (CD) is as below:

• Define, on the basis of the plan of operation the information needed from all implementing officers (PCD; DCD), the time frame for information delivery and the mode of delivery.

• Organize preparation of annual plan of operation and budget for CD component.

• Organize consolidation and submission of monthly workplan to ExCom (based on the annual plan of operation) including M&E activities.

• Ensure the quality of format filling by PCD; DCD.

• Monitor and evaluate the performance of PCD; DCD by checking the district and individual work result.

• In advance of key management meetings, summarize certain information which is not reported by the implementing officers themselves and present the information either during the management meeting or before to the CD component manager.

• If necessary, report special events immediately to the CD component manager if management decision-making is necessary immediately (e.g. problems at targeted communities, urgent staff issues etc.).

• Organize review and analysis of reports (compare the result achieved to the workplan) and recommend to CD component manager for any actions.

• Maintain documents of management decisions made and secure follow-up of decision-making (Are decisions really implemented?)

• Organize consolidation of monthly, quarterly, semi-annual, annual reports for CD component manager and ensure the submission to ExCom.

• Administer all documents related to community development works prepared by the CD component staff and TA.

• Organize a transparent progress monitoring and reporting system with adequate quantitative and qualitative indicators to allow the project staff (PCD; DCD) to effectively monitor the progress, performance and impact of the component in all targeted villages and districts.(e.g. conduct a monitoring and evaluation of each CD project).

• Take part in annual beneficiary impact assessment and beneficiary monitoring workshop to study about the involvement and satisfactory of CBO committee/LTC and Beneficiaries.

• Maintaining the database of CBO, LTC, Vulnerable families, HRD (for both staff and target group)…and preparing regular database reports for submission to the ExCom.

• Facilitate an annual performance assessment of CD component (SWOT-analysis).

• Initiate in quality of trainers assessment (both staff and target group training).

• Take part in process of staff assessment.

• Prepare and submit end of contract (between ExCom) reports to ExCom.

• Other tasks will appear upon request of the CD component manager.

101 Annex 2 Job description

As the monitoring and evaluation which the LAU support is part of the M&E system which operates within the Ministry of Interior, and which links to DoLA, the Provincial Offices of Local Administration (POLA) and Communes, the LAU supports capacity building and the functioning of the commune councils and the M&E Focal Point for this unit has the following roles and responsibilities:

• Monitoring and evaluating the performance and capacity of the communes to manage the implementation of the regulatory framework, to effectively administer the commune and to promote socio-economic development of the commune.

• Define, on the basis of the plan of operation the information needed from all implementing officers (PFT/DFT), the time frame for information delivery and the mode of delivery.

• Organize preparation of annual plan of operation and budget for Local Administration Unit.

• Organize consolidation and submission of monthly workplan to ExCom (based on the annual plan of operation) including activities to assist the communes to carry out monitoring and evaluation at the local level.

• Oversee the implementation of PFT; DFT in monitoring and evaluation of the communes in accordance with approved guidelines from the MoI/DoLA.

• Ensure that PFTs and DFTs are properly trained in the monitoring, evaluation and reporting system for the communes, and can adequately support and coordinate the delivery of training to the communes.

• Ensure the quality of format filling by PFT; DFT.

• Monitor and evaluate the performance of PFT; DFT by checking the district and individual work result.

• Assist the LAU Chief to organize regular progress review meetings with the Facilitation Teams to identify strengths and weaknesses in performance and to solve problems related to the implementation of decentralization.

• In advance of key management meetings, summarize certain information which is not reported by the implementing officers themselves and present the information either during the management meeting or before to the LAU chief.

• If necessary, report special events immediately to the LAU chief if management decision-making is necessary immediately (e.g. problems at the local level, urgent staff issues etc.).

• Organize review and analysis of reports (compare the result achieved to the workplan) and recommend to LAU chief for any actions.

• Maintain documents of management decisions made and secure follow-up of decision-making (Are decisions really implemented?).

• Organize consolidation of monthly, quarterly, semi-annually, annually reports for LAU chief and ensure the submission to ExCom.

• Take part in annual beneficiary impact assessment and beneficiary monitoring workshop to study about the involvement and satisfactory of CCs and Beneficiaries.

• Maintain HRD database (for both staff and target group) and monitoring reports,… and prepare aggregated database reports for submission through the ExCom to the national authorities in accordance with approved formats.

• Facilitate an annual performance assessment of LAU (SWOT-analysis).

• Initiate in quality of trainers assessment (both staff and target group training).

• Take part in process of staff assessment.


• Prepare and submit end of contract (between ExCom) reports to ExCom.

• Other tasks will appear upon request of the LAU chief.

B. Job description for M&E Officers (ExCom/CAU) Tasks and Responsibilities of ExCom- M&E Officer according PRAKAS 292 STF dated 08 Nov, 2002

Assist the Executive Committee in the monitoring and evaluation of the annual work-plan and budget in accordance with procedures and principles of the CBRDP.

Provide support and training to relevant staff of provincial departments in monitoring and evaluation and the implementation of contracts financed by CBRDP.

Prepare progress reports, quarterly, annual, donor reports and submitting to the Executive committee for review and endorsement in accordance with reporting guidelines and procedures.

Coordinate with the Local Administration Unit to ensure consistency between the commune councils and provincial monitoring and evaluation systems.

Develop a work-plan and schedule for monitoring and evaluation the contract implementation in accordance with criteria approved by the Executive Committee.

Collect and document information on lessons learned within the CBRDP including cases studies and researches.

In collaboration with LAU in developing simple information materials that can be understood by villagers and to promote understanding of decentralization principles and local awareness of commune plans and activities.

Produce and distribute the provincial development newsletters.

Coordinate with the provincial information department on the dissemination of information through radio, TV and print media.

Safe keeping the Executive Committee Resource Library consisting of documents, data and information materials received from national and provincial institutions, IOs/NGOs and other development agencies.

C. Job description for M&E Program Assistant, Kampot Reports to: GTZ-RDP Provincial Coordinator Kampot

Supervises: None

Counterparts: Contract and Administration Unit (CAU) M&E Staff (3), Line Departments M&E Focal Points (5), and the CAU staff (2)

Duty Station: Kampot ExCom Office, occasional travel to project sites within Kampot

1. Goal of the Position Through advice on technical and organizational matters, systematic human resource development measures and intensive coaching of the mandated government institution’s staff, the target population receives effective services to improve their livelihoods.

2. Scope of Responsibility The position M&E Assistant contributes to the achievement of Result 1 of the CBRD/RDP. However, the authority and accountability for implementation is the Cambodian partner’s responsibility. The M&E Assistant’s essential responsibilities are to enable his/her counterparts to


increasingly work independently with the necessary qualifications and quality standards. Occasional assistance in implementation might be necessary but should be kept to a minimum and continually decreased.

3. Tasks of the Position Holder With all counterparts: (1) Clarify your TA role and plan your TA tasks with your counterparts.

(2) Establish and regularly review Capacity Building – TA Agreements with individual counterparts. These agreements shall establish priorities and procedures for essential capacity development during a specified time period.

(3) Qualify and assist your counterparts in fulfilling their M&E tasks.

3.1 With the CAU M&E Staff: The CAU M&E staff have responsibility to ensure the regular monitoring and evaluation of the Annual Work Plan and Budget and Annual Plan of Operation and prepare progress reports.

(1) Coach and qualify and - until sufficient competency is built-up - assist counterparts in setting-up an M&E system that combines CBRD, RDP and SEILA information needs.

(2) Coach and qualify and - until sufficient competency is built-up - assist counterparts, based on the annual and monthly work plans, in conducting M&E activities and compiling meaningful information.

(3) Carry out on-the-job training for essential computer skills.

(4) Coach and qualify and - until sufficient competency is built-up - assist counterparts in data processing and analysis and the regular provision of data for planning and M&E tasks to all units/components and to the national level.

(5) Coach and qualify and - until sufficient competency is built-up - assist counterparts to set-up and maintain the central Commune Data Bank following national standards.

(6) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the collection of Commune Data, their regular updating and their entry into the databank; in this task focus in particular on good coordination with data collection activities of other units/components, use of existing data and data quality.

(7) Carry out on-the-job training for preparation, implementation and evaluation of M&E training sessions, and for a limited period of time, assist counterparts in his/her implementation of training sessions.

(8) Coach and qualify and - until sufficient competency is built-up - assist counterparts to carry out monitoring field visits and provide advice on how to do the collection and reporting of M&E data.

(9) Coach and qualify and - until sufficient competency is built-up - assist counterparts with his/her preparation of monthly status reports, especially in providing timely reports as requested by project internal users (ExCom, PSU, etc.) and external users (IFAD, GTZ, SEILA).

(10) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the preparation of the annual work plan and budget (AWPB), and Plan of Operation.

(11) Assist in the production of the AWPB and coordinate and assure the production, including translation, of the yearly Plan of Operation.

3.2 With the M&E Focal Points: The Line Departments’ M&E Focal Points have responsibility to ensure the regular monitoring and evaluation of their Annual Work Plan and Budget and Annual Plan of Operation and prepare progress reports.


(1) Coach and qualify and - until sufficient competency is built-up - assist counterparts in setting-up an M&E system that combines CBRD, RDP, ADESS, CAAEP, WFP and SEILA information needs.


(3) Carry out on-the-job training for essential computer skills.

(4) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the collection of Commune Data.

(5) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the preparation of his/her monthly work plan.

3.3 With the CAU staff responsible for contract management: The CAU staff assigned for contract management has responsibility to assist in the preparation of contracts for line agencies, suppliers and other contractual partners of the PRDC-Excom and Commune Councils and, depending on the contractual parties, to support or ensure their effective administration.

(1) Coach and qualify and - until sufficient competency is built-up - assist counterparts in their tasks, especially in contract preparation and documentation and the regular provision of information to all units/components.

3.4 Supportive Technical Assistance Tasks (1) In your field of work, participate, upon request, in the design and piloting of new approaches

and innovations as models for promotion at the national level.

(2) In the field of M&E, participate in linkage to national level institutions to use program experiences for national concept, standards, and policy formulation and to transfer knowledge on reforms and new regulations in order to explore new opportunities in the province.

(3) Promote and follow-up the respect of good governance standards in all fields of work.

(4) Coordinate with the TA staff of other components to ensure the exchange of information and attention to implementation priorities and encountered constraints.

(5) According to the set deadlines, prepare monthly work plans and monthly reports, and contribute to reports on the component work results.

(6) Translate technical documents and perform verbal translations in meetings, workshops and training courses, as assigned.

(7) Independently organize and assure the computerized bilingual documentation of the results of central RDP planning exercises and other central workshops.

(8) Assure that all central data needed by the RDP GTZ-Team is available according to GTZ standards and kept and maintained independently from the CAU-Data Bank, in particular the budget follow up data files and the general RDP data base.

3.5 Perform other tasks related to the assignment, as required by your superior or his representative.

4. Line of Authority Directly subordinate to the gtz Advisor for Decentralized Development Management, Community Development and Agriculture – Provincial Coordinator Kampot, or in case of his absence, to his representative.


D. Job description for M&E Program Assistant, Kampong Thom Reports to: GTZ-RDP Provincial Coordinator, Kampong Thom.

Supervises: None

Counterparts: Contract and Administration Unit (CAU) M&E Staff (3), the CAU staff (2), Local Administration Unit Chief and Vice-Chief, and Line Departments M&E Focal Points (3)

Duty Station: Kampong Thom ExCom Office, occasional travel to project sites within Kampong Thom

1. Goal of the Position Through advice on technical and organizational matters, systematic human resource development measures and intensive coaching of the mandated government institution’s staff, the target population receives effective services to improve their livelihoods.

2. Scope of Responsibility The position M&E Program Assistant contributes to the achievement of Result 1 of the CBRD/RDP. However, the authority and accountability for implementation are the Cambodian partner’s responsibility. The M&E Program Assistant’s essential responsibilities are to enable his/her counterparts to increasingly work independently with the necessary qualifications and quality standards. Occasional assistance in implementation might be necessary but should be kept to a minimum and continually decreased.

3. Tasks of the Position Holder With all counterparts: (4) Clarify your TA role and plan your TA tasks with your counterparts.

(5) Establish and regularly review Capacity Building – TA Agreements with individual counterparts. These agreements shall establish priorities and procedures for essential capacity development during a specified time period.

3.1 With the Contract and Administration Unit (CAU) M&E Staff: The CAU M&E staff have responsibility to ensure the regular monitoring and evaluation of the Annual Work Plan and Budget, and Annual Plan of Operation and prepare progress reports.

(12) Coach and qualify and - until sufficient competency is built-up - assist counterparts in setting-up an M&E system that combines CBRD, RDP and SEILA information needs.


(14) Provide occasional technical assistance for computer operations.

(15) Coach and qualify and - until sufficient competency is built-up - assist counterparts in data processing and analysis and the regular provision of data for planning and M&E tasks to all units/components and to the national level.

(16) Coach and qualify and - until sufficient competency is built-up - assist counterparts to set-up and maintain the central Commune Data Bank following national standards.

(17) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the collection of Commune Data, their regular updating and their entry into the databank; in this task focus in particular on good coordination with data collection activities of other units/components, use of existing data and data quality.

(18) Carry out on-the-job training for preparation, implementation and evaluation of M&E training sessions, and for a limited period of time, assist counterparts in his/her implementation of training sessions.


(19) Coach and qualify and - until sufficient competency is built-up - assist counterparts to prepare for monitoring field visits, and provide advice on how to do the collection and reporting of M&E data.

(20) Coach and qualify and - until sufficient competency is built-up - assist counterparts with his/her preparation of monthly data summaries, especially in providing timely data summaries as requested by project internal users (Excom, PSU, etc.) and external users (IFAD, GTZ, SEILA).

(21) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the preparation of the annual work plan and budget (AWPB), and Plan of Operation.

(22) Assist in the production of the AWPB and coordinate and assure the production, including translation, of the yearly Plan of Operation.

3.2 With the Contract and Administration Unit (CAU) staff responsible for contract management: The CAU staff assigned for contract management have responsibility to assist in the preparation of contracts for line agencies, suppliers and other contractual partners of the PRDC-Excom and Commune Councils and, depending on the contractual parties, to support or ensure their effective administration.

(2) Coach and qualify and - until sufficient competency is built-up - assist counterparts in their tasks, especially in contract preparation and documentation and the regular provision of information to all units/components.

3.3 With the Local Administration Unit (LAU) Chief and Vice-Chief: The LAU Chief and Vice-Chief have responsibility to ensure data collection on Commune Council activities and on activities for the training of Commune councilors.

(6) Coach and qualify and - until sufficient competency is built-up - assist counterparts, based on the annual and monthly work plans, and compiling meaningful information from M&E activities.


(8) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the compilation of Commune Data.

(9) Coach and qualify and - until sufficient competency is built-up - assist counterparts in their understanding of monthly data collection priorities.

3.4 With the M&E Focal Points (Community Development, Infrastructure and Agriculture): The M&E Focal Points have responsibility to ensure the regular monitoring and evaluation of their Annual Work Plan and Budget and Annual Plan of Operation, and prepare progress reports.

(1) Coach and qualify and - until sufficient competency is built-up - assist counterparts in setting-up an M&E system that combines CBRD, RDP, APIP, CAAEP, WFP and SEILA information needs.

(2) Coach and qualify and - until sufficient competency is built-up - assist counterparts, based on the annual and monthly work plans, and compiling meaningful information from M&E activities.


(4) Coach and qualify and - until sufficient competency is built-up - assist counterparts in the compilation of Commune Data.

(5) Coach and qualify and - until sufficient competency is built-up - assist counterparts in their understanding of monthly data collection priorities.

3.5 Supportive Technical Assistance Tasks


(9) In your field of work, participate, upon request, in the design and piloting of new approaches and innovations as models for promotion at the national level.

(10) In the field of M&E, upon request, participate in linkage to national level institutions to use program experiences for national concept, standards, and policy formulation and to transfer knowledge on reforms and new regulations in order to explore new opportunities in the province.

(11) Promote and follow-up the respect of good governance standards in all fields of work. :

(12) Coordinate with the TA staff of other components to ensure the exchange of information and attention to implementation priorities and encountered constraints.

(13) According to the set deadlines, prepare monthly work plans and monthly reports, and contribute to reports on the component work results.

(14) Translate technical documents and perform verbal translations in meetings, workshops and training courses, as assigned.

(15) Independently organize and assure the computerized bilingual documentation of the results of central RDP planning exercises and other central workshops.

(16) Assure that all central data needed by the RDP GTZ-Team is available according to GTZ standards and kept and maintained independently from the CAU-Data Bank, in particular the budget follow up data files and the general RDP data base.

3.6 Perform other tasks related to the assignment, as required by your superior or his representative.

4. Line of Authority Directly subordinate to the Advisor for Provincial ExCom, or in case of his absence, to his representative.

E. Job Description for Advisor for Training and for M&E Reports to: gtz Team Leader

Supervises:

Counterparts: PSU M&E Officer, M&E staff in the provinces

Workbase: RDP Office Phnom Penh, frequent travel to provinces

1. Goal of the Position Through advice on technical and organizational matters, systematic human resource development measures and intensive coaching of the M&E staff of various institutions on national and provincial level and of TA staff, the monitoring of processes and activities will be improved and as a result the steering of activities in all components and the programme as such. During this time, the TA will support the streamlining of the M&E process in CBRD and RDP at all levels. In addition, he will support the development and implementation of selected training to be conducted in both provinces.

2. Scope of Responsibility The position Advisor for Training and for CBRD/RDP M&E contributes to the achievement of all results CBRD/RDP. The Advisor for Training and M&E essential responsibility is to enable his/her counterparts to increasingly work independently with the necessary qualifications and quality standards. The position holder should work in close cooperation with the M&E officer in PSU, the two M&E officers in ExCom and the two provincial M&E TAs in a team approach. Jointly with the M&E officer in PSU, he should assume the role of a coach for M&E-officers, -focal points – and TA as well as component managers in the field of monitoring and evaluation. In the field of training, he will work through TA staff in the provinces.


3. Tasks of the Position Holder Clarify your TA role and plan your TA tasks with your counterparts. Contribute to establish and regularly review on-the-job training (coaching) agreements with individual counterparts. These agreements shall establish priorities and procedures for essential capacity development during a specified time period. 3.1 With PSU, especially M&E officer: (1) Assist PSU in coordinating CBRD/RDP-wide all necessary steps concerning the harmonization of monitoring methods and formats in use in both provinces • screen methods/formats and advise components on the usefulness of methods and formats;

• document and integrate agreements on formats into the M&E manual;

• Coordinate all further approach development steps necessary for ‘filling the gaps’ in the CBRDP M&E manual and its further development;

(2) Assist PSU in monitoring the implementation of the CBRD/RDP M&E manual • Sensitise PSU staff in their understanding of the role of M&E for successful project

implementation

• Jointly with the M&E officer of PSU develop guidelines and work plan for monitoring tasks of PSU

• Participate in the monthly provincial M&E meetings, check what is being done in comparison with the M&E activities in the annual plan of operation

• Assess why planned M&E activities have not been carried out and discuss the reasons with ExCom M&E staff and M&E focal points.

• Identify shortcomings of and measures for capacity building of PSU staff in the field of M+E

• Support M&E officer of PSU in organizing the M&E meeting between provinces

• Support M&E officer of PSU in leading the M&E team to conduct annually the Beneficiary Impact Assessment and Feedback and to ensure its quality and documentation.

(3) Together with M&E PSU staff, support provincial M&E activities • discuss with M&E focal points the weaknesses identified during the monthly provincial M&E

meetings and inter-provincial meetings and their possible solutions

• identify staff development needs for M&E and facilitate the design and preparation of training courses

• Backstop the M&E activities carried out by provincial M&E staffs in their implementation of the internal survey/ evaluation/ assessment and/or other quantitative data collection in the component.

• Support the provincial M&E staff in developing, maintaining of M&E data files.

(4) Together with PSU M&E, support provincial M&E staff to sensitise component managers for the potential value of monitoring information for management decision making through • observing meetings chaired by component managers and find out in how far M&E is a

recognized topic or not

• making component managers aware of the potential value of monitoring information for their component management and decision making

• sensitising component managers/ TA (national & international) to pay attention on M&E and recognize the important roles of M&E in project implementation.

• sensitising middle level management on their role and responsibilities in providing relevant information to management

3.2 With PSU Project Director, GTZ Team leader and TA staff in the components (1) Advise in the application and further development of the CBRD/RDP M&E approach


• report back to management (PSU and GTZ) on problems, needs for changes and staff development needs in the field of M&E

• propose improvements in M&E procedures, methods and formats and the M&E manual

• assist PSU M&E officer in the development of a concise reporting procedure and in reporting formats

• Ensure the M&E information flow to and from M&E task force, TA (national & international), component managers and PSU.

• give guidance on TA role for capacity building especially coaching and on-the-job training for partners M&E task.

3.3 Other Technical Assistance tasks in the field of training and workshop moderation (1) With the training coordination team members from provinces, contribute to the process of

Poverty Reduction Training

• contribute to the development of training curricula and training manual

• follow-up and ensure the quality of training conducted by local training institution

• contribution to the documentation and experience dissemination of training on poverty reduction strategy for rural areas.

(2) In cooperation with economic promotion and other CBRDP components provide support to the farmer associations training

• contribute to the development of training curricula and training manual

• forming and leading a training team to conduct training for farmer associations and ensure the quality of training follow-up activities

• facilitate the documentation of the process for business training for framer associations and experience of the training

(3) Workshop moderation as required

3.4 Assume any other task as assigned by the GTZ program management (as far the time schedule allows)

4. Line of Authority

The position holder directly reports to the gtz Team Leader, or in case of her absence, to her representative.


Annex 3:

A. Interview Guideline for Beneficiary Impact Assessment 2006

Type of group

interviews

Topics1 to be discussed No of Indicators

Background Information

1. CBO leaders and committees'members

Tasks of CBO leaders and committee's members

Management performance of CBO leaders and committee's members (including transparency of financial management and decision making in the meeting)

Training / capacity building events received from CBRDP (plus from other agencies) and the usefulness of the trainings

Sustainability of CBOs/ ideas for CBO's future

quality of service provided Lesson learnt concerning trainings for CBO leaders and committee members and

implementing) and quality of the participation (ask for examples) Women's participation in the associations (planning, decision making,

Relationship to commune councils

the information flow from CC to villagers, the consideration of people’s priorities in CIP, the transparency of the annual financial plans. Quantify the satisfaction on the 3 criteria respectively (see method attached).

Satisfaction with responses of commune councils to needs of villagers: regarding

OP3.3

OB4

list of performance indicators

Kind of CBOs (all CBOs existing in the village)

List of trainings (If possible, list of related training courses held in the selected villages).

2. CBO s

Tasks of CBO leaders and committee's members

Management performance of CBO leaders and committee's members (including transparency of financial management and decision making in the meeting)

member

other Supports (group/ association meetings) received from CBRDP (plus fromagencies) and the usefulness of the supports

Sustainability of CBOs/ ideas for CBO's future

Lesson learnt concerning support received from CBRDP (plus other agencies) and

OP 3.3 list of performance

Kind of CBO (all CBOs

quality of service provision of committee

indicators

existing in the village

List of support (If possible, list of related support received by the selected villages).

1 If the interview team does not fit enough to any topic, the guideline in detail will be made or referred to the guideline from last year.

111 Annex 3 BIA & BMW guideline

(inside support) Benefit of being the members of the CBO

Women's participation in the association (planning, decisioimplementing) and quality of the participation (ask for exa

n making, mples)


Satisfaction with responses of comthe information flow from CC to villagers,

mune councils to needs of villagers: regarding the consideration of people’s priorities

in CIP, the transparency of the annual financial plans. Quantify the satisfaction on the 3 criteria respectively (see method attached).

Relationship to the CBRDP

accessibility and quality Satisfaction with the CBRDP technical service: regarding the frequency,

of service. Quantify the satisfaction on the 3 criteria

B4

B3 respectively (see method attached).

O

O

3. LTC Road leaders and

Fir

in first how the roads are used and maintained)

committees members

st, visit the project site and physical achievement and then review technical reports and end-of-project evaluation reports.

1- Functioning of LTC:

(Let committee members expla

LTC establishment and rules creation

events of LTC Support received from CBRDP in establishing and training/ capacity building

Tasks of LTC leaders and committee's members

nagement performance (including transparency of financial management LTC maand decision making in the meeting)

Responsibilities and contribution of villagers

to make LTC function properly Support from outsiders and villagers

Lesson learnt concerning the quality, use and maintenance of roads

2- Technical intervention:

Technical planning for construction

Implementation of road construction (supervision of project staffs and contractors

OP4.3 Technical reports (TSU)

End-of-project evaluation

la

OB7,

(TSU)

Quality standards from Sei(TSU)

LTC performance list


and involvement of LTC)

Satisfaction with supports of project staffs and contractors and quality of road

councils Relationship to commune

Resource for road maintenance (budget, skill)

Sustainability of roads / ideas for future of the roads

Lesson learnt concerning technical planning, sconstruction

upport and supervision of road

3- Benefits of the road's facilities

Direct and indirect benefits

4. LTC Well leaders and committees

cal achievement and then review technical reports rts.

members

First, visit the project site and physiand end-of- project evaluation repo


(Let committee members explain first how the wells are used and maintained)

LTC establishment and rules creation

Support received from CBRDP in establishing and training/ capacity buildevents of LTC

ing

Tasks of LTC leaders and committee's members

LTC management performance (including transparency of financial management and decision making in the meeting)

Responsibilities and contribution of villagers Support from outsiders and villagers to make LTC function properly

use and maintenance of wells

Lesson learnt concerning the quality,



and involvement of LTCImplementation of well construction (supervision of project staffs and contractors

)

OB7, OP4.4 Technical reports (TSU)

End-of-project evaluation (TSU)

List of performance

Quality standards Seila (TSU).


Satisfaction with supports of project staffs and contractors and quality of wells

councils Relationship to commune

Resource for well maintenance (budget, skill)

Sustainability of wells / ideas for future of the wells

Lesson learnt concerning technical planning, sconstruction

upport and supervision of well

3- Benefits of the well's facilities

Direct and indirect benefit

5. Villagers (road and well

)

e the roads & wells are used and maintained)

beneficiaries


(L t villagers explain first how

LTC establishment and rules creation (for both roads and wells) includingof establishment (too late or not?)

timing

Support received from CBRDP in establishing and training/ capacity building events of LTC (for both roads and wells)

members Tasks of LTC leaders and committee's

LTC management performance (including transparency of financial management and decision making in the meeting)

Responsibilities and contribution of villagers

Support from outsiders and villagers to make LTC function properly

Lesson learnt concerning the quality, use and


maintenance of roads and wells

Technical planning for construction (for both roads and wells)

involvement of LTC and villagers) Implementation of construction (supervision of project staffs and contractors and

Satisfaction with supports of project staffs and contractors and quality of products

Relationship of LTC to commune councils

OB7, OP4.3, OP4.4


Resource for road & well maintenance (budget, skill)

Sustainability of roads & wells / ideas for future of the roads & wells

Opinion about lesson learnt by LTC concerning technsupervision of road & wells construction (Do you thin

ical planning, support and k LTC has improved or

ision of road

3

learnt some lessons concerning technical planning, support and supervor wells construction? should the LTC be reelected?)

- Benefits of the facilities of roads and wells


6. FWUC leaders and committees members

hen review technical reports

First, visit the project site and physical achievement and tand end-of- project evaluation reports.

1- Functioning of FWUC:

(Let committee members explain first how the irrigation systems are used and maintained)

FWUC establishment and rules creation

Support received from CBRDP in establishing and training/ capacity buildevent of FWUC

ing

Tasks of FWUC leaders and Committee's members

FWUC management performance (including transparency of financial management and decision making in the meeting)

Responsibilities and contribution of irrigation farmers (including local contribution and exemption for MVF)

ake FWUC function properly Support from outsiders and irrigation farmers to m

Lesson learnt concerning the quality, use and maintenance of irrigation system



Implementation of irrigation system construction (supervision of project staffs and ent of FWUC) contractors and involvem

Satisfaction with supports of project staffs and contractors and quality of irrigation

OB7, OP4.10, OP4.11

Technical reports (PSWRAM)

End-of-project evaluation (PSWRAM)

Quality standard (PSWRAM)


system


ce (budget, skill) Resource for irrigation system maintenan

Sustainability of irrigation system / ideas for future of the irrigation system

Lesson learnt concerning technical planning, support and supervision of irrigation system construction

3- Benefits of the irrigation system facilities

Direct and indirect benefit

7. Irrigation farmers lain first how the irrigation systems are used and

1- Functioning of FWUC:

(Let irrigation farmers expmaintained)

FWUC establishment and ror not?)

ules creation including timing of establishment (too late

Support received from CBRDP in establishing and training/capacity building events of FWUC

Tasks of FWUC leaders and committee's members

FWUC management performance (including transparency of financial management and decision making in the meeting)

Responsibilities and contribution of irrigation farmers (including local contributand exemption for MVF)

ion

Support from outsiders and irrigation farmers to make FWUC function properly

Irrigation farmers training/ capacity building events

improvement Effectiveness of farmers' management of irrigation system, inadequacy and

FWUC/ irrigation farmers capacity building Lesson learnt concerning the quality, use and maintenance of irrigation system and

OB7, OP4.10, OP4.11

Basic data on training courses for irrigation farmers (gender specific)

Tasks and functions of irrigation farmers in


management


ning for construction Technical plan

Implementation of irrigation system construction (supervision of project staffs and contractors and involvement of FWUC and irrigation farmers)

Satisfaction with supporsystem

ts of project staffs and contractors and quality of irrigation

Relationship of FWUC to commune councils

Resource for irrigation system maintenance (budget, skill)

Sustainability of irrigation system / ideas for future of the irrigation system

f irrigation system construction (Do you think FWUC has improved

cal planning, support and supervision of ted?)

Opinion about lesson learnt by FWUC concerning technical planning, support and supervision oor learnt some lessons concerning techniirrigation system construction? Should the FWUC be reelec

3- Benefits of the irrigation system facilities


8. Private service providers (FPs, VAHWs)

Training and tools/ materials received

Appropriateness of received tools/ materials

Customers demanded services from inside outreach of the service)

and outside village (what is the

Services provided (what kind of service? what is the total income?)

Limitation in service provision

Proposed improvement of service provision (what do you think you need to improve service provision in terms of quantity and quality?)

as private service providers and dependency of external eed a license

OP5.4,

Feeling and understanding support or guidance from government or project (do they feel they nto operate)

9. Villagers (benefit from private

private agricultural services and other services of the government) Availability of agricultural services in the village (highlight the difference between

Difficulty to access agricultural services (government and private; gender specific)

OP5.4OP6.1


services) Benefits/ satisfaction with private services including willingness to pay for service(gender specific). Do you prefer private or government service provider?

Proposed changes for improvement of service access/ quality (lessons learnt)

Number of people whose animal (cattle) died last year?

10. Demo farmers

Possibility to participate in trainings related to demonstration

Change of practices and behavior after doing demonstration (short term)

Experiences (positive and negative) with recommendations in terms of both new technology and process (process: refer to the support of staff, role and understanding of responsibility of demo farmers)

term) Continuous practice of recommendations (adopting of new technology in long

Satisfaction with extension worker in supporting the demonstration. Quantify the satisfaction (see method attached).

onstrated on of the demonstration (lessons

Proposed changes for improvement (1) actual technology that was demand (2) the process for selection and implementatilearnt)

ning of farmer classes/field days and reaction of participants Happe

Response from other villagers to the demonstration

rs for adopting demo technology Request for advice from other village

Benefits from the new technology and economic aspect (would you be willing to pay to those who give you the inputs?

OP6.5 Basic data on agriculture activities in the selected villages (gender specific)

11. Agric participated farmers

Possibility to participate in trainings (gender specific)

Change of practices and behavior after training (short term)

technology and process Experiences (positive and negative) with recommendations in terms of both new

Continuous practice of recommendations (adopting of new technology in long term)

Satisfaction with extension workers in organizing farmer class. Quantify the

OP6.5 Basic data on agriculture activities in the selected villages (gender specific)


satisfaction (see method attached).

Proposed changes for improvement of process to make farmers participate in demonstration (lessons learnt)

Success of demo implementation especially farmer classes/ field days

ning of farmer classes/field days and reaction of participants Happe

Benefits from the new technology and economic aspect (would you be willinpay to those who give you the inputs?

g to

12. Agric-non participated farmers

Possibility to participate in trainings (gender specific)

process of demonstrations Reasons for non-participating in

Access to improved seeds and private service

Any experiences with improved technologies

OP6.5

13- Most Vulnerable Villagers

Reason why their names are in the list

Participation of the poorest in development activities (including local contribution for general activities, not specific activities for the poorest)

Accessibility of any service (training/support received) from departments, CC and e) CBO (reasons for being or not being assessabl

Benefit from the development activities (road, well, irrigation scheme, agriculture…)

Benefit from specific project for the poorest if it is existing in the villages.


B. Program/ Methodology for District Beneficiary Monitoring Workshop 2006

Time Method Materials Resp.

8:00 Opening, introduction, objectives Flipcharts PSU/Fac

8:30 Plenary: Present monitoring results (from BIA on indicators: OB3; OB4; OB7; OP3.3; OP4.3; OP4.4; OP4.10; OP4.11; OP5.4; OP6.1; OP6.5).

Transparencies M&E Teammembers

9:00 (incl. break)

Group work in 4 groups (per commune): Discuss and verify monitoring results along the following guiding questions: In how far do results reflect the situation in your commune? What is different in your commune?

Charts for GW M&E Team members

11:00 Plenary: Presentation of group work results and discussion Charts for GW Facilitat.

12:00 Lunch break

14:00 Plenary: Explain, clarify the purpose of upcoming group discussion and present task for monitoring indicators OB3; OB6; OP2.5; OP2.6; OP3.4; OP3.5; OP3.8 along following questions: OB3: In how do you satisfy with the CBRDP technical service: regarding the frequency, accessibility and quality of service? Quantify the satisfaction on the 3 criteria respectively (see method attached). OB6: In how do you satisfy with the CBRDP administrative set up: regarding the decentralized/ de-concentrated administrative institutions? Quantify the satisfaction and the consideration to cooperate with them (see method attached). OP2.5: Amount of local resources planned/raised last year?

Charts with the guiding questions and a roster for presentation

Facilitat.


OP2.6: Amount of external resources raised last year? OP3.4: Within LTC and CBO committees in the communes, how many people are women members? OP3.5: Amongst LTC and CBO leaders in the communes, how many people are women leaders? OP3.8: If you recall the planning process, decision making and management: What was the proportion of women involved in these steps? (Please specify for each of the three fields)

14:30 Group work in 4 groups (along above questions) Charts M&E Team members

16:00 Plenary: Presentation of group work results, discussion Facilitat.

17:00 Closing of the workshop PSU/Fac


Annex 4: Agriculture data collection sheets

A. Data Collection Sheet of Agricultural Extension Activity

Training 1 Training 2 Cross Visit Field Visit No. of Beneficiaries

No.

Farm

er's

na

me

Type

of

Dem

o.

Villa

ge

Com

mun

e

M F M F M F M F poor total

B. Data Collection Sheet of Animal Vaccination Campaign

Total no. Total no. of

animals vaccinated No. Type of Vaccine Village Commune Cow Buffalo Cow Buffalo

C. Data Collection Sheet of Integrated Home Garden

Farmer Selection Farmer Class

No

Nam

e of

Fa

rmer

Dat

e

Mal

e

Fem

ale

Tota

l

Villa

ge

Com

mun

e

Dis

trict

Cro

p

Type

of

Dem

o.

Dat

e

Mal

e

Fem

ale

Tota

l

Transplanting Area m² Remarks Responsible Person

See

d R

ecei

vin

g D

ate

S

owin

g/

Pla

ntin

g D

ate

Ger

m %

Dat

e

Dur

atio

n

No.

of

seed

ling/

se

ed/h

ill

Soil type

Ava

ilabl

e

Act

ual

D. Data Collection Sheet for monitoring of rice demonstration practised by farmers (Type of soil and fertilizer used)

Area [ha] Seed Fertilizer application Kg/ha

No

Nam

e of

fa

rmer

Villa

ge

Com

mun

e

Demo ComparisonSoil type

Variety Kg Urea DAP KclOther

Total

122 Annex 4 Agriculture data collection sheets

E. Data Collection Sheet for monitoring of rice demonstration practised by farmers (seedbed activity)

Seedbed No

Name of farmers

Village Sowing date Area m² Cow manure Green manure Urea

Other

F. Data Collection Sheet for monitoring of rice demonstration practised by farmers (transplantation activity)

No

Nam

e of

fa

rmer

No

of

farm

ers

train

ed

Tran

spla

ntin

g da

te

No

of

seed

lings

pe

r hill

In

row

or

not

dist

ance

be

twee

n hi

llsA

ge o

f se

edlin

gs

Leve

l of

wat

er

Ferti

lizer

us

ed

Re-

trans

plan

tat

ion

Oth

er

F M

Tota

l

Cm

Day

Cm

DA

P

Kcl

Oth

er

Nat

ural

Dat

e N

o of

pe

ople

G. Data Collection Sheet for monitoring of rice demonstration practised by farmers (caring activity 1)

No

Name of

farmers Level of water

1st fertilizer application

No of farmer trained Weeding

Chemical Toxic Other

1st w

eek

Gro

win

g pe

riod

Ure

a

Kcl

Dat

e

Nat

ural

Dat

e

F M

Tota

l

No

of d

ay

No

of

peop

le

Inse

cts

Wee

d

H. Data Collection Sheet for monitoring of rice demonstration practised by farmers (caring activity 2)

No Level of water No of farmer trained 2nd fertilizer application Weeding

Chemical Toxic Other

1st w

eek

Gro

win

g pe

riod

F M

Tota

l

Ferti

lizer

ty

pe

Kg

Dat

e

No

of

day

No

of

peop

le

Inse

cts

Wee

d


I. Data Collection Sheet for monitoring of rice demonstration practised by farmers (harvesting activity)

No

Name of

farmers Field day/ Evaluation

No of stems per hill

No of seed heads per hill

No of seeds

per head

Kg/m2

customary plan

Kg/m2

demonstrated plan Other

M

F Tota

l

Max

i.

Min

i.

Max

i.

Min

i.

Max

i.

Min

i.

Max

i.

Min

i.

Max

i.

Min

i.


Annex 5: Committee performance list

CD- A4 CBO/LTC M&E Tools Indicator for verification of self-dependence of CBO

Evaluation (Scoring)

No Indicator InformationWeak

(1)

Basic

(2)

Fair

(3)

Good

(4)

Very good

(5)

Recommendation

1 Fund management 1.a Accounting Clear system

Clear debits Clear credits Clearly identified customers Open to public

1.b Expenses Interest spent only on very important and urgent needs

Expense made reasonably Spent on important activities for villagers or

expenses done according to priorities for villagers

Clear rules for expenses Expense made according to regulation only.

1.c Report Reporting regularly, timely and in writing Willingness to write report Understandable reports

1.d Materials Were kept in order Easy to find when needed Clear records Clear reports Clear responsibilities

Subtotal 1 2 Functioning of committee

District………………………Commune…………………....Village……………………..

CBO's name………………………………….

125 Annex 5 CBO LTC performance list

2.a Committeeinternal rules

Written rules Established by all committee members Understood by all committee members There is a copy in the hand of the authorities Regulation have been applied

2.b Committeemeeting

Clear agendas Clear minutes Meeting conducted according to priorities Committee chief acts as facilitator Decision have been made based on the

majority Most questions by members were answered Members have understood the decision and

can spread them to others.

2.c Documents Were kept in order Easy to find when needed Clear records Clear reports Clear responsibilities

2.d Division offunctions and roles in the committee

Clear division Division based on skills Written roles and functions All committee members are active Good cooperation between committee members

2.e Relationshipwith external actors

Regular contact with DCDT Regular contact with other CBO Regular contact with district technical and

authority’s offices Regular contact with provincial departments and

authorities Regular contact with NGOs Regular contact with other relevant institutions.

Subtotal 2 3 Members' participation


3.a Additionalcontributions

Regular contributions Contribution in cash Contribution in kind Contribution in labour Voluntarily contributed There are proofs of the contributions

3.b Participation ofvillagers in meetings and in decision making

Decisions are made by villagers Decisions are made by the committee with

request for acceptance by the villagers. Villagers’ questions were answered Villagers understood the decisions Villagers are able to inform third parties/ others

about the decision taken. 3.c Statute Written statute

Understood by the committee and applied/ implemented.

Established by all members Understood by all members There is a copy in the hand of the authorities Strictly applied

3.d Committeeselection

Elected following the statute At least 2 women are members of the

committee Main positions are held by women Recognition by local authority

Subtotal 3 4 Quality of service provided 4.a Focussing on

women Percentage of women participation:………

At least 30% of member had benefited from service

4.b Ability to help vulnerable people

Willingness to help Ability to help Can change the living condition of the VHH

4.c Objectivessetting

Matched with the human resource Correspond to existing material and fund

provisions targeted for all members.


4.d Accomplishmentagainst objectives

Percent of accomplishment: ………… More than 90% of activities match against the

objectives

Subtotal 4 5 Capacity to

facilitate the village meeting/ contribution

Clear agendas Clear minutes Meeting conducted according to priorities. Committee acts as facilitator Discussion are made by villagers

6 Implementationof decisions

90% of the decisions made at village meetings have been applied (by majority, democratic and consensus)

90% of the decision made at committee meeting have been applied (top down and by authority).

7 Planning Weekly activity plan Monthly activity plan Correspond to reality Flexible Have been strictly applied

8 Future vision Clear vision All committee members are conscious about the

vision All villagers are conscious about the vision.

Subtotal5+6+7+8

Grand Total


To use the CBO/LTC M&E effectively, the district staff members should follow a guideline below: Indicator for verification of self-dependence of CBO

Explanation

No Indicators A Weak

B Basic

C Fair

D Good

E Very Good

1 Fund management 1.a Accounting There is no

accounting system Just simple

remarks in a note book.

There is an accounting system but income, expenses and customers are not clear.

There is a clear accounting system but it is not open to the public.

There are still some little mistakes.

There is an accountable, transparent and clear accounting system.

Income, expenses, balance and customers have been recorded in detail.

Open for public consultation.

1.b Expenses Interests income have been spent up to 100%.

Spent on projects which are not important for villagers.

Sometimes funds are spent without any justification (tell a lie)

There are no rule for regulating expenses.

Interests income have been spent up to 80%.

Spent on projects which are not important for villagers but with a justification.

There are no rules for regulating expenses.

Interests income have been spent up to 60-80%.

Spent on projects which are not important for villagers but with a justification.

There are rules for expense but they are not fully enforced.

Interests income have been spent up 40-60%.

Spent on important projects for villagers.

Expenses were entirely made according to the regulations.

Interests income have been spent up 40% only.

Spent on projects which are important for villagers.

Expense were entirely made according to the regulations.


1.c Report Never reported. Reported

occasionally but without any written records.

Regular verbal reports, but did not write any reports

Did not write any reports until it was requested.

The reports are not clear.

Reports have been regularly written.

Some parts of the reports are not clear.

Reports have been regularly written.

All reports are clear.

1.d Materials Have been kept in disorder. Difficult to find when needed.

No records. No responsible

Have been kept in disorder. Difficult to find when needed.

No records There is someone

in charge but the person does not understand his/her responsibilities.


Sometimes recorded and reported to the relevant people. Those records and reports are sometimes unclear.

There is someone in charge but the person does not understand his/her responsibilities.

Materials have been kept in a designated place and have been regularly recorded and reported to relevant persons. Those records and reports are sometimes unclear.

A reliable responsible person is in charge.

Materials have been kept in a designated place and have been regularly recorded and reported to relevant persons. Those records and reports are very clear.

A reliable responsible person is in charge.

2 Functioning of committee 2.a Committee

internal rules There are no

written rules. The rules were

totally copied from another CBO and which are not understood really fully.

There is a written rule which was established by some members, but without transferring it to the other members.

The rules have been sent to the authorities.

Parts of the rules are implemented.

There are clear rules and some members contributed to establish and amend them.


Most articles stipulated in the regulation have been implemented

All members contributed to established the rules and understood them.


The rules are implemented correctly.


2.b The committeemeeting

Never set up a committee meeting or only oral information among the members.

There is a meeting when the president of the committee calls for it and letting only a few members know about it.

There are no agendas and minutes of the meeting.

A meeting is conducted when all members decide on the necessity for it.


No good results

Monthly meetings are in the work plan or scheduled when needed.

Agenda is raised by members and agreed on.

Chief of committee acts as facilitator

Good results but no minutes of the meeting.

Monthly meetings are in the work plan or scheduled when needed.

Agenda is raised by members and agreed on.

Chief of committee acts as facilitator

Key points are written down in minutes and kept in the records.

2.c Documents Have been kept in disorder. Difficult to find when needed.

No records. Nobody

responsible.


No records. There is someone

in charge but does not understand his/her responsibilities.


Sometimes recorded and reported to relevant persons. Those records and reports are sometimes unclear.

There is someone in charge but does not understand his/her responsibilities.

Documents have been kept in a designated place and have been regularly recorded and reported to the relevant persons. The records and reports are sometimes unclear.

There is a reliable responsible person in charge.

Documents have been kept in a designated place and have been regularly recorded and reported to the relevant persons. The records and reports are very clear.

There is a reliable responsible person in charge

2.d Division offunctions and roles in the committee

Only the president of the committee is actively working.

Only a few members of the committee are actively working but there is unclear division of their functions.

All members are active but there is an unclear division of their functions.

All members are active.

Clear division of function but not according to the skills.

No written division of the functions.

All members are active with a clear written division of the function according to their skills

Good cooperation.


2.e Relationshipwith external actors

Never contacted external actors except DCDT

Used to contact external actors and DCDT but not often.

Used to contact other CBOs, government offices at district level, local authorities and DCDT but not very often.

Regular contact other CBOs, government offices at district level, local authorities, NGOs and DCDT.

Same as D, plus contact to other relevant institutions such as NGOs, government agencies at provincial level and beyond.

3 Members' participation 3.a Additional

contribution There are no

additional contributions from villagers.

Contributed by force.

No records about the contributions.

Contributions are rarely made.

Contributions sometimes follow forced action.

No records about the contributions.

There are regular additional contributions, but only in cash.

Mobilized by collection.

Clear written evidence of the contributions.

There are regular contributions in cash and kind.

There are voluntary contributions from the villagers.

Clear written evidence of contributions.

3.b Participation ofvillagers in meetings and in decision making

No participation of villagers

Committee makes the decisions followed by their announcement to the villagers.

No participation of the villagers

Committee and few elders make the decisions and keep information.

Elders participate in the discussions and make the decision in the pagoda, which are then announced to villagers

Villagers participate but committee makes the decisions and asks for agreement from villagers.

All decisions are made after shared discussions

75% of villagers' questions are resolved and participants can explain the decision to others.

3.c Statute There is no written statute or an unclear statute (e.g. on objectives, procedures, ownership, etc...).

The statute was totally copied from another CBO and is not clear in implementation.

There is a written statute established by the committee, but the villagers are not officially informed.

The statute has been sent to the authorities.

There is a clearly part of written statue. The members contributed to establish and amend it.


Most articles

All members contributed to established the statute and understand it.


All articles stipulated in the statute have been strictly


stipulated in the statute having been implemented.

implemented.

3.d Committeeselection

the committee was appointed by people in high positions.

No female members.

It was appointed by a few of participants (less than 30%) and influential persons.

No female members.

No recognition by the authorities.

It was appointed by elders on Buddhist holy days and by 30% - 60% of the members.

No female members.

There is only one election held by all the members

Only 1 or 2 women in the committee.

There are regular elections according to the statute.

At least 2 female members in the committee are holding main functions.

4 Quality of service provided 4.a Focus on

women No woman among

the CBO members. Few of women in

the list of CBO members.

30% of members are female but only 20% of female members benefited from CBO services.

30% of members are female all of them benefited from CBO services.

There are more than 30% of members are female all of them benefited from CBO services.

4.b Ability to help vulnerable people

Poor members of the commune have never been taken into consideration.

Poor member of the commune are considered, but there are no means to implement assistance.

There is a will to help the poor but no capacity.

There is a will and capacity to help the poor, but it does not improve their living standard (the causes have never analyzed).

There is a will and strategy to help the poor, which can improve their living standard step by step.

4.c Objectivesetting

Not suited to the existing resources of the association (big resources but small objective, or vice- versa)

Objective is suited to human resources but not to the material resource, or vice-versa.

Serves few members.

Objective is suited to human resource but not to the material resource, or vice-versa.

Serves half of the members.

Objective is suited to both human and material resources

Serves the majority of the members.

Objective is suited to both human and material resources

Serves all members or beyond.

4.d Accomplishmentagainst objectives

Success less than 20% of the objectives

Success 20% - 40% of objectives

Success 40% - 70% of objectives

Success 70% - 90% of the objectives

Success over 90% of the objectives.


5 Capacity tofacilitate the village meeting/ contribution

Committee has never set up a community meeting.

If there is a meeting, it only concerns the pagoda or is a simple public announcement.

If there is a meeting, it only concerns the pagoda or is a simple public announcement.


Conduct the meeting when needed


No good results


Committee is in charge of discussions and decisions.

No good results or didn't understand the whole content of the meeting.

There is an agenda and minutes of the meeting.


Committee acts as facilitator

Good results and understood by everyone.

There is an agenda and minutes of the meeting.

6 Implementationof decisions

Top down By authority By minority By majority By consensus Through democratic

process

7 Planning No existing plan There is an action plan or weekly / monthly plan but it has not been implemented and is not put into writing.

There a written action plan or weekly / monthly plan and kept every month but it does not meet the real needs.

There a written action plan or weekly / monthly plan and kept every month for document

weekly / monthly plan is flexible and realistic.

There is a written action plan or weekly / monthly plan, which corresponds to reality and it is flexible adapting to the circumstance.

8 Future vision No idea, never thought of a vision

Thought of a vision, but not put into writing.

There is an unclear vision or the vision is not valid

Only 2 or 3 persons have a clear valid vision

There is a clear valid written vision which is understood by all committee members and villagers.


Annex 6: Component specific data files

Abbreviations of different CBOs

Abbreviation Description of CBOs and LTCs

CCA Cash AssociationCCB Cow BankCFA Farmer AssociationCPB Pig BankCRA Rice AssociationCRB Rice BankCRE Religous AssociationCSA Solidarity AssociationLRO LTC road (bridge & culvert)LW6 LTC well Nº 6LWA LTC well AfridefLWC Combined well (also ring well)LWG LTC water groupLWP LTC pondVDC Village Development CommitteeVNW Village Network

135 Annex 6 Component specific data files

A. Example of CBO/LTC establishment data files, Kampot

AutoFilter And CountA (Column A): 1171 AutorFilter Sum By Column: 5,112 1443 216342 113698 114

1 2 3 4 5 6 7 8 9 10 11 12 13

CBO/LTC ID (CODE)

DISTRICT COMMUNE VILLAGETYPE OF CBO/LTC

DESCRIPTION OF TYPE

YEAR

OF

ESTA

BLIS

HM

EN

T

MAI

N S

OU

RCE

O

F IN

ITIA

L FU

ND

TOTA

L IN

ITIA

L CO

MM

ITTE

E M

EMBE

RS

INIT

IAL

FEM

ALE

COM

MIT

TEE

MEM

BER

S

DAT

E O

F CC

EN

DO

RSE

MEN

T Nº

OF

INIT

IAL

CBO

/LTC

M

EMBE

RS

(MAL

E)

Nº

OF

INIT

IAL

CBO

/LTC

M

EMBE

RS

(FEM

ALE)

Nº

OF

INIT

IAL

MEM

BER

S FR

OM

MVF

CSA7010102-01 Angkor CheyAngk Phnum Touch

Trapeang Khyang CSA idarity Associat

1994 Villagers 5 0

CSA7010102-02 Angkor CheyAngk Phnum Touch

Trapeang Khyang CSA idarity Associat

1998 Villagers 5 0

CSA7010201-03 Angkor Chey Angkor Chey Sameakki CSA idarity Associat 1986 Villagers 4

CSA7010202-04 Angkor Chey Angkor Chey Trapeang Srae CSA idarity Associat 1985 Villagers 3

CSA7010203-05 Angkor Chey Angkor Chey Angkor Chey Leu CSA idarity Associat 1985 Villagers 4

CSA7010204-06 Angkor Chey Angkor Chey Angkor Chey Kraom CSA idarity Associat 1987 Villagers 3

CSA7010205-07 Angkor Chey Angkor Chey Prey Chheu Teal CSA idarity Associat 1982 Villagers 4

CSA7010206-08 Angkor Chey Angkor Chey Ang Rumduol CSA idarity Associat 1983 Villagers 5

CSA7010301-09 Angkor Chey Champei Khvav CSA idarity Associat 1979 Villagers 5




CSA7010303-13 Angkor Chey Champei Tonle Neam CSA idarity Associat 1982 Villagers 1

CSA7010305-14 Angkor Chey Champei Champei CSA idarity Associat 1999 Villagers 3 2

CSA7010305-15 Angkor Chey Champei Champei CSA idarity Associat 1979 Villagers 6 2

CSA7010504-16 Angkor Chey Dan Koum Angk Khcheay Khang Cheung CSA idarity Associat 2003 Villagers


B. Example of Rice Bank functioning data file, Kampot RICE BANK FUNCTIONING

13 3 403,000 1,399 578,000 1,318 5,073,600 1,399 803 362 441 85

13 3 403,000 1,399 578,000 1,318 5,073,600 1,399 803 362 441 85

1 2 3 4 5 6

RB

ID (

COD

E)

DIS

TRIC

T

COM

MU

NE

VILL

AGE

DAT

E O

F D

ATA

COLL

ECTI

ON

TOTA

L CO

MM

ITTE

E M

EMBE

RS

FEM

ALE

COM

MIT

TEE

MEM

BER

S

AMO

UN

T O

F CA

SH I

N

HAN

D (

RIE

LS)

AMO

UN

T O

F R

ICE

IN

ST

OR

E (T

AO)

CASH

USE

D S

INCE

LAS

T D

ATA

COLL

ECTI

ON

RIC

E U

SED

SIN

CE L

AST

DAT

A CO

LLEC

TIO

N

TOTA

L FU

ND

OF

RIC

E BA

NK

TOTA

L PA

DD

Y R

ICE

OF

RIC

E BA

NK

Nº

OF

RIC

E BA

NK

MEM

BER

Nº

OF

RIC

E BA

NK

MEM

BER

(M

)

Nº

OF

RIC

E BA

NK

MEM

BER

(F)

Nº

OF

RIC

E BA

NK

MEM

BER

AS

MVF

Angkor Chey Samlanh Kammeakkar 3 - 390,000 131 47,000 116 390,600 131 69 31 38 7

Angkor Chey Champei Angk Chout 5 2 - 718 50,000 652 2,000,000 718 377 170 207 35

Angkor Chey Champei Angk Chout 5 1 13,000 550 481,000 550 2,683,000 550 357 161 196 43

7

Continued table

40 45 622 282 340 43 21 22 25 -

40 45 622 282 340 43 21 22 25 -

9 10 11 1 2 3 4 5 6 7 8 9 10 11 12

Nº

OF

RIC

E BA

NK

MEM

BER

AS

MVF

(M

)

Nº

OF

RIC

E BA

NK

MEM

BER

AS

MVF

(F)

Nº

OF

PAD

DY

RIC

E BO

RR

OW

ER

Nº

OF

PAD

DY

RIC

E BO

RR

OW

ER (

M)

Nº

OF

PAD

DY

RIC

E BO

RR

OW

ER (

F)

Nº

OF

PAD

DY

RIC

E BO

RR

OW

ER A

S M

VF

Nº

OF

PAD

DY

RIC

E BO

RR

OW

ER A

S M

VF (

M)

Nº

OF

PAD

DY

RIC

E BO

RR

OW

ER M

VF (

F)

AMO

UN

T O

F R

ICE

DO

NAT

ED (

TAO

)

Nº

OF

REP

AYM

ENT

REM

ARKS

REG

ULA

TIO

N A

PPLI

ED

COM

MIT

TEE

INTE

RN

AL

RU

LE A

PLLI

ED

DIV

ISIO

N O

F FU

NCT

ION

AN

D R

OLE

S IN

TH

E CO

MM

ITTE

E

EXPE

ND

ITU

RE

RU

LE

APPL

IED

ACCO

UN

TIN

G B

OO

K U

P-TO

-DAT

E

(UPD

ATED

) R

EGU

LATI

ON

R

ECO

GN

IZED

BY

CC

DO

CUM

ENT

KEEP

ING

RIC

E ST

OR

ING

FREQ

UEN

CY &

QU

ALIT

Y O

F CO

MM

ITTE

E M

EETI

NG

FREQ

UEN

CY &

QU

ALIT

Y O

F R

EPO

RTI

NG

TO

M

EMBE

RS

QU

ALIT

Y O

F CR

EDIT

PR

OVI

DED

PAR

TICI

PATI

ON

IN

CC

MEE

TIN

G

4 3 58 27 31 3 2 1 - - 3 3 4 4 4 4 3 4 3 3 4 3

16 19 326 147 179 18 9 9 4 4 4 4 4 4 4 3 3 4 4 3

20 23 238 108 130 22 10 12 25 4 4 4 4 4 4 4 4 3 4 4 3

8


C. Example of LTC road functioning data file, Kampot

AutoFilter CountA (Column A): 35 179 571 2 3 4 5 6 7 8 9 10 11

LTC

ID (C

OD

E)

DIS

TRIC

T

CO

MM

UN

E

VIL

LAG

E

TYPE

OF

LTC

Des

crip

tion

of L

TC

DA

TE O

F D

ATA

C

OLL

ECTI

ON

TOTA

L C

OM

MIT

TEE

MEM

BER

S

FEM

ALE

C

OM

MIT

TEE

MEM

BER

S

UTI

LITI

ES U

SER

S'

RU

LE A

PPLI

ED

CO

MM

ITTE

E IN

TER

NA

L R

ULE

A

PLLI

ED

EXPE

NSE

RU

LE

APP

LIED

LRO7010201-491 Angkor Chey Angk Phnum Touch Trapeang Khyang LRO LTC road (bridge & culvert) 5/May/05 5 2 4 4 4LRO7010105-326 Angkor Chey Angk Phnum Touch Prey Thum LRO LTC road (bridge & culvert) 5/May/05 5 0 4 4 4LRO7010201-349 Angkor Chey Champei Krasang LRO LTC road (bridge & culvert) 3/May/05 5 1 4 3 4LRO7010201-498 Angkor Chey Champei Nang Sa Het LRO LTC road (bridge & culvert) 2/May/05 5 2 4 4 4LRO7010201-371 Angkor Chey Samlanh Trapeang Sla LRO LTC road (bridge & culvert) 3/May/05 5 2 4 4 4

LTC ROAD FUNCTIONING

Continued table

2,135,100 3,409,600 12 13 14 15 16 17 18 19 20 21 22 23 24 25

AC

CO

UN

TIN

G

BO

OK

UP-

TO-D

ATE

FREQ

UEN

CY

&

QU

ALI

TY O

F C

OM

MIT

TEE

MEE

TIN

GFR

EQU

ENC

Y &

Q

UA

LITY

OF

REP

OR

TIN

G T

O

MEM

BER

S D

IVIS

ION

OF

FUN

CTI

ON

S A

ND

R

OLE

S IN

TH

E C

OM

MIT

TEE

DO

CU

MEN

T K

EEPI

NG

MA

INTE

NA

NC

E TO

OLS

KEE

PIN

G

AM

OU

NT

OF

CA

SH

KIN

D (L

ATE

RIT

E FO

R R

OA

D)

RES

ERV

ED

CA

SH S

PEN

T SI

NC

E LA

ST D

ATA

C

OLL

ECTI

ON

KIN

D U

SED

SIN

CE

LAST

DA

TA

CO

LLEC

TIO

N

QU

ALI

TY O

F U

TILI

TIES

M

AIN

TAIN

ED (x

2)

PAR

TIC

IPA

TIO

N IN

C

C M

EETI

NG

&

INV

OLV

EMEN

T IN

C

C A

CTI

VIT

IES

Dire

ct B

enef

icia

ry

(Fam

ily)

Dire

ct B

enef

icia

ry

(Mal

e)

4 4 4 4 4 2 328,100 10 cubics of laterite 300,000 1.5 cubic of laterite 4 34 3 4 4 4 2 31,500 None - None 4 34 3 4 3 4 2 89,900 4 cubics of laterite 21,100 2 cubics of laterite 3 34 3 4 4 4 2 60,000 None 30,000 None 4 34 3 4 4 3 2 80000 None 6,500 None 4 3


D. Example of Solidarity Association functioning data file, Kampot

Nº of SA Visited: 0 0 01 2 3 4 5 6 7 8 9 10 11 12 13

SA ID

(CO

DE)

DIS

TRIC

T

CO

MM

UN

E

VIL

LAG

E

DA

TE O

F D

ATA

C

OLL

ECTI

ON

TOTA

L C

OM

MIT

TEE

MEM

BER

S

FEM

ALE

C

OM

MIT

TEE

MEM

BER

S

REG

ULA

TIO

N

APP

LIED

CO

MM

ITTE

E IN

TER

NA

L R

ULE

A

PLLI

ED

EXPE

NSE

RU

LE

APP

LIED

AC

CO

UN

TIN

G

BO

OK

UP-

TO-D

ATE

(UPD

ATE

D)

REG

ULA

TIO

N

REC

OG

NIZ

ED B

Y

CC

(YES

/ NO

)

DO

CU

MEN

T K

EEPI

NG

SOLIDARITY ASSOCIATION FUNCTIONING

Continued table

0 0 0 0 0 0 0 014 15 16 17 18 19 20 21 22 23 24 25 26

EQU

IPM

ENT

KEE

PIN

G

AM

OU

NT

OF

CA

SH

Nº O

F M

AIN

O

PER

ATI

ON

AL

EQU

IPM

ENT

OW

NED

CA

SH U

SED

SIN

CE

LAST

DA

TA

CO

LLEC

TIO

N

Nº O

F O

PER

ATI

ON

S SI

NC

E LA

ST D

ATA

C

OLL

ECTI

ON

FREQ

UEN

CY

&

QU

ALI

TY O

F C

OM

MIT

TEE

MEE

TIN

G

FREQ

UEN

CY

&

QU

ALI

TY O

F R

EPO

RTI

NG

TO

M

EMB

ERS

DIV

ISIO

N O

F FU

NC

TIO

NS

AN

D

RO

LES

IN T

HE

CO

MM

ITTE

E

QU

ALI

TY O

F SE

RV

ICE

PRO

VID

ED (x

2)

PAR

TIC

IPA

TIO

N IN

C

C M

EETI

NG

&

INV

OLV

EMEN

T IN

C

C A

CTI

VIT

IES

Nº O

F M

EMB

ERS

(MA

LE)

Nº O

F M

EMB

ERS

(FEM

ALE

)

Nº O

F M

EMB

ERS

FRO

M M

OST

V

ULN

ERA

BLE

FA

MIL

IES


E. Example of Cash Association functioning data file, Kampot

Nº of SA Visited: 0 0 01 2 3 4 5 6 7 8 9 10 11 12

CA

ID (C

OD

E)

DIS

TRIC

T

CO

MM

UN

E

VIL

LAG

E

DA

TE O

F D

ATA

C

OLL

ECTI

ON

TOTA

L C

OM

MIT

TEE

MEM

BER

S

FEM

ALE

C

OM

MIT

TEE

MEM

BER

S

REG

ULA

TIO

N

APP

LIED

CO

MM

ITTE

E IN

TER

NA

L R

ULE

A

PLLI

ED

EXPE

NSE

RU

LE

APP

LIED

AC

CO

UN

TIN

G

BO

OK

UP-

TO-D

ATE

(UPD

ATE

D)

REG

ULA

TIO

N

REC

OG

NIZ

ED B

Y

CC

(YES

/ NO

)

CASH ASSOCIATION (CA) FUNCTIONING

Continued table

0 0 0 0 013 14 15 17 19 20 21 22 23 24 25 26

DO

CU

MEN

T K

EEPI

NG

MO

NEY

KEE

PIN

G

AM

OU

NT

OF

CA

SH

CA

SH U

SED

SIN

CE

LAST

DA

TA

CO

LLEC

TIO

N

FREQ

UEN

CY

&

QU

ALI

TY O

F C

OM

MIT

TEE

MEE

TIN

GFR

EQU

ENC

Y &

Q

UA

LITY

OF

REP

OR

TIN

G T

O

MEM

BER

S (F

OR

MA

L&IN

FOR

DIV

ISIO

N O

F FU

NC

TIO

NS

AN

D

RO

LES

IN T

HE

CO

MM

ITTE

E

QU

ALI

TY O

F C

RED

IT P

RO

VID

ED

(x2)

PAR

TIC

IPA

TIO

N IN

C

C M

EETI

NG

&

INV

OLV

EMEN

T IN

C

C A

CTI

VIT

IES

(x2)

Nº O

F M

EMB

ERS

(MA

LE)

Nº O

F M

EMB

ERS

(FEM

ALE

)

Nº O

F M

EMB

ERS

FRO

M M

OST

V

ULN

ERA

BLE

FA

MIL

IES


Annex 7: Main data files A. Example of HRD data file for CAU & FU, Kampot

More names here

141 Annex 7 Main data files

B. Example of TG event data file for agriculture, Kampot


C. Example of General village data file for agriculture, Kampot

More variables for physical achievement per year


Annex 8: Infrastructure Site Inspection Forms

A. Site inspection records for Road Work B. Site inspection records for Building

Construction Works

C. Site inspection records for Structure Works

144 Annex 8 Site inspection forms

SITE INSPECTION RECORD

FOR ROAD WORKS 1. General

1.1 Contract Title: ................................................Contract Number: ..............................

1.2 Project type: CBRDP /CF /Other: ...............................................

1.3 Commencement date: .............../................/.................

1.4 Inspected by: ..............................................................................................(TSO/TA)

1.5 Contractor's Representative: ................................................;Tel: ....................................

1.6 Workplan submitted by contractor? Yes /No

1.7 Worksite location: Province: …………; District: .................; Commune:............................;

Village: ..................................; Village Code: ...............................…

1.8 Total road length (km): ………………………

1.9 Nature of roadwork: New Construction /Rehabilitation /Periodic Maintenance /

Emergency Maitenance

1.9 Type of Inspection:

Earthwork inspection Go to 3, 5, 7

Laterite inspection Go to 2, 3, 4, 6,7

2. Plant/Equipment working at site

2.1 Roller: …………….unit(s); Brand: ……………………; Capacity: ………………..ton

Type of roller: Vibrating Static Vibrating and static

2.2 Dump Truck: …………….unit(s); Capacity: …………………….m3

2.3 Water Truck: …………………. unit(s); Capacity: ……………………litre;

2.4 Bulldozer: …………….unit(s); Brand: ………………; Capacity: …............………HP

2.5 Excavator …………….unit(s); Brand: ………………………; Capacity: …………….m3;

2.6 Motor Grader ……………. unit(s); Brand: ………………; Capacity: ............................

2.7 Other: …………………………………………………………………………………. .

3. Manpower at site

3.1 Supervisors: …………………………….

3.2 Laborers: ……………….(men); ……………………(women).

3.3 Operators: ………………………………..

4. Safety and Organisation at the site

4.1 Safety sign erected at working place? Yes /No

4.2 Safety guidelines/ manuals are passed to the site? Yes /No


4.3 Any accidents? Yes /No Date: …………………..

Explain: ………………………………………………………………….……

5. Earthworks:

5.1 Removal of vegetation from the site before construction? Yes No

5.2 Top soil is removed from borrow-pit site before taking earth to construct the road?

Yes No

5.3 Earth road compaction: by plant by manpower

If by plant, Compaction to be compacted by roller with layer thicknesses and number of

passes according to Compaction Methods table? Yes No

5.4 Properly grassing and tree planting on the road embankment? Yes No

5.5 Embankment slope (1: 2) is correct? Yes No

5.6 Drainage is properly done along the road side? Yes No

5.6.1 Earth road is satisfactory? Yes No

Comment: .............................................................................................................................

6. Laterite Capping:

6.1 Contractor takes laterite from quarries specified in the contract? Yes No

If no, Explain: ......................................................................................................................

6.2 Reshaping and compaction of earth road? Yes No

6.3 Compaction to be compacted by roller with layer thicknesses and number of passes

according to Compaction Methods table? Yes No

6.4 Thickness of laterite specified in the contract:

Before compaction: 200mm; After compaction: 150mm

6.5 Laterite testing in the field:

Thickness of all each tests ≥ 70% of the thickness after compaction (= 105mm) ?

Yes /No

Average thickness of all the tests ≥ 85% of the thickness after compaction(≈ 127 mm) ?

Yes /No

Complete the laterite inspection form as below:


Laterite Inspection Format Date of inspection:……………………/………………./………………… Name of TSO:…………………………………. Name of TA RDP:……………………………… Name of contracor/Represntative:…………………………………..Tel:………………. Vilage:……………………………….Village code:………………….. Commune:……………………………Dirstrict:…………………………..………. Length of road (Km):………………………Number of test:………………..(+/-10 places per Km) Result of test:

Result in average:………………………..mm.

No. of test

Length (m)

t1(mm) Thickness of laterite before

contract

t2 (mm) Thickness of laterite after contract

t2-t1(mm) Thickness of laterite covered under

contract 1 2 3 4 5 6 7 8 9 10

Thickness of all each tests ≥ 70% of the thickness after compaction (= 105mm): Successful.

Thickness of all each tests < 70% of the thickness after compaction (= 105mm): Failure.

If the result in average ≤ 125mm: Failure; If the result in average > 125 mm: Successful.

Conclusion:……………….……………………….Reason:……………………………………… Date:…………………………….………….. Date:………………………………………… Signature of TSO (PDRD) Sinature of TA RDP Name:…………………………. Name:………………………………….. (Remark: See precedure of inspection and agreement on crieria for latrite road.)


6.6 Camber of road (camber slope 1:15) is correct? Yes No 6.7 Road surface is smooth? Yes No

6.8 Water can flow off the road into the side drains everywhere? Yes No

7. Instructions passed and actions taken:

1st Instruction: ( Date: …………………………)

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Action taken: (Date: ………………………….)

…………………………………………………………………………………………………

2nd Instruction: (Date: …………………………)

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Action taken: (Date: …………………………..)

…………………………………………………………………………………………………

3rd Instruction: (Date: ……………………………..)

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………


…………………………………………………………………………………………………

Date: ……………………………… Date: ………………………… Signature Contractor's representative Signature TSS district (PDRD) Name:................................................ Name:................................................ Date: ………………………… Date: ............................................. Signature TA RDP Signature Sub component manager Rural Road Name:................................................ Name:................................................


SITE INSPECTION RECORD FOR BUILDING CONSTRUCTION WORKS

1. General

1.10 Contract Title: ............................................Contract Number: .....................Report no: .........

1.11 Project type: CBRDP /CF /Other: ...............................................

1.3 Date: .............../................/.................

1.4 Inspection Time: ..........................................;Weather: ...................................................

1.5 Inspected by: ..............................................; Position: ....................................................

1.6 Contractor's Representative: ................................................;Tel: ....................................


1.8 Site location: Province: ………….; District: .................; Commune:..................................;

Village: ..................................; Village Code: .................................

2. Structure Type

2.1 School /Office Building /Health Centre /Other: ..................................

2.2 General outer to outer dimensions of structure:

Length:..................................m; Height from the ground level: ............................m

Centre to centre length and breadth from one column to another: .............m; .....................m

Number of columns: ..........................

3. Plant/equipment working at site:

3.1 Concrete Mixer: No: ........................... Capacity: .................................................................

3.2 Concrete Vibrator:No: ........................... Brand Name: .........................................................

3.3 Other: .....................................................................................................................................

4. Manpower at site (number):

4.1. Supervisors: .................

4.2. Laborers: Men: ............................; Women: ................................

5. Safety and Organisation at the Site:

5.1 Safe Practices followed? Yes /No ;Explain: .........................................................

5.2 Accidents to day? Yes /No ; Explain: ................................................................

6. Foundation and Blinding/Flooring

6.1 Elevation of excavation of foundation bed with respect to plan: ..........................................

6.2 Excavation as per design? Yes /No


6.3 Condition of foundation bed approved? Yes /No

6.4 Material of Foundation Bed: Rocky /Sandy /Silty /Clayey

6.5 Placing and compacting stone ballast as per design? Yes /No

6.6 Blind concrete placed as per design? Yes / No

6.6.1 Blind concrete mix: .......................................................

6.6.2 Cement: Brand: ............................ ; Volume/Weight used: .................................

6.6.3 Sand: Clean? Yes /No

6.6.4 Water: Potable? Yes /No

6.6.5 Thickness: .....................cm ; Width: .............m; Length: .................m; Volume: .............m3

7 Reinforced concrete

7.1 Foundation /Column /Beam /Lintel /Shed for Doors and Windows

7.2 Scafolding/Formwork/Level approved as per design? Yes /No

7.3 Arrangement of Reinforcing steel approved as per design? Yes /No

7.4 Counted Number/Diametre/Spacing of bars as per design? Yes /No

7.5 Thickness of clear cover as per design? Yes /No ; Actual thickness: ................cm

7.6 Floor level checked as per design? Yes /No

7.7 Quality of steel: Brand: .......................................... ; Markings: ............................................

7.8 Reinforcement preparation:

Cleaned: Yes /No ;Tied:Yes /No ;Anchoraged: Yes /No ;Spliced: Yes No

7.9 Design Concrete Mix: ..............................................

7.10 Cement Brand: ................................; Volume/Weight used today: ........................................

7.11 Aggregate Size: ..........................mm; Quality and source: ....................................................

Washed? Yes /No

7.12 Sand: Size: ...................................mm; Quality: .....................................................................

Sieved and cleaned? Yes /No

7.13 Water Potable? Yes /No

7.14 Volume of concrete poured today? .............................................m3

7.15 Concrete Vibrator used: Yes /No ; Concrete Rodded? Yes /No

7.16 Arrangement for curing made? Yes /No

7.17 Removal of formwork planned after: .......................days of concrete poured.

8. Pile foundation

8.1 Pile: Wood /Reinforced Concrete

8.2 Size of pile: Length: ...............m; Width(square): ..........cm; Diametre(circle): ...............cm

8.3 No. of Piles: ..............................; No. of Pile group: ......................................


8.4 Pile arrangement checked? Yes /No

8.5 Expected depth of driving: ......................m

8.6 Completed driven depth: .........................m

8.7 Pile driving recorded? Yes /No

8.8 Graph showing No. of blows versus settlement drawn? Yes /No

9. Masonry/Plastering work

9.1 String lines set out Vertical? Yes /No ; Horizontal? Yes /No

9.2 Motar Mix: ....................................

9.3 Cement: Brand: ................................; Volume/weight used: ........................................

9.4 Stone/Brick: Size: ..............cm.To ...............cm; Quality and source: .............................

Cleaned? Yes /No

9.5 Sand: Size: ...................................mm; Quality: ..............................................................



9.7 Quantity of Masonry completed today: ........................................................m2

9.8 Quality of Masonry work: Satisfactory /Unsatisfactory

9.9 Regular curing is being done? Yes /No

9.10 Type of Paint being used: Brand: ...........................; Quality: ................................................

No. of coat: Primer /1st /2nd

10. Roofing

10.1 Fibro roofing /GI sheet Roofing /Tile Roofing /Other: ................................

10.2 Size and quality of timber beams for roofing checked? Yes /No

10.3 Size and quality of timber rafter checked? Yes /No

10.4 Size and quality of X beams checked? Yes /No

10.5 Size and quality of vertical members checked? Yes /No

10.6 Bolts and nails fixed as per requirement? Yes /No

10.7 Quality and size of roofing material checked? Yes /No

10.8 Joints are properly nailed/bolted/sealed? Yes /No

10.9 Side planks around the roof placed? Yes /No

10.10 Material for false ceiling is satisfactory? Yes /No

10.11 Construction of false ceiling is satisfactory? Yes /No

10.12 Type of Paint being used: Brand: ..............................; Quality: ...............................


11. Sanitory Work


11.1 Sanitary fitting for bath and toilet satisfactory? Yes /No

11.2 Floor and wall tiles fitted properly? Yes /No

11.3 Septic tank made for toilet as per design? Yes /No

12. Door and window

12.1 Dimensions as per design? Yes /No

12.2 Quality of wood: ………………………………………………….

12.3 Type of Paint being used: Brand: ...............................; Quality: ................................


13. Miscellaneous

13.1 Tiles Installation: Quality: .................…...................................

13.2 Electrical Network: Comment: ……………………………………………………

13.3 Cleaning after completion of the project? Yes /No

14. Instruction passed and actions taken:

....................................................................................................................................................

....................................................................................................................................................

....................................................................................................................................................

Date: ............................................. Date: .............................................

Signature Contractor's representative Signature Inspecting TSS(RDP)

Name:................................................ Name:................................................

Date: .............................................

Signature Inspecting TA (RDP/GTZ/DED)

Name:................................................


SITE INSPECTION RECORD FOR STRUCTURE WORKS

1. General

1.1 Contract Title: ..........................................……….Contract Number: ..............................

1.2 Project type:CBRDP /CF /Other: ...............................................

1.3 Commencement date: .............../................/.................

1.4 Inspected by: ........................................................................................……...(TSS/TA)

1.5 Contractor's Representative: ..............................................;Tel: ..................................


1.7 Worksite location: Province: Kampot; District: .................; Commune:.............................;

Village: ................................; Village Code: ...................…Road/Dam Name: ....................

1.8 Total structure number at this site: ………………………unit(s)

1.9 Nature of structure work: New Construction Repairing

2. Structure Type

2.1 Pipe Culvert/ Double Pipe Culvert/ Box Culvert / Double Box Culvert

Concrete Bridge /Drift /Other:..............................................….

2.2 Dimensions of structure: .............................................................................

3. Plant/equipment working at site:

3.1 Concrete Mixer: No: ........................... Capacity: ................................................m3

3.2 Concrete Vibrator:No: ........................... Brand Name: ..............................................

3.3 Other: .........................................................................................................................

4. Manpower at site (number):

4.1 Supervisors: …………………………….

4.2 Laborers: ……………….(men); ……………………(women).

5. Safety and Organisation at the Site:

5.1 Safety guidelines/ manuals are passed to the site? Yes /No

5.2 Any accidents? Yes /No Date: …………………..

Explain: ………………………………………………………………….………………

6. Foundation

6.1 Elevation of excavation of sub-foundation with respect to design? Yes No

6.2 Excavation as per design? Yes /No


6.3 Condition of sub-foundation approved? Yes /No

6.4 Material of Sub-foundation: Rocky /Sandy /Clayey Other: ....................

6.5 Thickness: .....................cm ;

7. Reinforced concrete

7.1 Arrangement of Reinforcing steel approved as per design? Yes /No

7.2 Counted Number/Diametre/Spacing of bars as per design? Yes /No

7.3 Thickness of clear cover as per design? Yes /No ; Actual thickness: .................cm

7.4 Quality of steel: Brand: .......................................... ; Markings: ............................................

7.5 Reinforcement preparation:

Cleaned: Yes /No ;Tied:Yes /No ;Anchoraged: Yes /No ;Spliced: Yes /No

7.6 Concrete Mix as per specification? Yes No

7.7 Cement Brand: ..............................................................................

7.8 Aggregate Size: ..........................mm; Quality and source: ...................................................

Washed? Yes /No

7.9 Sand Size: ...................................mm; Quality: .....................................................................



7.11 Concrete Vibrator used? Yes /No

7.12 Arrangement for curing made? Yes /No

7.13 For abutment , arrangement for weep holes made? Yes /No

7.14 Removal of formwork after: .......................days of concrete poured.

8. Pile foundation (for concrete bridge in case it is mentioned in the design)

8.1 Pile: Wood /Reinforced Concrete

8.2 Size of pile:

Section : Square Width : .....................cm; Length: ...............................m

Circle Diametre: ...............cm; Length: ..................m

8.3 No. of total Piles: ..............................; No. of Pile group: .................................

8.4 Pile arrangement checked? Yes /No

8.5 Expected depth of driving: ......................m

8.6 Completed driven depth: .........................m

8.7 Pile driving recorded? Yes /No

8.8 Graph showing No. of blows versus settlement drawn? Yes /No


9 Masonry

9.1 String lines set out: Vertical? Yes /No ; Horizontal? Yes /No

9.2 Motar Mix: ........................................

9.3 Cement Brand: ..................................

9.4 Stone: Size: ..............cm to ...............cm; Quality and source: ............................................

Cleaned? Yes /No

9.5 Sand Size: ..............................mm; Quality: ........................................................................



9.7 Quality of Masonry work: Satisfactory /Unsatisfactory

10 Backfilling

10.1 Material used: local? : Yes /No ; Imported?: Yes /No Source: …………

10.2 Thickness of compacting layer: ………..cm

11 Instruction passed and actions taken:

1st Instruction: ( Date: …………………………)

……………………………………………………………………………………………

Action taken: (Date: ………………………….)

……………………………………………………………………………………………

2nd Instruction: (Date: …………………………)

……………………………………………………………………………………………


……………………………………………………………………………………………

3rd Instruction: (Date: ……………………………..)

……………………………………………………………………………………………


……………………………………………………………………………………………

Date: ……………………………… Date: ………………………… Signature Contractor's representative Signature TSS district (PDRD) Name:................................................ Name:................................................ Date: ………………………… Date: ............................................. Signature TA RDP Signature Sub component manager Rural Road Name:....................................... Name:................................................


FIELD INSTRUCTION (FI)

FI No: ………………………..……………………..................... Date: ……………………………………………....................... Contract No: ……………………………………………....................... Description of Contract: ……………………………………………....................... Name of Contractor: ………………………………………………................... Instruction given by: ……………………………………………….....(TSS/TA)

INSTRUCTION: …………………………………………………………………………

…………………………………………………………………………

…………………………………………………………………………

………

SKETCH:

Instructed by: ……………. Instruction Received by contractor: …………………….

(Note: Original copy to be given to the contractor and carbon copy to be kept by TSS/TA for record)


Annex 9: Feedback sheet PLEASE SEND YOUR COMMENTS & SUGGESTIONS ON HOW THIS BOOK CAN BE IMPROVED

1. How has the book helped you in your work? __________________________________________________________________________________________________________________________________________________________________________________________

2. Is the book well organized? Yes____ No____ 3. Could you find what you wanted easily? Yes____ No____

4. Which parts of the book were most useful and why?

____________________________________________________________________________________________________________________________

5. Are the concepts clearly explained? Yes____ No ____ If no, what concepts were not clear?_________________________________ ______________________________________________________________

6. Did you find any errors in the book? Yes____ No____

If yes, which and what page numbers?_______________________________ ______________________________________________________________

7. What difficulties did you encounter using the book and why? ____________________________________________________________________________________________________________________________

8. What else should be included in the next modification? ____________________________________________________________________________________________________________________________

9. Do you have any other suggestions/comments for improving the book? __________________________________________________________________________________________________________________________________________________________________________________________

THANK YOU FOR YOUR VALUABLE SUGGESTIONS AND COMMENTS.

Mr. Song Sophal, Planning and M&E officer PSU/CBRDP Ministry of Rural Development Or Mr. Ten Samrach, Advisor for Training and for M&E, CBRDP/RDP-GTZ House 05, Street 310, Boeung Keng Kang, P.O.Box 1226, Phnom Penh, Kingdom of Cambodia.

Please return to:

157 Annex 9 Feedback sheet