PEA-PaViDIA
Participatory Extension Approach + Participatory Village Development in Isolated Areas
A Textbook Ver. 1.2
Ministry of Agriculture and Cooperatives Department of Agriculture
-ContentsIntroduction ............................................................................................................................1 Overview of PaViDIA .............................................................................................................2 Phase I: Preparatory ...................................................................................................................7 Village Listing and Selection .............................................................................................8 Information to Villages and Preparation for Village Workshop .................................. 12 Phase II: Analysis .................................................................................................................... 19 Participation Assessment ............................................................................................... 20 Vision of Agricultural Village Development .................................................................. 26 Village Resource Finding ................................................................................................ 32 Technical Suggestions from CEO ................................................................................... 36 Tower of Ideas ................................................................................................................ 40 Agricultural Village Development.................................................................................. 40 List of MP (Micro Project) Alternatives ......................................................................... 44 Formation of Preliminary Project Committee ............................................................... 48 Phase III: Planning .................................................................................................................. 51 Feasibility Review of MP Alternatives........................................................................... 52 Finalization of MP Selection and Formation of Management & Learning System ... 56 Documentation for Proposal ........................................................................................... 60 Phase IV: Implementation and Utilization .................................................................................. 73 Pre-implementation Arrangement ................................................................................. 74 Micro Project Implementation:....................................................................................... 78 Starter Sub-Project.......................................................................................................... 78 Starter Sub-project Report and Second Funding .......................................................... 86 Phase V: Monitoring and Evaluation .......................................................................................... 91 Monitoring for utilization and improvement................................................................. 92 Participatory Evaluation and Expansion of MP ........................................................... 98 Back to Routine Extension ........................................................................................... 104 Annex ................................................................................................................................... 109 Risk Management ..........................................................................................................110 Comparison of PEA, PaViDiA and PEA-PaVIDIA .......................................................115 Documents ......................................................................................................................118 Functions of HQ, Province and District and Funding Arrangement ........................ 131 RESCAP: a MACO’s project supported by JICA ......................................................... 134
PEA-PaViDIA Textbook
Introduction
PaViDIA stands for Participatory Village Development in Isolated Areas. As its name shows, PaViDIA Approach aims to facilitate village development in isolated areas. PaViDIA Approach was developed as one of extension approaches of MACO (Ministry of Agriculture and Cooperatives) through PaViDIA Project, which was a MACO’s international technical cooperation project supported by JICA (Japan International Cooperation Agency). PaViDIA Approach is intended to support income generating activities in targeted village communities through Micro Projects. The effectiveness of these projects and local capacity development and sustainability are supported through community-level training and provision of start-up capital for development of infrastructures and income generating activities. Through this participatory development process, villagers (farmers) gain the ability to identify their objectives and solutions to their problems by themselves. Villagers’ ownership can thus be ensured and capacity developed through their own selection, implementation, management, monitoring of micro projects activities. Micro projects that require group activities would also enhance self-help attitude and autonomy. PaViDIA Approach is a very comprehensive approach which is explained by lengthy 4 manuals. The process is sometimes too time-consuming for busy CEOs who have to visit the number of villages. In addition, PaViDIA is one of the practical versions of PEA (Participatory Extension Approach), but this fact is not well understood by some stakeholders especially CEOs. There have been calls for simple version of the PaViDIA Approach, integrated with PEA cycle. This booklet is an answer for the calls for a simple but effective integration of PaViDIA Approach with PEA. The booklet explains PaViDIA Approach in easy steps in 5 phases like PEA. This extension approach is called “PEA-PaViDIA”. The readers may want to know more about details which do not appear in this booklet. Thus, the readers are recommended to read the original manuals of PaViDIA and PEA which are all available in MACO-HQ. -1-
Overview of PaViDIA
Introduction
PaViDIA Stands for “Participatory Village Development in Isolated Areas”. PaViDIA Approach is one of agricultural extension approaches of MACO to support famers in “a village” as an entry point.
① Start Discover and utilize local resources. Work together!
②
MACO’s Extension Officer facilitates Workshop。
③
Support to MACO’s Extension System
Micro Project is implemented.
⑥ Support to Extension Officers* Village
Groups
Individuals Micro Project = a sum of sub-projects
(Income Generation Activities)
⑤ Socio-Economic Village （Social Dev. + Economic Dev.）
Problem – Solution - Learning
④
-2-
Note*: Some extension officers suffer from shortage of fuel to do extension works. In this case, the village provides fuels for extension officers.
PaViDIA Approach is implemented within MACO Extension System. POR (PaViDIA Operation Room) is a multi-strata organization within MACO Extension System to facilitate implementation of PaViDIA Approach MACO Dept. of
MACO / Dept. of
Agriculture
Policy and Planning Legend
POR-HQ
Abr.
Full name PaViDIA Operation POR Room D.D. Deputy Director of Dept. Agric. of Agriculture Provincial Agricultural PACO Coordinator Provincial Agriculture PAO Officer Province Subject Matter PSMS Specialist District Agricultural DACO Coordinator Senior Agriculture SAO Officer District Subject Matter DSMS Specialist
(D.D. Agric.)
POR-Province PACO
PAO PSMS POR-District
DACO
SAO DSMS BEO
CEO Village (Farmer)
PaViDIA Approach is intended for use in isolated areas o f
BEO
Block Extension Officer
CEO
Camp Extension Officer
Table: Number of Districts, Extension Officers and Estimated Number of Villages District Extension Officers Village (estimated) Province All Isolated All Isolated All Isolated NORTHERN 12 6 156 53 1,662 768 LUAPULA
7
7
154
154
1,038
1,038
NORTH WESTERN
7
6
140
104
787
534
WESTERN
7
7
141
141
1,036
1,036
LUSAKA
4
1
82
3
389
25
CENTRAL
6
3
165
79
1,181
559
and it targets four
COPPERBELT
10
0
177
0
532
0
provinces such as
EASTERN
8
5
216
118
1,831
980
SOUTHERN
11
6
190
69
1,465
508
TOTAL
72
41
1,421
721
9,922
5,448
TOTAL (the first four provinces*)
33
26
591
452
4,523
3,376
Zambia. Expansion Strategy is drawn by POR-HQ,
Northern, Luapula, Northwestern and Western provinces, together with Lusaka Province.
* The first four provinces are Northern, Luapula, Northwestern and Western.
Note: Extension Officers include CEO and BEO. “Isolated” means those are under districts characterized as “isolated” districts. As of Dec. 2008 , quoted from “PaViDIA Expansion Strategy”
-3-
PaViDIA Micro Project is the core tool of PaViDIA Approach. It is a set of small-scale agricultural projects. Micro Project is managed by villagers who are supported by extension officers as a part of extension service.
PaViDIA Micro Project is an enterprise to provide opportunities to the villagers.
The villagers are owner of the project.
For the Micro Project to
be sustainable, the villagers cooperate together to continue the project.
-4-
MACO Field Extension Officers (i.e. CEO: Camp Extension Officers) are facilitators of PaViDIA Approach. CEO facilitates villagers in a target village in the process of PaViDIA Approach from planning to evaluation. The quality of services (facilitation) given by CEO is a key factor of success of PaViDIA. Thus, CEOs are strictly selected* and trained on PaViDIA Approach.
* Note: CEO to manage PaViDIA should be selected very carefully by checking the ADEOs (Agriculture Diary for Extension Officers), submitted reports, etc. PaViDIA Approach is an extension approach. CEO uses the Micro Project as an arena of his/her extension service such as demonstration of new techniques. More “practical” advices are given.
Extension Officer
-5-
There are five phases of PEA-PaViDIA. At each phase, there are some stages to be followed. Cycle
Phase I Prepartory
Phase V M&E
Phase II Analysis
Phase IV Implementation
Phases PHASE I Preparatory
PHASE II Analysis (Village Planning Workshop)
PHASE III Planning
PHASE IV Implementation / Utilization
Phase III Planning
Stages Village Listing and Selection Information to villages Participation Assessment Shared Vision of Agricultural Village Development Resource Finding: Success Stories/ Resource Mapping/ Stakeholders Finding Suggestions from CEO Tower of Ideas of Agricultural Development Listing of MP (Micro Project) Alternatives Formation of Preliminary Project Committee Feasibility review of MP Alternatives (e.g. resources) Selection and integration of MP Finalization of MP sub-projects and its Management System and Learning system Documentation Micro Project Plan, Plan of Operation, Plan of Budget, etc Pre-implementation Arrangements Micro Project Implementation Starter Sub-project report and second funding
PHASE V Monitoring for utilization and improvement Monitoring/ Participatory Evaluation and Expansion Evaluation Back to routine extension / Self-Expansion *Note: PEA-PaViDIA cycle is expected to be completed about 3 years. The indicated durations are just expected values. They are varied based on progress of the project. -6-
Duration* 1-2 weeks
1 day (or 2 days)
1 week or less A half day 1 week or less 6 month - 1 year
2 years
Phase I: Preparatory Phase I Prepartory
PhaseV M&E
Phase II Analysis
Phase IV Implementation
Phase III Planning
-7-
Phase I - 1
Village Listing and Selection OBJECTIVES
To select candidate villages to be visited for planning PaViDIA Micro Project STEPS
1. Confirm my geographical coverage of extension service 2. List up all candidate villages (Long list) 3. Evaluate them with 4 criteria 4. List up a handful number (3-5) of candidate village (Short list)
OUTPUT
Evaluation Sheets of Candidate Villages -8-
- Explanatory Notes-
1. Confirm my geographical coverage of extension service PaViDIA is one of the MACO extension approaches, which should be conducted in routine extension work. It is important to select the target villages from your routine clients which can be visited by you continuously. If you conduct your extension service by using a motorbike, your coverage can be 20-50km radius from your house. If you are using a bicycle, the coverage is around 10km radius. Of course, if you do not have any means of transportation, you still cover some villages which are accessible by foot. So it is the first step for PaViDIA Micro Projects to know your geographical coverage of extension service. The book of ADEOs (Agriculture Dairy for Extension Officers) has a page of camp map.
It is useful to confirm your camp
map and find the area you visit routinely, from which the target villages should be selected.
2. List up all candidate villages (Long list) Within the coverage of your routine extension service, how many “villages” can you find? “Village” is an area and its residents who are governed by a Headman, who is certified by traditional chiefs. PaViDIA aims rural villages as its entry point for extension service. You make a long list of villages within the coverage area. If the number of village in the area is exceeding 20, you just select 20 villages which you normally visit. The villages you selected are listed with basic information as follows. No.
Village Name
Distance from CEO
No. of Households
1. 2. 3. 4. 5…. 20 It is important to involve CAC (Camp Agricultural Committee) to make this list because CAC will play a role of coordinating all agricultural related activities. -9-
3. Evaluate them with 4 criteria It is recommended to choose 5 villages from the long list by using the following criteria. 1) Accessibility from CEO Is it easy to access to the village by means of transport? 2) Population Size of Farmers Is there a good number of farming population? 3) Potential for Agriculture Is there any potential resource for agriculture? Are there any river, forest, good soil, market, human resource like lead farmers, strong cooperative, and so on? 4) Village Leadership Headman and village leaders are friendly and cooperative with CEO?
Evaluate the village with these criteria.
It is recommended to quantify your
evaluation like 1-5 for each criterion and make summation of quantified evaluation as follows. For this evaluation to be more participatory, it is recommended to involve CAC (Camp Agricultural Committee) to conduct evaluation. A sample of village Selection
No. 1. 2. 3. 4. 5…. 20
Village Name Mutele Chibango Nwana Chiliyaeka **** *****
No. of Distance HH from CEO 70 3 km 30 5 km 100 10 km 150 20km ** ***
1)Access 2)Farming 3)Potential Pop. Agric. 5 4 3 5 3 4 3 4 3 1 5 4
4)Leaders hip 2 4 4 3
4. List up final candidate villages (Short list) With the evaluation of the 20 villages in the long list, you select a handful number (3-5) of candidate villages as a shot list.
A basic rule of selection is to select
them with the total scores which are high. When you have more than 5 villages which all have high total scores, it is also recommended to select based on the first two criteria such as “Access” and “Farming Population”. Because the criteria “Accessibility” and “Population” are generally known by your routine extension work but other criteria such as “potential of agriculture” and “leadership” are known only by your subjective judgment, which cannot be proven scientifically.
In this case, it is practical to choose the near villages you can access
easily in your routine work. - 10 -
Total 14 16 14 13 ** **
A sample of village Selection
No.
Village Name
No. of Distance HH from CEO
1)Access 2)Farming 3)Potential Pop. Agric.
4)Leaders hip
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 * The number of candidate villages from the list is decided with your work schedule. CEO must cover as many villages as possible.
- 11 -
Total
Phase I - 2
Information to Villages and Preparation for Village Workshop OBJECTIVES
To inform the village leaders and other villagers about PaViDIA concept and the village workshop schedule STEPS
1. Visit village leaders (Headman, lead farmers, other key stakeholders) 2. Explain the concept of PaViDIA 3. Agree upon the date, venue and condition of the workshop 4. Let the leader inform the village workshop to other villagers 5. Ask to write a base map of the village OUTPUT
Agreement of PaViDIA Implementation Villagers who are informed about PaViDIA and Village Workshop - 12 -
- Explanatory Notes-
1. Visit village leaders (Headman, lead farmers, other key stakeholders) CEO visits one of the candidate villages to meet headman and other important stakeholders such as lead farmers, cooperative board members. It is recommended to meet them in a group for time consideration.
2. Explain the concept of PaViDIA to be understood CEO explains the concept of PaViDIA Micro Project. The points of PaViDIA Micro Project (referred as MP) can be summarized as follows. 1) MP is a community-based project for agricultural village development which is owned by village including all village members. 2) MP consists of 2 or 3 agricultural and income-generating activities such as crop / vegetable growing, storage shed, new agriculture equipment, seed-loan, etc. The contents are decided by villagers in the workshop. 3) MP is owned by village but implemented by a selected member of the community (namely Project Committee), which is elected by villagers. 4) Headman is the overseer of the project, not implementer. Headman is supporting Project Committee especially for mobilization of villagers. 5) MP is a tool of MACO extension service and CEO will provide extension service through MP for this village. Thus, MP site becomes a Demonstration site where CEO visits regularly to provide for extension service. 6) MP is a participatory project in which all villagers play their roles to cooperate together. If the villagers lost interest for the project and the project is simply closed and CEO walks away. 7) Funding for MP is expected from the government. But it is not so big and labor of the villagers including village leaders are voluntary. Or simply use the PaViDIA Implementation Agreement Format to explain. In the explanation, it is recommended to avoid explanation of the financial support issues like “your village will be funded 1 million”. This information will mislead the village leaders for over-expectation. After the end of the explanation, questions from the leaders are answered. At the end of this session, CEO asks the village leaders as to whether they accept to have a village planning workshop or not. If the leaders are not able to decide it, CEO recommends them to decide as - 13 -
soon as possible, because workshop schedule is filled by other villages accepting the idea first. If the leaders agreed upon, let the leaders (headman) to sign on the PaViDIA Implementation AGREEMENT.
3. Agree upon the date, venue and condition of the workshop When the leaders agree upon implementing PaViDIA Micro Project, CEOs agrees upon the date and venue of the village workshop. Date: One day Time: Starting 9:00 to 16:00 hours Venue: Somewhere to hold 70-100 people gather for long hours Conditions of the workshop are explained as follows. 1) The workshop is commenced after more than 70% of representatives of all households in the village. 2) After waiting for 2 hours with less than 70% of participation, the workshop is postponed / cancelled. 3) Stationeries for the workshop will be provided, but there is no financial aid to provide amenities such as lunch / tea. These amenities should be prepared by villagers’ initiatives. This is a PaViDIA’s philosophy. 4) After the meeting, Preliminary Project Committee is formed by villagers. They are making a proposal with CEOs. They are all voluntary.
4. Let the leader inform the village workshop to other villagers The leaders (Headman and other leaders) inform the date and venue of the workshop to all villagers. The leaders also negotiate villagers to bring own amenities (tea/lunch) for the workshop. The leaders are advised to contact CEOs soon if the workshop is not able to be held for some reasons.
5. Ask to write a base map of the village During the time for informing other villagers, the village leaders ask someone to write a base-map of the village on a flip chart. The map shows items as follows. - Road - Rivers - Forest - Farm lands (demo) - Resident area - Markets, School, Clinic, Church, etc. The map does need to be very detail. If it is difficult, this can be done in the next stage. This map will be used in the workshop. CEO also asks the leaders to provide a list of villagers. - 14 -
Province District Camp CEO name PaViDIA Implementation AGREEMENT The village of
agrees to the following conditions for
implementation of micro project under PaViDIA. Conditions 1.
Decision on village selection and fund disbursement
The decision on village selection and fund disbursement will be made by PaViDIA Operation Room (POR) based on the information supplied by the villagers themselves and that decision shall be final.
2.
Community participation
Construction work for infrastructure should be done by the villagers themselves. Hence, the scale of the structure should be within the capability of the community.
70% or more of the village households and at least 30% of women should be present at community sensitization meeting, wealth ranking, all village project meetings and the Village Planning Workshop.
Special attention should be given to the vulnerable at each stage of micro project development.
No amount of money from the project shall be paid out for villagers’ labor, including work done by village leaders and project leaders.
3.
Village workshop
Village Planning Workshop should be conducted by the trained extension officer in order to make proposal for micro project.
End review and evaluation should be executed by 70% or more of the village households, plus at least 30 % of women under the facilitation of the extension officer when the second half activities are completed, or near completion, as guided by the District.
Participatory Monitoring should be attended by 70% or more of the village households, plus at least 30 % of women and conducted once a year from the following year of micro project implementation in order to assess the progress towards sustainable village development, and the result should be submitted to the District by the extension officer. - 15 -
4.
Extension Service Through Micro Project MP is a tool of MACO extension service and CEO will provide extension service through MP for this village.
MP site becomes a Demonstration site where CEO visits regularly to provide for extension service.
Villagers (farmers) should organize a group (Farmer Study Group) to receive the advices from CEO regularly at the demonstration site(s) of MP.
A land field is allocated as a community field for the demonstration site, if there is no appropriate land available.
5.
Financial guideline
The village must strictly adhere to budget guidelines, as speculated in “Points of notice for budget plan” (page 71 in PEA-PaViDIA Textbook).
The first sub-project (starter sub-project) should be assessed within a half year (or otherwise speculated by the district) from the time of first fund disbursement In case of failure of the completion or mismanagement, the village should retire and return the left over fund to POR through the district. Receipt keeping The original receipts should be kept by the extension officer, and the project treasurer should keep the copies. *Receipt must be secured and assured even when some purchases are made locally using a copy of the receipt sheet in the PaViDIA Field manual for Village micro Project Planning. The project treasurer together with the CEO must submit monthly financial report to the district using the attached financial report format in the PaViDIA Field Manual for Village Micro Project Planning. Principle of withdrawal and expenditure No one in the project or even the CEO should keep more than One million kwacha in cash in hand for more than one week. If this condition is not followed in the first half period, the fund for the following half will not be disbursed. Robbery The community should be responsible for safety of project funds and if a robbery happened, the community must compensate the money lost.
Date Name of village head
Signature
Name of CEO
Signature
- 16 -
A sample of Base map
To District town
Legend =Road (main) =Road =house =Churchl =Water well =River = Forest = Market = Demo
D
D
100m
- 17 -
Column:
“Tips for Success Communication”
When you make an agreement with local farmers including village headman on some issues such as date/time of the next meeting, it is useful to leave a note for them what you have agreed. Without such a record, they easily forget and it will cause confrontation if you misunderstand each other. The note can be a piece of paper torn from a note book. For better use of the system, it is recommended to use a kind of Carbon copy paper to make an instant copy of the paper, which you keep and confirm in the next meeting.
CEO (note) Agreed Date: **/** Time: ** : ** Place:***
(copy)
Farmer/
Agreed
Headman
Date: **/** Time: ** : ** Place:***
This communication method can be applied in your extension work. When you give advice(s) to farmers, you simply take note what you advice(s) and give it to the farmers. The farmer can remember what has been advised and they can easily follow what you have told them. Again, without a such information tool, the advice will be misunderstood or mis-conducted. This method is also good to show your performance. By looking the pages and contents in your copied paper, you can show what you have advised to farmers. The supervisor(s) can check them and appreciate the CEO for the visible performance with notes.
- 18 -
Phase Analysis
II:
Phase I Prepartory
PhaseV M&E
Phase II Analysis
Phase IV Implementation
Phase III Planning
- 19 -
Phase II - 1
Participation Assessment OBJECTIVES
To assess the level of participation and cooperation by checking the number of participants in the workshop STEPS
1. Arrive at the venue before 30 minutes. 2. Check the number of participants with participation list 3. Conduct preparation activities during waiting for others 4. Wait until the number exceed 70% of total households 5. Decide whether the workshop should be held or not. (walk-away policy) OUTPUT
List of participants in the workshop
- 20 -
- Explanatory Notes-
1. Arrive at the venue before 30 minutes. CEO should arrive at the workshop at latest 30 min before the workshop starting time. CEO check the venues, the place of the workshop is held in terms of space, sitting area, presentation arena, wall (if possible) and shedding objects (like tree), etc. CEO should also check the workshop materials such as A4 papers, flip charts, markers, etc.
Arena Of Discussion
Headman
CEO
Figure: Sitting arrangement - 21 -
In a village, it is rare to find any wall to put flipcharts and cards. the workshop arena of discussion is found on the ground.
In a village,
Figure : Workshop using the ground Workshop stationeries are as follows. Workshop Stationeries Materials No
Material
Volume
1
Pen (Marker) Black
7+
2
Pen (Marker) Red / Blue
2+
3
Flip Chart (a set = 30-50 papers)
1+
4
Ream Paper (A4, a set = 500)
1
5
Ball point pen(s) for the facilitators
1
In the workshop, “a card” is used for discussion. folding A4 papers.
A card can be made by
A4 paper Card
- 22 -
2. Check the number of participants with participation list CEO waits for the participants to arrive at the venue. CEO checks how many people come on time, and check the number of participants every 15 minutes. It is a common pattern in Zambia that people come late at the time of meeting, but timeliness for the workshop is agreed by leaders, so it is a kind of test for leadership and cooperation level in the community. CEO gives a piece of papers to let the arriving participants to write their names and make a list of participants.
3. Conduct preparation activities during waiting for others During waiting for other participants, CEO can conduct preparation activities as follows. 1) Check the base-map of resource prepared by leaders and add more information by involving other participants, if necessary. 2) Chat with other participants about agriculture practices and production, and their common problems and opportunities. This information can help you to facilitate the workshop. 3) Sitting arrangement to everyone can see the arena of discussion 4) Ask to select some leaders in group discussion and secretaries to take a note
4. Wait until the number exceed 70% of total households CEO or village headman explains that the workshop is commenced only if the number of participants exceeds more than 70% of the total households, because workshop is about the village development project. CEO can check the reactions from the participants who are waiting for others. CEO can even ask some participants whether it is common to have such a kind of meeting and people come very late, how they feel about waiting for others, etc. By listening to opinions of participants, CEO can know how this village’s cooperation level is matured.
- 23 -
5. Decide whether the workshop should be held or not. (walk-away policy) PaViDIA applies “walk-away policy” for the community which is not ready for cooperation, because CEO’s time and resources are limited. The assessment should basically take the form of visual and verbal assessment. The latter is mainly in consultation with the villagers and their leaders, giving a “go ahead with the meeting” when the number of participating households is 70% or more and 30% or more women of total households. When the community doesn’t turn up to the required 70% or more and 30% or more women of total households for the second time or show frequent failure of participation, the CEO makes a decision of walking away from the village
Village households = 100 households 70 or more of households & 30 or more women on first day
No
Postpone the workshop
Yes
Bye!
Rearrange for another day
Go ahead
Yes
70 or more households & 30 or more women
Nullification of agreement
Walk away…..
Figure: Walk-away Policy
For practical application of this rule, however, CEO can start the workshop even before the number is not exceeding 70% at agreed time. The following steps like “Vision of Agricultural Village Development” and “Success Stories” can be conducted even before the number is exceeding more than 70%. However, the participants should be explained that this process is just temporary and it will be terminated if the number does not reach after 2 hours. After the walk away, CEO selects one of the village as a new candidate village from the list of villages, as explained in the previous phase.
- 24 -
Time Management of Village Planning Workshop Phase II : Assessment
Village Planning
Stage
Minutes
Starting Time
Finishing time
Participation Assessment
30
9:00
9:30
Shared Vision of Agricultural Village Development
60
9:30
10:30
60
10:30
11:30
Resource Mapping / Stakeholders Finding
60
12:00
13:00
Suggestions from CEO
30
14:00
14:30
Tower of Ideas of Agricultural Development
60
14:30
15:30
Listing of MP (Micro Project) Alternatives
60
15:30
16:30
Formation of Preliminary Project Committee
60
16:30
17:00
Resource Finding: Success Stories/
Workshop
The village planning workshop is expected to complete in one day. The above time table is a sample to show you how busy you are in the workshop. It does not include tea break time. Thus, the real time table will be more tighten than this. The most important part is “List of MP alternatives”. Therefore, you have to rush up the first part of the time table, if the workshop starts late. The worst scenario is that you take too much on the first part (like resource finding) and you rush up the final important part. In this case, the final outputs are made without enough consensus, so it will cause confliction afterwards. A tips for success is that you put more time-conscious in the first part until the part of “suggestion from CEO” and you put more content-conscious in the last part especially Listing of MP (Micro Projects). Another tip is that you show the schedule of the workshop at the beginning of the workshop and clearly declare the time of closing to ask for understanding for rushing some parts.
- 25 -
Phase II - 2
Vision of Agricultural Village Development OBJECTIVES
To clarify the objectives of agricultural village development with PaViDIA STEPS
1. Explain PaViDIA concept 2. Agree upon the PaViDIA Concept 3. Clarify goals of village development in the village 4. Make 6 groups by gender and age groups (young/ middle/ elders) 5. Make a wishing list for achieving the goals OUTPUT
Village development goal(s) with a Wishing list
- 26 -
- Explanatory Notes-
1. Explain PaViDIA concept CEO explains the PaViDIA and its Micro Project to participants together with village leaders. The points of the PaViDIA Micro Project are the same in the explanation to the village leaders. (See a previous section) Since this is explanation to larger audience, it is recommended to use a flip-chart to write points and diagram as follows. These are just samples.
PaViDIA Micro Projects
Project 1
Project 2
PaViDIA Micro Projects
Project 3
Village Headman Project Committee
Villagers
Villagers
Villagers
Other Villagers
CEO CEO
Sample 1 Sample 2 CEO emphasizes that the project is participatory and villagers’ voluntary dedication and cooperation are condition for the project.
2. Agree upon the PaViDIA concept CEO together with village leaders asks as to whether the participants agree upon the PaViDIA and its Micro Project concept. Agreeing methods can be voting or just simple asking. Especially, it is important to confirm that the community is wishing to work voluntarily for the PaViDIA Micro Projects.
3. Clarify goals of village development in the village CEO asks the participants to think about goal(s) of village development.
CEO
can ask like “what kind of the village do you expect to live in future?”, “what kind of - 27 -
village life you want in future?” After hearing the ideas, CEO writes down ideas in a card (made from A4 papers folded in half size) or on a flip chart. This will continue until ten (10) ideas come out. CEO asks one (or two) of the participants to put together ideas. When some ideas are the same, they should be in a one card. When they are similar to each other, they are put nearby. For this putting together, it is recommended to use a card rather than a flip chart. By putting together the ideas, the vision (goals) of village development in the target village is clarified.
Goals of Mukunga Village Happy
and
More foods
Wealthy Life Rich farmers
Schools
Clean Water
Healthy
with
Hospital Figure : A sample of Goals
4. Make 6 groups by gender and age groups CEO asks the participants to make a small group by gender and age group as follows. Male: Young age
Female: Young age
Male: Middle age
Female: Middle age
Male: Elder-Wise-men
Female: Elder-Wise-ladies
After this grouping, six groups are formed. - 28 -
Each group must have a leader and a secretary to make a discussion to be smooth. A leader leads their discussion and a secretary to write the opinions on cards. CEO as a facilitator needs to encourage the discussion if a group is not very active.
5. Make a wishing list for achieving the goals For achievement of the vision (goals) presented by the villagers, now the participants are asked to clarify what needs to be done especially in agriculture (including livestock and fishery) in their farming. Each group is asked to write some (from 3 to5) “practical” ideas to achieve the visions presented by themselves. The ideas should be agriculture-related. The time of preparation is 30 minutes. If the time has come, CEO announce that each group to come their cards. The time keeping should be maintained. All ideas are placed by representatives of groups with some explanation. Again the ideas are put together and categorized by its similarity. If the time allows, CEO ask more ideas which are not presented.
Ideas for Goals (Female,
Ideas for Goals (Male,
Ladies – 30-40)
Elder – 50+)
1. Chicken rearing 2. Vegetable (Tomato) 3. Small business (soya beans fritter)
1. ADP 2. Fish farming 3. Maize marketing business
Figure: Samples of ideas from groups. - 29 -
Goals of Mukunga Village Happy and Wealthy Life
Schools
More foods
Clean Water
Rich farmers
Healthy with Hospital
Wishing List Vegetable
Onion
Chinese Cabbage Tomato
Maize marketing Fund-raising for community school
Soya beans fritter / small business Chicken rearing
ADP cultivation
Goat rearing Water-well
Fish farming
Figure : Vision of Village Development for Mukunga village
- 30 -
for
Ice-breaking / Energizer Please make a list of Ice-breaking and energizer from you experience in the training.
1.
2.
3.
4.
5.
6.
7.
- 31 -
Phase II - 3
Village Resource Finding OBJECTIVES
To find natural and human/social resources to be utilized for MP STEPS
1. Find “success stories” happed in the village related to goals/ wishing list 2. By listening the stories, find related resources on the resource map 3. By listening the stories, list up key person(s) and organization(s) 4. Add more of natural and human resources for goals/wishing list
OUTPUT
Resource Map / List of Key Stakeholders
- 32 -
- Explanatory Notes-
1. Find “success stories” happened in the village The participants are grouped by same grouping (gender & age groups). CEO explains that PaViDIA promote resource-based village development with available resources, not outside resources, for sustainability. Each group is asked to find successful stories related to the wishes (ideas of agriculture activities) presented in the previous section. Typical questions are as follows. 1) In the past, did the village conduct a part of activities (or similar activities) presented in wishing list? 2) In the past did anyone / any organization conduct a part of activities (or similar activities) presented in wishing list? 3) Is there any good farmer who did very well in agriculture, which are similar in the wishing list? 4) Is there any cooperatives/ a group of farmers who did well in agriculture which are similar in the wishing list? Each group identifies three best success stories by answering the above questions.
Three Success Stories
30
minutes are given to this session.
1. Maize Marketing
After selecting 3 stories, titles of the stories are written in cards. One title is written on one card. The cards are put together. Each story is presented by representatives of
2. Irrigated vegetable 3. Construction of Church
Samples of stories - “About Maize Marketing, I am a member of the Makete cooperative. The cooperatives made a lot of profit by collecting small-scale farmers’ maize and sold in a good timing. With this profit, the cooperatives bought more maize seeds and fertilizers.” - “About Irrigated vegetable, I appreciate Mr. Shitondo and his groups managed to make a canal from the river to make a beautiful vegetable garden. The group made a lot of vegetables” - “About construction of church, we remember the village church was built with no cost because the bricks were made by us using only local soil. I think the same arrangement can be done for community school, and building other like storage shed!” - 33 -
2. Find resources on the resource map While a representative is presenting their success stories, CEO asks where it happens and marks the geographical point on the resource map. The resource map has to be prepared before the workshop. CEO continues asking what natural resources and infrastructures are related to the story, such as river, canal, soil, forests, roads, water-well, markets, etc. CEO indicates these “related/ used” resources on the resource map. For indication on the map, it is recommended to use symbols for easy understanding.
To District town
Legend =Road (main) =Road =house =Churchl
Makete Coop.
D
Sitondo’s farm.
=Water well =River = Forest = Market = Demo
D
D
Figure: Resource Map
3. List up key person(s) and organization(s) After or while a representative is presenting the story, CEO also asked who are involved in the story. They can be individuals, groups, organizations, other form of gathering.
They are, for example, lead farmers, headman, church leaders, cooperatives,
women groups, NGOs, MACO officers (CEO/ BEO/ SMS/ SAO). - 34 -
They are called
“Key Stakeholders”. CEO writes their names on cards (one stakeholder on one card). All cards are putting together. Key Stakeholders Mrs.Heren
Mr.Sitondo
Mr.Ndere
Lead farmer
Lead farmer
Lead farmer
Women
Makete
Headman
group
Cooperative
Mukongo
NGO
Church
World vision
CEO
Vet
officer
(Jane)
(Dr. Mateo)
Figure: Key Stakeholders.
4. Add more of available resources for goals/wishing list After confirming resource map and key stakeholders list, CEO asks the participants to put more of available resources which are not presented. Typical questions are “Is there any other resources that can be used for achievement of our wish lists?”, “Is there any other key personnel / key organization to help us to achieve the our wish lists?”, and so on. CEO encourages the participants to find resources within their community, so the community gains confident and a positive mind for development with available resources. This confident and positive mind is a pre-condition for successful PaViDIA Micro Projects. The key stakeholders like cooperatives, CAC (Camp Agricultural Committee), other agricultural organizations are very important to cooperate. Let’s think how Micro Project is working and harmonizing with them. On the contrary, outside resources like donor’s funding should not be promoted. If one of the suggested stakeholders is “funding donor” or “JICA”, CEO intervenes the community to find more realistic and sustainable. This session on the workshop is the place where CEO promotes the sense of self-reliable mind among the participants. - 35 -
Phase II - 4
Technical Suggestions from CEO OBJECTIVES
To introduce new agricultural technologies to be used for MP STEPS
1. Check the outputs (wishing list, resource map and list of key stakeholders) 2.
Explain agricultural technologies which are appropriate and useful for PaViDIA Micro Project
3. List up the appropriate technologies
OUTPUT
List of the Appropriate Technologies for PaViDIA Micro Project
- 36 -
- Explanatory Notes-
1. Check the outputs of the workshop PaViDIA is a participatory extension approach, but its participation is not limited to villagers. CEO is also a participant in this process. CEO is a facilitator, but he/she is not just facilitating. As a governmental extension officer, CEO is expected to provide technical information which is not known by the villagers. By provision of the new technical information, CEO also participates in the process. CEO check the outputs of previous sessions in the workshop, such as goal/wishing list, resource map and list of key stakeholders. From these outputs, CEO finds opportunities to introduce new technologies to improve the ideas from the participants. There are three types of technologies. 1) New Crop/Commodities 2) New Tools/ Equipment 3) New Techniques These technologies should be appropriate and sustainable in terms of level of farmers, natural resources, socio-economic conditions, which are learned by checking the outputs of the workshop. Some examples Conditions
=>
=>
=>
=> Possible suggestion
A few rice growers but rice markets New Crop : are there. NERICA (a new variety of rice) Bee keeping is done
New Tools: Smokers/ Veil / Beehive check-list
Fertilizer is too expensive
New Techniques: Improved Fundikila Method
2. Explain agricultural technologies which are appropriate for PaViDIA Micro Project For better understanding, it is recommended for CEO to choose only handful number (2-4) of technical suggestions. CEO writes the titles of the suggested technologies on cards (one technology on one card). CEO show the card to the participants to explain it. It is important to mention the relationship between outputs and suggestion. For - 37 -
example, when CEO suggests NERICA rice growing, CEO needs to explain why NERICA rice is good by using resource map and list of key stakeholders. Common sowing method on vegetables
Ideal pond management practices under maize integration • • • • • • •
Thick sowing is not economic and make seedlings spindly!
Stocking rates of 2fish/square meter Pond size of 200 square meters Three to four ponds per farmer or household Fish fed two to three times a day 10kgs of manure/100msq/week Fertilizer .5kgs/100msq/week Compost using umusuku,umtebetebe leaves, banana leaves and trunk in combination with wood ash
“Descriptive explanation”
“Visual explanation”
Diagram and pictorial drawing are very useful for better understanding of the suggestions.
Thus, it is recommended to prepare some presentation flip-charts “before”
the workshop about the suggested technologies. (The expected suggestions can be drawn even before the workshop, if CEO knows the area)
3. List up the appropriate technologies After the explanation, questions are raised by the participants and CEO answers the questions. At the end of the explanation, CEO asks the participants whether the introduced technologies are appropriate or not. CEO just asks “Please raise your hand if this ***** technology is very useful in this village”. You can see how many villagers like the particular idea. CEO counts the number (not necessary to be accurate) and put the number under the card. CEO continues doing this question for other suggested ideas. Finally, CEO can put them together with ranking from most popular to least popular. Ranking of Appropriate Technology Title
- 38 -
Voted
1. NERICA Rice
70
2. Improved Fundikila
58
3. Improved Bee-keeping
49
List of Appropriate Technologies to be promoted in Northern Province*
Commodity
Conditions to be promoted
Benefits/Cost
Techniques applied
NERICA
Grow both on upland and lowland but avoid areas with termite attack.
More soil fertility equipment than lowland rice. Higher buying price than Maize. Bran as feed for animals and fish.
Fundikila with green manure, lime, drilling, weeding, threshing by some tools
Lowland rice
Access to wetland since water requirement is high.
Less fertilizer equipment. Higher buying price than Maize. Bran as feed for animals and fish.
Fundikila with green manure, lime, pure seed, drilling method, weeding, threshing by some tools
Sesame and
Upland in low altitude areas with annual rainfall of less than 1000mm.
Processing requires more labour but the price for oil is high.
Ram (Yenga) press with improved processing method
Groundnuts
Avoid steeply sloping, very sandy and shallow surface soils and land near a swamp
Market is readily available and profit is moderate. Good for soil fertility maintenance.
Processing with NGOs
Beans
Avoid steeply sloping land, very sandy and shallow surface soils or near a swamp
Market is readily available and profit is moderate. Good for soil fertility maintenance.
Improved varieties and management
Maize
Fertilizer requirement is high so soil fertility maintenance is a key for sustainable production.
Profit is moderate and marketability is high if it is sold to FRA.
Improved varieties and soil husbandry management with Agroforestry
Finger millet
Well drained soils with gentle slope.
Stores longer without chemicals and new varieties grow in any part of Zambia.
Improved varieties and management
Bee keeping
Areas where there are more trees i n woodland.
Initial cost for tools are required but honey has long shelf life hence sold anytime.
Improved hive, smoker, veil and other tools with check list
Goat rearing
Easy to keep it because of its small requirement of grazing area.
Resistant to diseases and easy to manage. Cheap source of manure. Easily sold for cash.
Improved pen, breed, feeding of local plants, disease control and manure collection
Poultry
Availability of drained land, clean water with protected environment.
Improved pen, breed, feeding, disease control and manure collection
Bananas
Water requirement is high hence site selection or water availability is important. It prefers soils with much organic matter.
Profitability is very high if well managed. Risk of predators and disease are high if not prevented or protected. Good source of manure. It takes time to started bearing fruits but it produce fruits constantly once established.
production
processing
be
New varieties with improved management
* Note: This list is recommended by Province. CEO should consult with District office for the recommended commodities. - 39 -
to
Phase II - 5
Tower of Ideas of Agricultural Village Development OBJECTIVES
To list up all ideas of Micro Projects which are categorized by feasibilities STEPS
1. Reconfirm the all outputs 2. Think best ideas (activities) of what we can do in the four levels of feasibility 3. Combine all ideas into The Tower of Ideas of Village Development 4. Delete/ Add / Modify if necessary
OUTPUT
The Tower of Development
Ideas
- 40 -
of
Village
- Explanatory Notes-
1. Reconfirm the outputs of the workshop CEO asks the participant to reconfirm the contents of the outputs from the previous session. They are goal/wishing list, resource map, list of key stakeholders and technical suggestions from CEOs. CEO explains that these are resources base on which PaViDIA Micro Project is designed. CEO also reminds the participants again about PaViDIA Micro Project is an agricultural village development project.
2. Think 3 best ideas of what we can do with feasibility levels Participants are asked to back to the 6 gender/ age groups. Each group is asked to come up with ideas what they can do and/or what they want to do for achievement of their agricultural village development goals. There are four categories of the ideas (activities) as follows. Level 4. Activities with big financial input (More than 1 million) Level 3. Activities with small financial input (Less than 1 million) Level 2. Activities with help of CEO (but not financial input) Level 1. Activities without any outside help Each group is asked to come up with 3 ideas for each level. Each idea is agreed and written in a card. Therefore, a total of 72 cards (3 cards for each of 4 levels from each of 6 groups) will be expected to come up.
Level
Examples
Level 4
Level 2
Machine type equipment (hammer mill), ADP (large livestock), Infrastructure (storage sheds), etc. Trial of a new variety (crop/ vegetables) with seeds, small livestock, food processing, farming equipment (non-machine) Learning a new variety crops, Farmer Study groups, Improvement of farming methods, etc.
Level 1
Clearing areas, opening a new land, organizing social groups, etc.
Level 3
- 41 -
4. Combine cards into The Tower of Ideas CEO asks the participants to put their cards together in “the Tower of Ideas for Agricultural Village Development”. The Tower is a conceptual framework of expressing all possible options of ideas (activities), which are categorized into four categories in terms of feasibility.
Tower of Ideas for Agricultural Village Development Feasibility Level
Ideas/ Activities
Storage Shed
Level 4. Activities with big financial
Maize marketing
input (More than 1 million)
Level 3. Activities with small financial
ADP for cultivation Hammer-mill
Soya beans fritter business Goat rearing
Chicken rearing Fish farming
New commodity (NERICA/ Irish potato)
input (Less than 1 million)
Common commodity (tomato/ cabbage/ Beans)
Level 2. Activities with help of CEO (but not financial input)
Level 1. Activities without any outside
Improved Green manure
Bee keeping Low-land Rice (quality seeds)
Organic pesticide
Organization of
Clear canal of
Women Groups
stream
help
Help each other
Since as many as 72 cards are presented, CEO asks one (or two) of the participants to put together ideas.
When some ideas are the same or look similar, they
should be in a one card or put nearby. - 42 -
5. Add/ Delete/ Modify if necessary After putting together the ideas, CEO checks the numbers of ideas for each It is ideal to have around 7-10 ideas for each level. If the number is less than 7,
level.
CEO calls for more contribution especially level 2 and level 3. If a card is not very clear, CEO asks what it mean and modify it to clarify. If the card is not meaningful and even the group cannot explain it properly about the meaning, the card can be deleted after getting permission of the participants. Goals of Mukunga Village Happy and Wealthy Life
Wish List
More foods
Clean Water
Rich farmers
Healthy with Hospital
Wishing List Vegetable
Onion
Chinese Cabbage Tomato
Maize marketing Soya beans fritter / small business
Stakeholders
Key Stakeholders
Schools
Mr.Sitondo
Mr.Ndere
Lead farmer
Lead farmer
Lead farmer
Women
Makete
Headman
group
Cooperative
Mukongo
NGO
Church
Mrs.Heren
World vision
CEO
Vet
(Jane)
(Dr. Mateo)
officer
Fund-raising for community school
Chicken rearing Goat rearing Water-well
ADP cultivation
for
Fish farming Feasibility Level Level 4. Activities with big financial
Resource Map
input (More than 1 million)
Level 3. Activities with small financial input (Less than 1 million)
Level 2. Activities with help of CEO (but not financial input)
Level 1. Activities without any outside help
- 43 -
Ideas/ Activities
Storage Shed Maize marketing
ADP for cultivation Hammer-mill
Soya beans fritter business Goat rearing
Chicken rearing
Tower of Fish Ideas farming
New commodity (NERICA/ Irish potato)
Common vegetable (tomato/ cabbage/ Beans) Improved Green manure
Bee keeping Low-land Rice (quality seeds)
Organic pesticide
Organization of
Clear canal of
Women Groups
stream Help each other
Phase II - 6
List of MP (Micro Project) Alternatives OBJECTIVES
To list up Micro Project alternatives (candidates) with preference ranking STEPS
1. Remind the PaViDIA concept and Micro Project which are made from activities in level 2 and 3 2. Take all idea cards from level 2 and 3 3. Select only 10 ideas from the all ideas by voting (short list) 4. Make preference among 10 selected ideas by voting OUTPUT
List of 10 Micro Project Alternatives with preference
- 44 -
- Explanatory Notes-
1. Remind the PaViDIA concept and Micro Project which are made from activities in level 2 and 3 CEO explains that PaViDIA Micro Project is a participatory project which has technical supports from CEO with practical level of financial inputs. CEO also explained that MP consists of several (3-4) sub-projects. Therefore, the participants select candidate ideas (activities) for MP from the level 2 and level 3 in “the Tower of Ideas for Village Development”.
2. Take all idea cards from level 2 and 3 CEO takes all idea cards and put on the ground/ or paste on the wall where it is possible.
CEO puts them in vertical or horizontal or circle.
The shape of placing
cards is depending on the sitting arrangement. They should be placed where everyone can at least read it. CEOs read all cards when each card is placed.
Soya beans fritter business Cabbage
Chicken rearing
Bean
Goat rearing (small) Rice (NERICA/Lowland)
Feasibility Level Level 4. Activities with big financial input (More than 1 million)
Level 3. Activities with small financial input (Less than 1 million)
Improved Green manure
Tomato
Irish potato Activities with help of CEO
Bee keeping
Fish farming
Maize marketing
ADP for cultivation Hammer-mill
Chicken rearing Soya beans fritter business Fish farming Goat rearing New commodity (NERICA/ Irish potato)
Common vegetable (tomato/ cabbage/ Beans)
Level 2. (but not financial input)
Organic pesticide
Ideas/ Activities
Storage Shed
Level 1. Activities without any outside
Improved Green manure
Low-land Rice (quality seeds)
Organic pesticide
Organization of
Clear canal of
Women Groups
stream
help
- 45 -
Bee keeping
Help each other
the Tower of Ideas
3. Select only 10 ideas from the all ideas by voting Each participant is given 10 seeds (pebbles, beans, maize, any available thing) and asked to put them for their preferred 10 ideas. For this time, the participants are voting 10 ideas by putting a piece for each preferred idea. Arrangement of cards can be either vertical or circle as follows. The point is that you arrange the card which are all visible and easy for voting..
**** **** **** **** **** **** **** ****
**** **** **** **** **** **** **** ****
**** ****
**** ****
**** ****
**** ****
**** **** **** **** **** ****
**** **** **** ****
**** ****
Two type of card arrangement for 10 seed voting
After the voting, the 10 cards which have more votes are selected.
- 46 -
**** **** **** **** **** ****
**** ****
**** ****
Figure:
**** ****
**** **** **** ****
4. Make preference among 10 selected ideas by voting With the selected 10 ideas, the participants are given 5 seeds for each and again, ask to put their preference by voting. The results are counted and put on the corner of the cards.
Chicken rearing (70) Goat rearing (65) Cabbage (50) Bean (68) Tomato (40) Rice
(88)
Irish potato (35) Improved Green manure (45) Organic pesticide (29) Bee keeping (44)
Figure:
An image of a “10 seeds voting” result
- 47 -
Phase II - 7
Formation of Preliminary Project Committee OBJECTIVES
To establish a preliminary project committee (PPC) and To inform the following process to the villagers STEPS
1. Explain the following process before the funding is made. 2. Select 7 members for PPC. 3. Explain Learning System of PaViDIA Micro Project as Demonstration 4. Close the workshop
OUTPUT
Preliminary Project Committee Established Awareness of the following process - 48 -
- Explanatory Notes-
1. Explain the following process before the funding is made. CEO explains that the workshop outputs especially “The list of MP alternatives with preference ranking” are used for finalization of PaViDIA Micro Project. The following process is explained as 1) Preliminary Project Committee (PPC) is established by 7 members 2) PPC together with CEO design a draft plan of the PaViDIA Micro Project consisting of 2-3 sub-projects based on the list 3) The draft plan is presented to the villagers in a meeting (3 days later) 4) The participants vote for finalizing and authorizing the plan. 5) PPC together with CEO make a proposal for funding. 6) The proposal is appraised by District/Province/HQ. 7) The fund is disbursed to the village when it is accepted.
2. Select 7 members for PPC (Preliminary Project Committee) CEO asks the community to establish Preliminary Project Committee (PPC) which comprises 7 members from the community. The committee members should be literate and able to understand logics both of government and local community. It is also informed that Preliminary Project Committee is temporary just before submission of the proposal, but it will become semi-permanent Project Committee after authorization of the villagers. CEO asks the participant to become candidates or to recommend someone who has potentials to become the committee member. Gender and age balance should be considered in the selection of the members. PPC consists of Chairman, Vice chairman, Secretary, Treasurer and three Trustees.
Chairman
Vice-Chair
Secretary
Treasurer
- 49 -
Three Trustees
If there are several candidates, the community conducts election by voting. The voting methods can be done by using 10 seeds.
3. Explain Learning System of PaViDIA Micro Project If time is allowed, CEO explains about how CEO conducts extension service through PaViDIA Micro Project. PaViDIA Micro Project and its sub-projects are not only for the project committee members, but they are for all villagers. When the field is opened for one of the sub-projects, the field is used as Demonstration site where all interest villagers come along and CEO will provide his/her extension service through the project. The community is advised to organize farmer study group(s) among them while Project Committee is preparing the proposal.
Figure: Learning System (Demonstration of Micro Project site).
4. Close the workshop Before the end of the workshop, CEO and participants agree upon the date of the next meeting for finalization of the draft plan which will be made by PPC. It is informed that the next meeting is just for authorization so it requires just 1 - 2 hours to complete. The date of the next authorization meeting should be within 1 week. CEO together with Headman thanks all participants and close the workshop with closing speech of Headman / PPC members. After the end of the workshop, CEO agrees upon the date of the next meeting of PPC to select the PaViDIA Micro Project. If the workshop is closed earlier than expected, it can be conducted soon after the workshop in the same day. - 50 -
Phase Planning
III:
Phase I Prepartory
Phase V M&E
Phase II Analysis
Phase IV Implementation
Phase III Planning
- 51 -
Phase III - 1
Feasibility Review of MP Alternatives OBJECTIVES
To evaluate feasibilities alternatives for selection
of
MP
STEPS
1. List up all 10 MP alternatives 2. Evaluate them with 3 criteria 3. Give Suggestions from CEO for integration and improvement of selection of MP 4. Select MP sub-projects
OUTPUT
Evaluation Sheet of 10 MP alternatives Selected MP sub-projects
- 52 -
- Explanatory Notes-
1. List up all 10 MP alternatives Preliminary Project Committee members sit down with CEO to review all MP (Micro Project) alternatives. MP alternative are candidates to become the MP sub-projects. MP alternatives (10 alternatives) are all listed up with preference ranking, i.e. the most popular alternative is place at the top and followed by the second most popular alternative, and so on.
No.
MP alternatives
Votes
1
Rice (NERICA or Low-land)
88
2
Chicken rearing
70
3
Beans
68
***
****
****
10
Organic pesticide
29
2. Evaluate them with 4 criteria There are 3 criteria such as “Appropriate for Extension”, “Marketability/ Profitability”, “Skill Requirement”, “Cost Requirement” No.
MP alternatives
Votes
Appropriate
Market/Profit
Skill Req.
Cost Req.
for Extension 1
Rice (Low-land)
88
High
High
Moderate
1 mil
2
Chicken rearing
70
Middle
Middle
Moderate
3 mil
3
Beans
68
High
Middle
Easy
1 mil
Organic pesticide
29
High
Low
Difficult
0.5 mil
*** 10
“Appropriate for Extension” is evaluated if it provides a good opportunity for CEO to provide extension service through demo. “Marketability/Profitability” and “Skill Requirements” are evaluated by members from “high” to “low” or “easy” to “difficult” respectively. “Cost Requirement” is estimated either in quantitative value (e.g. ZMK) or qualitative value (e.g. expensive or cheap) by members and CEO. The estimation can be rough.
- 53 -
3. Give Suggestions from CEO for integration and improvement of selection of MP PaViDIA promote sustainable agriculture in which farming activities should be integrated by using local resources. It is important to select the MP sub-projects which are all integrated to each other, in order to maximize its potential and sustainability.
Crop/ vegetable
Fish farming
Small livestock
For example, if small livestock such as goat rearing is nearly selected, the next sub-projects should be selected by connecting to goat rearing, such as vegetable to be applied goat’s manure or fish farming using goat manure. integrate the sub-projects.
CEO suggests how to
CEO also suggests some technologies to improve the sub-projects.
For
example, CEO can suggest using an organic fertilizer (Green Manure) for improvement of the vegetable growing without increase fertilizer inputs. - 54 -
CEO can suggest
purchasing genuine variety of seeds, animals from a right place like ZARI. In the discussion, CEO can help PPC to select the best package of the sub-projects with his/her knowledge. Meanwhile, CEO should not “force” his/her idea for the selection, because the owner of the project is villagers, not CEO.
4. Select MP sub-projects Before starting selection, CEO reveals how much money a village can get for funding. CEO explains that the funding budget size (e.g. 10 million ZMK) is just a limit, under which all Sub-projects are implemented. In addition, CEO explains that not all of funding is given at one time. A part of it is given for Starter Sub-project, which is a smallest sub-project to be implemented as a pilot project. If the Starter Sub-project shows a good performance, others are funded. CEO advises that the budget size is just a framework for planning a Micro Project. After the discussion facilitated by CEO, the final draft of selection is made. The final selection is prepared as follows on the flip chart for presentation. Name
Description
Integration / New Technologies
1
Rice Seed Production
Pure Rice (Low-land) seeds to be Chicken manure is used. produced at the community farm and Green manure (improved give it to other villagers for Fundikila) is applied. production.
2
Beans Seed Loan
Beans (good certified variety) seeds to Chicken manure is used. be rent to individual farmers as seed Green manure (improved loan. Fundikila) is applied.
3
Chicken Rearing
Chicken (good certified chicken) are Organic local feeding is used reared by community in Pass-on (Titionia) system. (Receive one chicken, give Rice residues are used back two chickens)
4
Storage shed
Storage shed is constructed for Training is conducted at storage multi-purposes like storage, shed. community gathering, schooling, etc. Store beans and rice produced.
In the rule of PaViDIA, the funding is disbursed only for the Starter Sub-Project at first, then remaining funding is disbursed after the Starter Sub-Project is implemented successfully. For this purpose, the first line project should be the Starter Sub-Project, which requires least financial input from outside. - 55 -
Phase III - 2
Finalization of MP Selection and Formation of Management & Learning System OBJECTIVES
To get MP selection to be finalized with Management and Learning system STEPS
1. Hold a meeting for authorization 2. Explain the selected MP sub-projects to villagers 3. Explain the members of Project Committee 4. Conduct confidence voting to get authorization 5. Coordinate Learning System (Demo site/ Lead farmers)
OUTPUT
MP sub-projects to be proposed Management & Learning System - 56 -
- Explanatory Notes-
1. Hold a meeting for authorization PPC together with Headman organizes the meeting of villagers. It is requires that the meeting is attended more than 70% of the representatives of all households. However, if some representatives cannot attend and wish to give his/her vote to other representatives, they can give their right to vote to other participants. The participants write their name on the participants list. If some participants are given right to vote on behalf of others, they can indicate the name of the lists.
2. Explain the selected MP sub-projects to villagers PPC together with CEO explains about the selected MP sub-projects and their vision. In the explanation, the evaluation sheet of 10 alternatives and the list of selected MP sub-projects are used. All questions need to be cleared by answering from PPC with CEO.
3. Explain the members of Project Committee CEO
explains
that
the
members of current PPC are now candidates for the members of Project Committee. CEOs explain that the role of Project Committee (PC) is to manage PaViDIA Micro Project on behalf of villagers. Villagers are owners of the project, PC is implementer of the project. Project Committee can be changed by periodical election supervised by Headman. Headman is an overseer not implementer of this project. PC consists of Chairman (1), Vice Chairman (1), Secretary (2), Treasurer (1) and Trustees (3). The total number of the member is 7. CEOs ask the participants for suggestions to put more / other candidates for the members of PC.
If there is any other candidate, they are also considered as candidates
for the members of PC. - 57 -
4. Conduct confidence voting to get authorization Confidence voting is conducted for authorization of the selected MP sub-projects and committee members. All participants are given 2 seeds (pebbles) and they are asked to vote for two following question. Q1: Are you confident for the selected MP sub-projects? Q2: Are you confident for the elected Project Committee Members? Two tins (cans or containers) are prepared for each question. The participants vote either “YES” or “NO”. If “YES” exceeds more than 75% of the total vote, it is considered the selection of MP sub-projects and PC members is given confidence. Where there are more than 7 candidates for the membership of PC, you can change the question 2 like as Q2: Who do you want to elect as one of the members of Project Committee? The first 7 candidates who got more than others are elected as members of the PC. If the confidence voting does not reach more than 75%, CEO facilitates the modification process of the selection and conduct confidence voting.
5. Coordinate Learning System (Demo site/ Lead farmers) CEO explains that PaViDIA Micro Project a place for learning new technologies for all villagers. For example, bean production is conducted with new variety and new method of farming (such as green manure). It is a kind of demonstration site where CEO visit frequently and farmers can learn the new technologies by participating the sub-project. CEO facilitates the villagers to organize Farmer Study Group for the selected sub-project especially Starter Sub-project. For example, beans production is selected as Starter sub-project.
Where is the site? Is it a part of lead farmer’s land? Is it
accessible for many farmers? How many farmers want to visit the demonstration to - 58 -
learn together? How many sites are possible? By answering these questions, the village form Learning System, with which extension officers can provide their service more effectively in practice through Micro Project.
CEO
Lead Famer
Figure: Learning on Demonstration on Micro Project site For this learning process to be more productive, the CEO suggests that the member of the Farmer Study Group to buy a notebook and a pen for each members. Preparing a pen and a note is a good indicator for checking the level of dedication of each member to the learning from the demonstration, i.e. if a member rejects buying a note and a pen, it shows he/she is not serious of learning, because learning process is more difficult than preparing a pen and a note. (this condition is not applied to farmers who are very poor and are not able to buy anything.)
Check and Take a Note
- 59 -
Phase III - 3
Documentation for Proposal OBJECTIVES
To make a proposal for funding which consists of several documents STEPS
1. Make Micro Project Plan (MPP) 2. Make Plan of Operation (PO) 3. Make Plan of Budget (PB) 4. Prepare other documents 5. Submit the proposal to District
OUTPUT
The proposal of PaViDIA Micro Project submitted
- 60 -
- Explanatory Notes-
1. Make Micro Project Plan (MPP) Documentation of proposal is a key for successful funding. CEO supports Project Committee to write proposal. Proposal is based on outcomes of the workshop. The Micro Project Plan (MPP) is a table which summarizes the main contents of the Micro project. It explains goals, targets, activities, inputs and shows the responsible people for each subproject. The MPP is a type of Logical Framework. When applying this tool, it is essential to understand the logic model, which is the base of the tool. In a table, the connection (logic) can be shown as (Inputs) (Activities) (Outputs) (Outcomes) An example is shown below: Example of Logic model
Logic Outcomes ↑ Outputs ↑ Activitie s ↑ Inputs
Case1 “Farming Project”
Case2 “Poultry Project” from
selling
Case3 “Irrigation Project”
Improved farming in their fields
Income chickens
More harvest irrigated field
from
Trained farmers
Chickens ready for sale
Increased water irrigated field
Training of farmers by extension officers
Construction of a Poultry house Taking care of chickens
Rehabilitation of irrigation canals
Training materials Extension officers
Chickens Poultry house Construction funds
Rehabilitation materials and labor
in
the
the
The MPP is a logical planning tool. The MPP adapts a logical framework approach that is more simplified and suited to the context of Micro Projects conducted in Zambia. The MPP consists of three main parts, within which the Sub-project Log-frame applies the logic model. The three main parts are outlined below as follows:
- 61 -
Figure : Format of Micro Project Plan
Micro Project Plan Camp name: Village Name:
Date:
Chairman: Village Development Success Indicators
Version No.:
CEO:
Headman:
(Year/Month) Seed Money Generation: Kwacha in cash / bank Satisfaction of all: More than % of the villagers feel impart of improvement. Satisfaction of vulnerable people: % of vulnerable people feel impart of improvement.
Sub-project Log-frame Sub-project 1. Name Goals (annual)
2.
3.
4.
Financial Targets (IGA) Utilization Targets Basic Targets Main Activities Inputs Sub-project Leader page (1/1)
Part 1: Identification Information Identification Information includes: -
“Village name”…… Name of village. (if more than one village are combined, write the representative village name.
-
“Date”……….the date when the MPP is written.
-
“Version No.”…… The version of MPP. When the MPP is modified, a new version number should be put. If it is at the stage of drafting, before authorization by the appraisal meeting, the version number should be “draft 1”. After the authorization, the version number should be “1”. The number increases when the version is revised and modified.
-
“Chairman”……… Name of Chairman of the Micro Project Project Committee
-
“CEO”……………Name of Camp Extension Officer
-
“Headman”…………Name of Headman of the village - 62 -
Part 2: Village Development Success Indicators This part shows indicators against which the success of the Micro Project is evaluated. For the sake of simplicity, only three main indicators are introduced here, such as seed money generation, satisfaction of all villagers, and satisfaction of vulnerable people. By such simplification, even villagers can conduct evaluation by checking the financial records and voting. This part is the full responsibility of the Project Committee, i.e. the micro project Project Committee led by the main chairman must ensure that all indicators are achieved by the end of the project term. The work of the MP Project Committee is evaluated based on these indicators. If they are not satisfactorily achieved, the committee should resign or be dissolved so that new but effective members are elected. -
“(month/year)”……….It shows the end period of the Micro Project. Generally, it is set just one year after the start of the project. It is the end of the project’s term, and evaluation should be conducted using this timing.
-
“Seed Money Generation”…… It is the financial overall goal of the Micro Project. There must be IGAs in the micro project, which produce income that could be saved for the next year. An expected grand total of saving in cash and bank at the end of the project term is indicated here. The amount should be the same as the grand total of all IGAs’ savings, indicated in “Goals” in the Sub-project Log-frame. For details on seed money, please refer to figure 10 )
-
“Satisfaction of all”………. It is a qualitative indicator which measures improvement of the villagers’ life standards by their level of satisfaction. The satisfaction level should be quantified like “90% of the villagers feel impart of the improvement”. The percentage can be decided and adjusted by the committee members. However, the rate should not be lower than 75%. In evaluation, this can be easily collected by a simple-voting method or a multiple-voting method. (voting methods are explained later in the manual.)
-
“Satisfaction of vulnerable people”……. This is another qualitative indicator which measures impart of the improvement of the “poor” or “vulnerable” villagers. The vulnerable people must be identified from the result of the “wealth ranking” exercise. The percentage can be set by the committee, but not lower than 75%. The voting method can be used for collection of data. In addition, a focus-group discussion method can be used for in-depth analysis.
Part 3: Subproject Log-frame This is the main part of the MPP. A Micro Project has several subprojects. The Subproject Log-frame part consists of several subprojects, with which village development is achieved. Each subproject has its own goal, outputs, activities, inputs, and responsible leaders. The subcommittee for each subproject is responsible for the achievement of this part, i.e. the subcommittee is evaluated through achievement of annual goals. From Inputs to Goals, items are connected in a - 63 -
logical sequence as shown in figure below:
Figure: Example of Subproject Log-frame
-
Subproject Name Goals (annual)
(Subproject name) Economic and Social goals to be achieved by the subprojects (For IGA, the total saving from the sub-project)
Financial Targets (IGA)
Targeted financial gain (income or profit) from utilization of the outputs
Utilization Targets
Targeted utilization levels of the physical outputs
Basic Targets
Physical (tangible) outputs made by activities
Main Activities
Activities to produce outputs (basic targets)
Inputs
Inputs for main activities
Leader
Name of subproject leader (Chairman)
“Goals”…. are the highest objectives of each sub project. Goals explain “for what” a subproject is implemented. For IGA, the point is “how much seed money can be accumulated from the subproject”. Goals can vary depending on the type of the subproject. Even if a subproject is not IGA but can produce some income, the expected total savings should be estimated and stated in the “Goal” section. For example, Even if ADP is for agriculture and it is not primarily for income generation, its saving should be estimated and stated. The expected amount of saving is calculated from information of “financial target” stated in the row below the Goal. If the financial target is set as monthly profits, the expected amount of saving can be calculated and then multiplied by 12 (months).
-
“Financial Targets”… cover the financial aspect of outputs which the subproject produces. IGA subprojects such as consumer shop, sewing machine, etc, should indicate how much profit is expected to accrue. Estimation of the profit can be drawn as explained below.
Monthly Income = Number of customers (users) x Purchase per customer Monthly Expense = Employee + Transport + Purchase of goods + others costs Monthly Profit = Monthly Income – Monthly Expense - 64 -
Figure: Example of Financial target calculation
Category Users/ Customers (A) Income per user (B) Expected Income (C) =(A)x(B) Expected Cost (D) Profit (E) = (C)-(D)
“SHOP”
“ADP (Animal Draft Power)”
100 customers per week So, 5200 customers per year = 100 x 52 (weeks per year)
1 user per day So, 365 users per year = 1 x 365 (days per year)
Sold k 5,000 per customer
Rent fee k10,000 per use
k26,000,000 per year = 5,200 x k5,000
k3,650,000 per year = 365 x k10,000
Purchase of Goods = 18,200,000 (= Income x 70%) Salary of clerk = k600,000 (= k50,000 x 12 months) Total = 18,800,000
Salary of care-taker = k120,000 (= k100,000 x 12 month)
k7,200,000 per year = k26,000,000 – k18,800,000
k3,530,000 per year = k3,650,000 – k120,000
The period can be annually, monthly, weekly, daily, etc, based on the nature of the subprojects. The number of customers (users) can be drawn from information of “utilization targets”, found in row below “financial targets” in the MPP. All subprojects generating income should indicate their financial outputs “Financial target” section. There are some subprojects which do not generate any income such as road construction. In this case, no information is given in this part. For subprojects with agricultural input loans such as fertilizer, it is necessary to indicate the expected amount of recovery. -
“Utilization Targets”…. explain how much the subproject is expected to be used by villagers. It is critical for every subproject. For the consumer shop, it indicates how many customers are expected to visit daily, weekly or monthly. For ADP, it shows how many villagers are expected to use it daily, weekly or monthly. This can be a kind of estimation with imagination, but it requires careful thought and understanding of how the subproject operates. Because the subproject committee will be evaluated by achievement of the goals, which is calculated by financial targets based on this utilization targets, it is important that the columns are completed logically and comprehensively.
-
“Basic Targets”… are physical or tangible (touchable) outputs of the subproject. They - 65 -
are primary outputs and a pre-condition to achieve utilization and financial targets. In the case of a shop, they are the shop building, goods to sell and a trained shop clerk. In the case of ADP, they are trained oxen and cows with equipment, and a trained operator. In the case of an irrigation rehabilitation subproject, the outputs are the rehabilitated irrigation canals. There should be quantitative targets (indicators) in the basic targets. -
“Main Activities”… are actions to be executed to achieve basic targets. They are a summary, i.e. only main activities are stated here. The number of activities shown here is no more than four (4). Detailed activities are indicated in the Plan of Operation, which is one of the other documents forming the micro project proposal. Main activities should be a short list, but comprehensive enough to explain how basic targets can be achieved through their execution.
-
“Inputs”…. are materials or services necessary for executing the activities. Firstly, resources within the village should be considered as inputs. After all relevant resources in the village are exhausted for a given activity, inputs that need to be procured by outside resources (project funds) are considered. The more inputs from resources within the village mobilized, the more options for the subproject there are, since the outside resources are limited and outside project funding comes only once.
-
“Leader”…. is the person heading the subproject committee to manage the respective subproject activities. The leader is the key person for the success of the subproject. Thus, the leader should be carefully selected based on her/his capacity and human character. The stated leader shall be responsible for the achievement of the goals of a particular sub-project.
-
“Page”…. shows the current page and the total number of pages in the MPP. In case the number of subprojects exceeds the space provided on one face of A4 paper and needs 3 pages in total, you can continue to the next page and put the number of pages, like (1/3) (2/3) (3/3). It is recommended that all items of one subproject from “subproject name” to “leader’s name” are put on a single page. If one subproject cannot be contained in a single page, the number of columns (the number of subprojects) shown on a single page can be reduced, i.e. reduce the number of columns on a single page from four to two, so the space available is wide enough to fit the contents on a single page.
-
- 66 -
Example: Micro Project Plan Village Name: Mukunga Chairman: Munza
Date: 05/Sep../2012 CEO: Chando
Version No.: 01 Headman: Langa
Village
(By December, 2015)
Development
Seed Money Generation:
Success
Satisfaction of all : More than 90% of the villagers feel improvement.
Indicators
Satisfaction of vulnerable people: More than 90% feel improvement.
Sub-project Log-frame Sub-project Pure Rice Seeds Production - More than 100 Goals farmers are (annual)
distributed rice seeds - New Farmer Study Groups organized
Financial Target (IGA) Utilization Target
Basic Target Main Activities
Inputs
Sub-project Leader
Approx 10 million Kwacha in cash / bank
Beans Seed Loan
Chicken Rearing
Storage Shed
- More than 90% of the beans are collected. - More than 100 farmers are rent the beans
- ZMK 1 million from chicken sales returned to the community. - Income generation for villagers. - ZMK 50,000 of profit per villager from chicken sales - 50 villagers take care of a pair of chickens (Poor villagers should be prioritized.)
- More meeting, trainings for farming, schooling, etc. - 250,000 ZMK to be collected. - ZMK 50,000 from usage fee per event
- ZMK 2 million from sales of Rice seeds of 1 ton. - Demonstration Field Day is held at the field more than four times and more than 50 farmers participate them - Rice is harvested (more than 2 ton per hectare)
- ZMK 1.5 million from sales of beans (1 ton) - Demonstration Field Day is held at the lead farmer’s field more than four times and more than 50 farmers participate. - Bean is harvested (2 ton per ha.) and returned to the community.
- Rice seeds are planted at the fields (community) - Cultivate the community field for rice - Form a Farmer Study Group - Purchase the first seeds - Weeding - Apply “green manure” Fundikila (Inside) - Labor - Land for the field (Outside) - Improved tools - Transport - Rice seeds (40kg)
- Bean seeds are planted at the fields (individual) - Form a seed loan group - Select and Purchase the right quality seeds - Lend seeds - Apply organic pest control (Tepholosia) - Collect the rent seeds
- 100 pair of chickens distribute
- A storage shed (20m x 30m x 3 m)
- Purchase quality chickens - Train villagers who have chickens for improved method - Lend the chickens - Search for market. - Collect the rent chicken (chics)
- Collect local materials (sands) - Build a community storage shed - Utilize it for stocking, training, meeting, ceremonies such as wedding/ funeral..
(Inside) - Labor - Food for training (Outside) - Improved tools - Transport - Quality seeds (50kg)
(Inside) - Food for training (Outside) - Chickens (quality ones) - Transport
Mumba
Masuhwa
Kasubo
(Inside) - Labor - Food for working - Bricks (Outside) - Cements - Planks - Transport Tobera
- 67 -
- The storage shed is used for stocking rice/beans seeds, fertilizers, etc. - It is used for training for farmers - It is used for ceremonies, schooling .
2. Make Plan of Operation (PO) The Plan of Operation (PO) specifies in precise detail the main activities to be undertaken, under whose responsibility, within which time period, using specified inputs, under specified conditions. The PO should be made with the Project Committee and Sub-Committee. The PO is a tool for operational management of the project, and is essentially an ingredient for monitoring and evaluation. For estimation of costs in the PB and MPP, it is advisable to work out the budgets alongside these two documents “Activities” in the MPP are just a summary of activities. They need to be broken-down in more detail in the PO. For example, if it shows “training” as one of the activities in the MPP, this training should be broken down to more concrete actions. It is recommended to break down to a level where each “concrete” action can be implemented within 2 weeks. In other words, actions which require more than 2 weeks to complete need to be broken down further. After the break-down, each component should be assigned a time period. The PO is shown as a Bar chart, so that implementation of each action should be indicated by drawing a line under the time calendar as shown in Annex 7. When making the PO, there should be consideration of limitation of resources, including human resources. Every villager is busy with their daily chores. Do not concentrate work in a particular period. It is advisable to distribute work based on limitation of human resources. Figure: Break down of Training
Training
Finding trainer
Discussion of Contents
Preparation of place and date
Preparation of materials
Implementation of training
Application (follow-up) of training
- 68 -
- 69 -
3. Make Plan of Budget (PB) Based on selected subprojects, all materials and services required to be purchased are listed and priced in the project document called the budget. Goods and services are itemized, given a unit measure, costed per unit measure and a total for the number of units required by the project. It should also be detailed and accurate, including operational cost for micro project implementation, although some adjustment will be necessary from time to time. Form: Plan of Budget (Sub-project level) Camp name
Village name Sub-project leader’s name
Sub-project name= ITEM
QUANTITY
UNIT PRICE (unit: ZMK)
TOTAL COST FOR FUND (unit: ZMK)
COMMUNITY CONTRIBUTION (unit: ZMK)
Sub total=
It is advised to do a “MAKE or BUY” analysis for each input. Some inputs are better “made” than “bought”, while the other are better “bought” than “made”. Basically, the first priority should be that of “make”. Indigenous knowledge and materials should be used as much as possible to make inputs, so that more budget will be saved and more - 70 -
subprojects can be selected. In addition, fringe costs such as meals and transport should be minimized as much as possible.
Figure: Points of notice for budget plan
Item
Allowed
Not
Remarks
allowed Transport for purchasing material Meals during purchasing of material Lodging expenses during purchasing of material
◎
☓
◎
☓
Meal during construction Debts for opening account
CEO’s transport
Meals for training Other
☓
◎
☓
CEO should always be accompanied by a reasonable, but minimum number of people from the community for procurement. This is regulation for fund utilization. The community should contribute for the people who travel including CEO. That can save the budget. Meals should not be included in the budget, instead the community should contribute. Possible and minimum number of nights should be estimated in the budget for lodging expense. The community should contribute foods. In case the community borrowed some money from someone, the pay-back should not be made from project funds. This cost should be borne by the community as their contribution. ＊The cost for CEO’s transport to facilitate workshops and other duties such as facilitation before fund disbursement will be provided by POR. ＊ The cost for transport during micro project implementation should be calculated using the following formula: 5 days x 4 weeks x 7 months (Jul. to Jan. basic) x required cost of fuel per day ( round trip amount of fuel / day at 10km / Liter fuel efficiency)+required amount of lubricant ＊Cost for the motor bike should not be included in the budget. ＊ The cost for the CEOs who use bicycles to communicate with the district can be included in the budget, a maximum 2trips / month. ＊The cost for the CEO’s transport from the second year should not be included in the budget. The community should use raised money from IGAs. Meals for training should be contributed by villagers. Materials which bear huge cost like machinery require submitting with a quotation for inclusion in the budget.
- 71 -
4. Prepare documents to be submitted Other documents such as participation list and outputs from the workshop are also prepared. The required documents for submission are:
PaViDIA Implementation AGREEMENT signed
List of Participants
List of Members of Project Committee
A copy of “Tower of Ideas for Agricultural Village Development”
Evaluation Sheet of 10 MP Alternatives
Micro Project Plan (MPP)
Plan of operation (PO)
Plan of Budget (PB)
Risk Management Chart (Optional*)
“Risk Management Chart” is an optional document. CEO reads the Annex: “Risk Management” and discusses the issues of risks with Project Committee members before or after submission of the proposal. The chart can be submitted anytime. CEO should check the list of documents and their contents before submission. If there is missing papers or illogical contents found, they should be corrected. Do not dream that this modification is done by district/ province, who conducts purely appraisal of the submitted proposal.
5. Submit the proposal to District Submission of project documents is time bound and any delays will have an effect on release of funds and project implementation. All documents should be subjected to scrutiny, minor (not major) correction and confirmation. All project documents must be submitted to the District Office as soon as possible, after conducting the authorization meeting in village. After receiving the proposal, the district office scrutinizes the contents of the proposal and appraises it for recommendation to Province Office. The Province Office (PAO/PACO) receives the recommendation from the district and evaluates the contents for recommendation to POR-HQ. After receiving the recommendation from Province, POR-HQ check recommendation and disburses the funding to the District office’s bank account. - 72 -
Phase IV: Implementati on and Utilization Phase I Prepartory
Phase V M&E
Phase II Analysis
Phase IV Implementation
Phase III Planning
- 73 -
Phase IV - 1
Pre-implementation Arrangement OBJECTIVES
To prepare the implementation of MP before funding STEPS
1. Meeting for Management System 2. Meeting for Learning System 3. Conduct Non-Monetary activities 4. Modify the plan, if necessary
OUTPUT
Village prepared to implement
- 74 -
- Explanatory Notes-
1. Meeting for Management System Project Committee (PC) members have a meeting to confirm the roles of the posts such as Committee Chairman, Vice Chairman, Secretary, Treasurer and Trustees. The first meeting should be attended also by CEO and Headman, who confirm their roles together with PC. Their expected roles are speculated as follows. *Headperson / Village Committee -
Provide guidance on the vision of the village and what it desires to attain
-
Overall supervision of Project Committee
-
Allocate land for MP activities
-
Facilitate formulation of rules and norms for the MP and the village
-
Officially receive visitors to the MP
-
Support the MP through mobilization of villagers
-
Report to the Chief or Senior Headman the activities of the MP or village development
-
Organize and conduct village general meeting for development
-
Enforce rules and norms of the MP and village
* Project Committee -
Set MP goals in the MPP and facilitate subprojects to achieve the goals
-
Solicit for village cooperation and participation in MP activities
-
Mobilize villagers for participation in project activities
-
Meet with the CEO regularly for consultations
-
Report status and progress of MP activities to village committee/ CEO
-
Call for village micro project meetings, once per quarter
-
Manage finances and keep financial records of the MP
-
Account for the village MP outputs
-
Supervise sub-project committee if there is.
* CEO -
Visit the village frequently (at least monthly)
-
Support Project Committee (PC) technically
-
Train PC members and other farmers new technologies through MP
-
Monitor and report the progress of MP based on the report from PC
-
Communicate District office for technical and financial issues on behalf of village
At the end of the first meeting, it is recommended to develop “the Village - 75 -
Micro Project Constitution” with the headman and project committee members. The constitution is similar to PaViDIA Implementation Agreement, which speculate “do” and “don’t” in implementation of MP. If the number of implemented sub-projects becomes more than one, PC can establish “Sub-project Committee” (SC). SC takes care of implementation of the sub-projects, while PC is becoming manager of several sub-projects. It is recommended to have a weekly meeting for the first 2-3 months because there are various issues that need to be addressed. PC also confirms proposal documents such as Micro Project Plan (MPP), Plan of Operation (PO) and Plan of Budget (PB). Implementation of PO needs mobilization of villagers who work voluntary. For this reason, it is important to involve Headman in the meeting for mobilization of villagers in future.
2. Meeting for Learning System Micro
Project
(MP)
can
be
a
demonstration site where CEO can provide effective extension service. To make this opportunity more productive, PC together CEO plans the demonstration site of MP. For example, if MP sub-project is bean production, PC plans where the site is and who is taking care of the site. It is important to involve lead-farmer(s) for site selection because his/her involvement is a key for successful demonstration. After selecting the site and care takers, Farmer Study Group(s) is organized by interest farmers in the village. A meeting for the Farmer Study Group is held to discuss frequency of meeting, roles to play by each member, purchasing stationeries for learning etc. - 76 -
3. Conduct Non-Monetary activities Just after submission of the proposal, the community should start working hard for preparation of project implementation like collection of local materials and other solutions which can be done without any funds. The activities during this period are recorded and the results will be evaluated by POR together with Province and District for making a decision for fund disbursement to the community. The CEO facilitates committee members to select all works from PO (Plan of Operation) which do not require money and to start doing such works. The following works may not require any monetary input.
Figure
Example of non-monetary works
-
Preparatory meetings for mobilization of local materials
-
Collection of local materials (sands, stones, etc.)
-
Clearing of fields and project site
-
Digging of infrastructure foundation
-
Confirmation of project site (Demonstration site)
-
Meeting for more detailed plan of operation
-
Training / workshop in which a lecturer is one of the villagers
To ensure progress of the activities, it is recommended that the CEO together with committee members make a weekly plan and an attendance record sheet in a note-book. (this will be explained in the next)
4. Modify the plan, if necessary After the proposal is submitted and appraised, the proposal is sometimes accepted only with a condition(s) attached. In most cases, the proposal is requested to be modified in terms of selection of Starter Sub-projects, contents of activities, budgeted items, etc. In case the proposal comes back with such remarks, PC together CEO should quickly hold a meeting for modification and submit the renewed proposal for funding. Without the proposal, the district cannot disburse the fund. , - 77 -
Phase IV - 2
Micro Project Implementation: Starter Sub-Project OBJECTIVES
To implement MP (Starter sub-project) based on Plan of Operation STEPS
1. Receive and manage the fund with MIMO 2. Implement MP with PO 3. Manage the weekly progress 4. Encourage participation in Micro Project 5. Encourage learning from Micro Project 6. Submit a monthly report (as routine )
OUTPUT
Starter Project Implemented
- 78 -
- Explanatory Notes-
1. Receive and manage the fund with MIMO When the proposal is accepted, the fund for the Starter Sub-Project (SSP) is ready to receive from the district office. The District Office (District POR by DACO/SAO) holds a bank account which manages all funding for Micro Projects and its operation. The District Office plays a role of “virtual banking system” for villages. CEO and Chairman come together to the district office (SAO) to open the virtual bank account in the computer of the District Office. After signing of virtual banking agreement, Chairman or CEO can withdraw the money from the bank. Withdrawn money is recorded in the computer. Since it is virtual banking which use a commercial bank’s account, it is recommend to make an appointment with SAO and to tell him/her how much money you need to withdraw on the day before coming. Once the money is withdrawn, the money transfer is recorded by using MIMO (Money-In Money Out). MIMO (Money-in Money-out) treats money in two types such as Cash and Bank. Cash is cash money physically remaining in hands of treasurer (the committee). Bank is money treated in bank account at district. The format of the Money-in Money-out page is laid out in eight columns. In some cases, the format is provided by the District / POR, but the CEO can make it in a notebook, if it is not provided.
Figure : a form of Money-In Money-Out
Date
Cash In
Cash Out
Cash
Bank
Bank
Bank
Balance
In
Out
Balance
“Date”… the date of the transaction “Cash In”… Cash transferred “in” the safe or hands of treasurer “Cash Out”… Cash transferred “out” from the safe or hands of treasurer “Cash Balance”… Cash balance in hand (Remaining cash in hand) “Bank In”… Bank transferred “in” the safe or hands of treasurer “Bank Out”… Bank transferred “out” from the safe or hands of treasurer “Bank Balance”… Bank balance in hand (Remaining Bank in hand) “Remarks”… Notes/ information/ Reference number of receipt. - 79 -
Remarks: Ref .No.
An Example: 1) On 1st June, 5,000,000 is transferred from the district as fund disbursement 2) On 2nd June, 1,000,000 is withdrawn from the bank 3) On 3rd June, 300,000 is used to purchase bags of cements for shop construction; and 150,000 is used to purchase iron sheets for shop construction. The transport cost for the villagers to purchase is 10,000. 4) On 5th June, 30,000 is used to purchase fertilizer for community garden
Figure; MIMO for the above example Date
Cash In
Cash Out
Cash
Bank In
Bank Out
Balance 01-06-2012 02-06-2012
5,000,000 1,000,000
1,000,000
1,000,000
Bank
Remarks:
Balance
Ref .No.
5,000,000
Authorized from district Withdrawn from bank Cement for Shed (Ref. -001) Iron sheet for Shed (Ref.-002) Transport for Ref.-001 & 002 (Ref.- 003) Fertilizer for garden (Ref 004)
4,000,000
03-06-2012
300,000
700,000
4,000,000
03-06-2012
150,000
550,000
4,000,000
03-06-2012
10,000
540,000
4,000,000
05-06-2012
30,000
510,000
4,000,000
The reality is more complicated than this simple example. Please refer to the sample of MIMO in the Annex. It is advised that CEOs practice the techniques of MIMO by using the Annex. In the implementation phase, most of the money transaction is for expenditure. In other words, mostly you need only the “Cash out” column. The point is that every expenditure should be accepted and authorized with a receipt/invoice. The receipt should be numbered and attached on a page of a notebook for filing. The receipts will be needed for compiling the final financial report. At the end of the month, total of “Cash In”, “Cash Out”, “Bank In” and “Bank Out” are calculated. The difference between the total of “Cash In” and “Cash Out” must be same as the “Cash Balance,” while the difference between the total of “Bank In” and “Bank Out” must be the same as the “Bank Balance.” Monthly Total of Cash In - Monthly Total of Cash Out = Cash Balance at the end of the month
Monthly Total of Bank In - Monthly Total of Bank Out = Bank Balance at the end of the month
If you find the values are not equal, there may be some mistakes. - 80 -
Closing balance in cash should be compared with exact money in the safe by treasure and chairperson. Closing balance at bank is also compared with the bank statement. In case the figures in the safe or at bank are different from the numbers for the closing balance, the chairperson and the treasurer should calculate again and find where the mistake occurred, with the support of the CEO. After all money is found to be the same in the closing balance, the chairperson approves the statement by signing to show it to the village headman who counter signs it as a final check and proof. If there are any genuine suspicions about financial management, the CEO should support the treasurer to clear the matter. At the beginning of the following month, the first line of the monthly MIMO is started with the opening balance in cash and at bank. Opening balance “in cash” should come from the closing balance in cash from the previous month and it is filled in the Cash Balance column.
Opening balance at bank should come from closing
balance at bank and it is filled in the Bank Balance column.
2. Implement MP with PO The PO (Plan of Operation) is a detailed plan for activity implementation with a time-frame. Implementation of a Micro Project needs to be monitored. One of the benefits of using PO is to project the time of completion. The time of completion is important for every agricultural sub-project such as winter maize using irrigation, since the market price is influenced by timing of sale. Delayed completion of project works may degrade the value of the crop. How can we avoid this situation? The best way is, of course, to implement the plan according to Plan of Operation. In reality, however, we need to face to the situation where the project works delays. In this case, the CEO together with the committee members uses PO as a guide for making a realistic revised plan. The procedure of revision is: 1) Estimate the impact of the delay to succeeding activities by using the PO 2) Estimate the impact of delay to the whole project 3) 4)
Estimate availability of labour in the remaining period of project implementation Revise the work schedule with analysis of impacts by using the PO and availability of labour
Once a delay occurs, the CEO and committee member need to analyze how much this delay affects other activities and its impact by using the PO. - 81 -
Refer to figure below. It shows the impact of a delayed activity. In this case, a delayed activity affects its succeeding activities. So the CEO must revise the work schedule of most activities. On the other hand, if the delayed activity is independent from other activities, you don’t need to revise the plan. Figure Impacts of delayed schedule and a new schedule Activity
Oct. Nov. Dec. Jan. Feb. Mar. Apr. May.
1.
Selecting of the field.
2.
Construction of water canal
3.
Clearing of the field
4.
Ploughing of the field
5.
Planting
6.
Watering
7.
Harvesting
8.
Selling Planned:
Delay occurs New plan
Now
Actual:
New Plan:
If the delayed activity affects the completion date, the CEO must also analyze the impact of the delay for achievement of the targets. In the MPP, there are three levels of targets, namely, Basic Target, Utilization Target and Financial Target. The CEO must review the impact of the delayed activities against these targets. .
3. Manage the weekly progress The best way to avoid the negative impacts of the delayed work is to implement the works timely according to PO. However, it is sometimes difficult to monitor progress by using only the PO, which covers a long period of time up to completion, but it does not show detailed works. A more feasible way is to make a weekly plan for each sub-project. A weekly plan should be simple. It is written on a piece of paper (A4 size or more) and kept on a wall or board for everyone to see. It just shows the day and work steps. The steps should be integrated with work schedule of PO. be as follows.
- 82 -
An example would
Figure Date
Example of a weekly plan
Works (Work Leader: No. of Participants)
Monday
-
Collection of stones (Mr. Busali : 7 people)
-
Clearing of fields (Mr. Kasumo: 10 people)
-
Collection of stones(Mr. Busali : 7 people)
-
Digging foundation (Mr. Kasumo: 12 people)
Wednesday
-
Digging foundation (Mr. Kasumo: 15 people )
Thursday
-
Making of bricks (Mr. Busali : 7 people)
-
Putting concrete in the foundation (Mr. Kasumo: 12
Tuesday
people) Friday
-
Laying of bricks (Mr. Busali : 19 people)
Saturday
-
Meeting of committee
The weekly plan is made for each sub-project by the project leaders together. However, in the first month, the CEO may make a weekly plan on behalf of the project leader of each sub-project. In the course of progress, a weekly plan should be made by the project leaders, themselves.
At the
end of each workday, one of the sub-project leaders checks the progress of the work based on the weekly plan. During the first month of project implementation, the CEO may need to visit the village every day to monitor the progress. But as soon as the weekly plan is made by the project leader and progress begins to be monitored by the project leader, the CEO can transfer his/her monitoring function to the chairperson of the Project Committee.
4. Encourage participation in Micro Project Since a Micro Project relies on participation of the villagers for implementation, it is important to keep track of the villagers’ participation. There is a tendency that people like to participate at first, but the number of villagers reduces as time goes by. In addition, there is always a gap between hard-working villagers and lazy villagers. If hard-work is not appreciated or recorded, motivation reduces. For uplifting villagers’ motivation to participate, it is good to keep a record of participation. The Record of Participation shows who participated on what day. It is recommended to use a notebook lined with square shapes. The following is an example of a record of participation: - 83 -
Figure
Example of a record of participation
Sub-Project “A”
Day 1
Day 2
Day 3
Day 4
Day 5
Day 6
Name
(Mon)
(Tue)
(Wed)
(Thu)
(Fri)
(Sat)
Mr. Mwali
○
○
○
Mr. Phari
○
○
○
○
4 days
○
○
○
○
5 days
○
2 days
○
Mr. Tempo
○
Mr. Noonge
Total
3 days
With the record kept, villagers are aware of their level of contribution and it will motivate them to participate more. For example, some of the most participating members can be named and sometimes “awarded” by the Project Committee, which will motivate their participation. Or, the benefits can be distributed among the project members based on the amount of work. This kind of arrangement may increase motivation for working.
5. Encourage Learning from Micro Project “Knowledge” provided from CEO is come and work together. Since Farmers demonstrate some useful knowledge during together with Lead farmers can show how
also a motivation for the community to Study Group is established, CEO must the implementation. For example, CEO to prepare the land with some improved
equipments like markers (purchased by Micro Project). CEO can explain the green manure and demonstrate how to install it on the project site. A point of learning is that the participants should be invited and explained at each stage of critical points to learn. (not only at the end of the story)
Planting
Weeding
Harvesting
Figure: Learning System (Demonstration of Micro Project site). - 84 -
Participants should be guided to learn and record what they have learned. (e.g. FFS: Farmer Field School) It is a learning process. Before the demo farmer explains, the extension officer clarifies the objective of today’s gathering and critical points to learn. By using the fund, a piece of paper is given to each participant to record. Or, the officer facilitates one of the participants to be a secretary. Or CEO facilitates note books to members of Farmer Study Group. A secretary and participants are recording the progress. In the next meeting, the last record is read out for confirmation. For recording progress, a measuring tool is used. Anyway, the point is to make the demonstration site to be a place for collective learning. At the end of session, you have to set the time and date for the next session which is also recorded in the note.
5. Submit a monthly report (as routine) Every month, the CEO should submit the report on progress of Micro Project to the District. This progress report should be a part of the routine monthly report of CEOs. It should be attached to the routine monthly report of CEO (which can be written on A4 paper). The contents of the monthly report are as follows. - Contents 1) 2) 3) 4)
Village Name/ Camp Name Title of Starter Sub-project and Budget Size Progress of the Starter Sub-project Total expenditure (money spent) since being started
5) Level of participation and cooperation of the villagers 6) Number of visit to the village by CEO 7) Challenges and recommendation The sheet is meant to show project progress and provide communication from the village to the district. In project progress, the CEO must describe the progress of physical works. The information can be retrieved from monitoring activities using weekly plan and the record of participation. This sheet should be finalized with observations and comments made by BEO (Block Extension Officer), if possible. Progress monitoring report attached to monthly report is only one source of information for the district to know the situation systematically. The District together with the Province and POR-HQ will provide various types of support based on the information in the monitoring report. So, descriptions in the monitoring report should be clear enough for others to understand. In addition, timing is key for monitoring. The Monthly monitoring report can be effective only if it is submitted monthly. No submission of the monitoring report, no money will be disbursed from the virtual bank. - 85 -
Phase IV - 3
Starter Sub-project Report and Second Funding OBJECTIVES
To submit a report of Starter Sub-project for second funding to be disbursed STEPS
1. Confirm achievement with MPP 2. Write a report of Starter Sub-Project 3. Submit the report to District 4. Receive and manage the second fund 5. Implement other sub-projects
OUTPUT
A report of Starter Sub-project Second Fund received and implemented
- 86 -
- Explanatory Notes-
1. Confirm achievement with MPP In the Micro Project Plan (MPP), there are three levels of targets for each sub-project. They are “Basic Target”, “Utilization Target” and “Financial Target”. These targets are linked with logic. If “Basic Target” is attained, “Utilization Target” is achieved. If “Utilization Target” is attained, “Financial Target” is achieved. The logic structure and examples are like this: Figure 4-1 Three levels of Targets in MPP
Target
Example “Agro Shop”
Example “Irrigated Maize”
Financial Target
A lot of income.
Good crop sales
A lot of profits.
A lot of profits
A lot of customers comes
Good crop harvest.
Utilization Target
Goods are sold. Basic Target
A shop is constructed.
Cultivated fields are watered
The shop is stocked with goods.
from the river using a pump.
Achievement of Starter Sub-project (SSP) is evaluated by comparing the progress to the three levels of targets in MPP’s 3 targets. For applying for second funding for other sub-projects, SSP needs to achieve at least “Basic Target” level.
2. Write a report of Starter Sub-Project After 6 month of the first funding, when CEO together with PC finds that Basic target of SSP is actually achieved, it is time to prepare a report of Starter Sub-Project for submission. The report contains following information. 1) 2) 3) 4) 5)
Village Name/ Camp Name Title of Starter Sub-project and Budget Size Achievement of the Starter Sub-project Reasons / Proof of the Achievement Total expenditure (money spent) since being started
6) Level of participation and cooperation of the villagers 7) Challenges and recommendation The report can be easy by using a format, which is called “Sub-project Assessment Sheets”. The format is as follows. - 87 -
PARTICIPATORY VILLAGE DEVELOPMENT IN ISOLATED AREAS SUB PROJECT ASSESSMENT SHEET Village Name… Number of Households… Total Village Population… Camp/District Name Description of Completed Sub Project Other Sub Projects Approved but not Funded CEO Fuel Allocated (K) CEO Fuel Used (K) CEO Fuel Balance (K) What Lessons Did You Have During Work on the Sub Project What indicators make you believe sub project was a success (explain using numbers)
Highest No Participants
of
Lowest No of Participants
On which occasions did the Village Headman participate in the work
Trnng Funds Allocated (k) Who Taught Lessons
What immediate benefit/change has the Why could the Sub project not be completed earlier completed Sub Project brought to the village (Explain using numbers) -
- 88 -
Trnng Funds Balance Trnng Funds Used (k) the
How were they Taught
Total Budget for Sub Project
Balance after Purchases
The format is provided by District, but if it is not provided, it can be written on a plain A4 papers. “Reasons / Proof of the Achievement” needs to be described in details. It should come with quantified information. For example, if the tomato is grown, how many kg of tomato is harvested. If the storage shed is constructed, how many meters of the size and this should be come with a letter of inspection of outsider (like cooperative chairman/ principal of the basic school, etc.).
3. Submit the report (assessment sheet) to District The report (or the assessment sheet) is submitted to the district. The district office scrutinizes the contents of the report and appraises it by using a format “District Summary of Monitoring Format”. If it is approved, the District sends the both to the Province with recommendation for funding. The Province Office (PAO/PACO) receives the recommendation from the district and evaluates the contents for recommendation to POR-HQ. POR-HQ disburses the funding to the District office’s bank account based on the recommendations from the Province.
4. Receive and manage the second fund CEO can check the funding for the village is disbursed to the district bank account with SAO…Once disbursement is confirmed, CEO and Committee Chairman come to Office for receiving the budget. This is operated in the computer at the District Office with SAO. After that, the money can be withdrawn. The other procedures are the same as the first disbursement.
5. Implement other sub-projects With the budget allocated, the second sub-project is implemented. The implementation process is the same to the first Starter Project. Only difference is that PC now implement multiple projects, so it is recommended to establish a sub-project committee who takes care of the new sub-project and PC members can concentrate management of all projects. Integration of the sub-projects is also promoted as planned. For example, the new project is Goat rearing, now Goat house is established nearby the site of beans production which is the Starter sub-project. - 89 -
District Summary of Monitoring Sheet District: _
Reporting Officer:
__ Date of Reporting:
__
Name of Village: ___ Starter Sub Project: __ 1. Has the sub project assessment sheet been completely and correctly filled in by the CEO? Yes/No? (Tick) Yes / NO 1.1 If ‘No’ which part is incomplete/incorrect and why?
2. What are the achievements made so far in implementing the starter sub-project? Activity (ies) Implementation Recommendation(s)-move next sub-project Planned Achieved Yes/reason No/reason 1. 1. 1. . 2. 2. 3.
3.
4.
4.
3.
What challenges were faced during the starter sub-project implementation and what was done by each of the following to overcome them?
Challenge (s) 1.
Action Village 1.
2.
taken
by
Action taken by CEO
Action taken by District
1.
1.
2.
2.
2.
3.
3.
3.
3.
4.
4.
4.
4.
4. Monthly Reports of PaViDIA Micro Project submitted by CEO during implementation Number of Reports: Total number of page: Quality of Reports: Very Good/ Good/ Average/ Fair/ No Good 5.
Comment(s) by the Provincial Agricultural office
6.
The Next Sub-Project proposed and Required Funding
Sub-Project:
Funding:
- 90 -
ZMK
Phase V: Monitoring and Evaluation Phase I Prepartory
Phase V M&E
Phase II Analysis
Phase IV Implementation
Phase III Planning
- 91 -
Phase V - 1
Monitoring for utilization and improvement OBJECTIVES
To monitor the progress of MP for utilization and improvement STEPS
1. Confirm the vision of MP with MPP 2. Monthly Monitoring 3. Quarterly Monitoring 4. Feedback for improvement
OUTPUT
MP continued improvement
for
- 92 -
utilization
and
- Explanatory Notes-
1. Confirm the vision of MP with MPP A Micro Project consists of several “sub-projects”, for which there are three levels of targets and one goal.
The structure is like this:
Figure 4-2 The structure of a Micro Project with sub-projects Micro Project
Goal
Goal
Goal
Financial Target
Financial Target
Financial Target
Utilization Target
Utilization Target
Utilization Target
Basic Target
Basic Target
Basic Target
Sub-Project A
Sub-Project B
Sub-Project C
This logic elevation does not happen naturally. It requires some efforts of the villagers together with the CEO. In other words, the goal of the Micro Project cannot be achieved without good utilization of facilities and items in the utilization phase. In reality, the ordinary villager in isolated areas thinks that the end of implementation is the end of the Micro Project. Villagers tend to lose their interest and motivation after completion of construction. The CEO together with the Project Committee members must raise the spirit of the villagers for village development through monitoring activities.
2. Monthly Monitoring The Project Committee (with sub-project committee) plays the role of the routine supervisor of the sub-project committees. Every month, the Project Committee organizes a meeting with sub-project committee members. In the meeting, the progress of the sub-projects is shared and all financial records of the sub-projects should be checked by the main treasurer. The results of meeting should be reported to CEO, headman and other villagers. CEO visits the village at least monthly as a part of routine extension and received information what has happened in the village. - 93 -
It is CEO’s role to advise the
PC for management of Micro Project and to write a report which is a part of his/her monthly report. The format is the same as being explained in the previous chapter.
3. Quarterly Monitoring In order to support management of utilization phase, quarterly monitoring is conducted. There are instances that problems cannot be solved effectively by the villagers and the CEO. For example, there could be a problem of conflict among the villagers would be solved by facilitation of District team. The District team, together with PACO and POR will help the CEO to facilitate village development, in which the Quarterly monitoring sheet is the key tool of communication to support to resolution of the problem situation. The CEO together with the Project Committee should fill information in the quarterly monitoring sheet and submit to the District timely. The Quarterly monitoring sheet should be filled by the CEO together with the Project Committee members. It means that the Project Committee should arrange a committee meeting for monitoring at least once in a quarter (three months). In the meeting, main and sub-project committee leaders and their treasurers of should participate. The monitoring sheet is filled with information confirmed by the leader of each sub-project as follows. 1) How much money was spent in the last three months? 2) How much money was obtained as income in the last three months? 3) How much money there is in Cash and in the Bank Account? 4) Any good news and bad news about the sub-project? After the presentation, participants start discussions about following issues. If possible, involving some of the non-committee-member villagers can be more effective to gain objective views, especially about project impact. 5) How active is each sub-project? (utilization level) 6) How much is the impact of the sub-project on the villagers’ life? Through discussions, the CEO together with the Project Committee members fills out the first page of the monitoring sheet and then goes on to the second page of the monitoring sheet. The discussion points on the second page are: 7) Any new improvement or new business started? 8) What are the problems? 9) What are the solutions? As soon as the monitoring sheet has been completed, it should be submitted to District since any delay might delay support from District. - 94 -
This sheet is supposed to be distributed to all CEO. CEO asks District Office to provide the quarterly monitoring sheets if he does not have. Even if CEO does not have the sheet, CEO conducts quarterly monitoring and fills the information in his/her routine quarterly report. The contents of the quarterly monitoring are as follows. 1) 2) 3) 4) 5)
Village Name/ Camp Name Names of Management (Project Committee Members) Titles of sub-project and Budget Size Current Saving in Cash / Bank Financial information of the sub-projects (Income/ Expenditure)
6) 7) 8) 9) 10)
Achievement of the sub-projects (Utilization / Impact) Reasons / Proof of the Achievement Level of participation and cooperation of the villagers Challenges and its cause Recommendations to village/ CEO/ District
4. Feedback for improvement Feedback is a key and indispensable activity for monitoring. Most failed cases of monitoring are rooted from lack of feedback. No human likes to write a report which is not read and given feedback. After the quarterly monitoring sheet is collected, the District will analyze the situation based on the monitoring sheet and provide various forms of support. If the situation is very bad, the District visits the village. But, in most cases, the District will just propose some ideas for improvement. After receiving the proposal for improvement, the CEO must hold a meeting with the Project Committee members. In the meeting, the proposal for improvement from the District is discussed and the Project Committee must decide what to do with it. If it is decided to follow the proposal, the CEO together with the Project Committee makes an action plan monthly. The contents of the action plan should be reported to Headman. Action-plan is a simple flip-chart paper as follows. Actions to be taken
By when?
By whom?
Remarks (inputs)
For the following months, the Project Committee takes responsibilities to activate the plan, with the support of the CEO. - 95 -
Quarterly Monitoring Sheet of PaViDIA Micro Project (MACO-JICA) Submitted to DACO in the first week of month ( Village: Camp: Category: Chairman’s Name Treasurer’s Name 1. Please fill the information of current saving amount (Unit: ZMK) In cash
In bank account
Enumerator’s Name: Headman’s Name
Other (specify:
) , year(
)
Date of writing: CEO’s Name
)
(CEO should confirm these amounts with the treasurer of the committee.) 2. Please provide the information on finance, utilization level and impact level of each component of Micro Project. Financial information is the information on total income and expenditure of each component for the last quarter (the last 3 months from the submission date) For utilization level and impact level, please tick based on interview with more than three (3) representative villagers. Income Operational Other** Utilization(tick one) Impact on the life of Remarks / Problems No Component name (sub-project)* (Unit: ZMK) Expenditure Expenditure (How “active” is each villagers (tick one) (ZMK) (ZMK) component?) 1
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
2
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
3
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
4
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
5
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
6
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
7
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
8
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
9
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
10
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
* If any new sub-project is started and not shown in the list in “Component name”, please add the name in the list. ** “Operational Expenditure” includes salary of employees, fuel, and materials to operate the component, while “Other Expenditure” includes other expenditures, which need to be clarified in “Remarks” section)
- 96 -
3. Self-evaluation In the feed-back workshop after collection of this monitoring sheet, some villages will be awarded for their effort in starting a new business, solving their problems, improving their villages, etc. Do you think your village should be selected as one of the villages to be awarded? Tick -> (YES / NO) Write reason:
4. Problems and Solutions Please write current problems of micro project and possible solutions. Problems / Risks What should villagers do?
the
What should the CEO do?
What should the district do?
What should POR do?
Please write any comments and messages to district and POR on the back of this sheet. ->
- 97 -
Phase V - 2
Participatory Evaluation and Expansion of MP OBJECTIVES
To evaluate the MP with villagers to be improved and expanded STEPS
1. Conduct a Participatory Evaluation Workshop 2. Conduct confidence voting of PC 3. Discuss improvement and expansion of MP 4. Continue self-development process
OUTPUT
MP expanded and continued
- 98 -
- Explanatory Notes-
1. Conduct Participatory Evaluation Workshop The Micro Project is planned and implemented by participation of the villagers. Evaluation is also implemented by participation of the villagers. Evaluation is to ascertain the achievement of a project with value judgment in order to make improvement and have lessons learned. The Workshop requires one day. The Workshop can be started with more than 70% of the whole households in the village. If it does not reach the required number, the Workshop should be postponed and the Project Committee must hold an urgent meeting to have more participants. Less than 70% participants of the total villagers might mean that the villagers have lost their interest and the Micro Project is no longer for the village. The Project Committee needs to make further effort to involve more villagers before implementing the Workshop. Once the number of participants reaches more than 70% of the total households in the village, the Workshop can commence. The chairperson of the Project Committee makes a presentation about the progress of the Micro Project as a whole. The total saving in cash and at bank is revealed as accumulation of seed money. If necessary, the chairperson can assign each sub-project leader to make a presentation about each sub-project. Financial informat ion should be shown by the CEO on a flip chart as follows. Figure : Example of presentation of financial records
Financial Report 1. Seed money accumulation ZMK 330,500 in Cash ZMK 1,236,300 at Bank 2. Profits of each sub-project (Income – Expense) -
1. Fish farming = ZMK1,230,000
-
2. Irrigated maize = ZMK981,000
-
3. Shop
-
4. Banana sale
= ZMK569,000 = ZMK12,000
After the presentation, some questions can be raised by participants for clarification.
The
CEO as a facilitator must control the questioning time to make all questions related to just “clarifications”, not evaluation (judgment). Evaluation should be done in the next session. - 99 -
2. Conduct confidence voting Evaluation is made by voting. The right to vote is given to one household representative.
A
voter is given two pieces of paper (or a stone or a bean) as a vote. There are two questions.
(Question 1):
Was your life standard improved because of Micro Project?
(Question 2):
Which of the sub-project was actually most effective for improvement?
Both questions are answered by casting votes. For the first question, there will be two bags or boxes for each question; one is for “yes” and the other is “no”. The voter will cast the given paper into one of the bags/boxes, based on own judgment. After the first round of voting, the voter moves to the second question for voting.
There will
be a number of boxes each indicating the name of an individual sub-projects. The voter must choose one of the sub-projects, which provides utmost benefits to his/her and his/her family’s life. The voter casts a vote by putting the other piece of paper into the box named with the target sub-project. For efficient and effective arrangement, the voting site is prepared like this. Figure Example of voting arrangement
CEO supervise
1
2
3
4
YES
Second Voting
NO
First Voting
Blinding by a reed mat
Waiting for voting
Leaving
Back to the Workshop
Voters are queue in front of the ballot site.
Voters come in the ballot site one by one. After
the first voting, the voter will move to the second voting. The CEO observes the voting process and assists the voter if any difficult arises. It is also advisable for the CEO to prepare the list of the sub-projects for the voters’ information.
- 100 -
After all people have voted, the CEO counts the numbers and shows the results by putting the numbers on the flip chart.
Figure 5-4 An example of presentation of results of voting
Results Q1. Improvement of the life standard by Micro Project? -
Yes = 45 votes (83%)
-
No = 9 votes (17%)
Q2. Which sub-project is most effective? -
1. Fish farming = 16
-
2. Irrigated maize = 13
-
3. Shop
-
4. Banana sale
=11 =2
- 101 -
3. Discuss improvement and expansion of MP After sharing the results of voting, the CEO facilitates discussions of two issues with the participants. The first one is about the achievement of the goal of Micro Project as a whole. If the number of “Yes” vote is more to the expectation of the plan, then the Micro Project is successful and the Project Committee must continue with the same members. If the number of “No” votes is significant, the CEO can start the discussion of why Micro Project cannot improve the villagers’ life. If the “No” votes outnumber the “Yes” votes, the CEO can ask as to whether the Project Committee members should be changed or not. If the participants request to change the members of the project committees, the CEO makes arrangement of election of the members. The second discussion is about each sub-project. It is good to start with appreciating the sub-project which has the most number of votes. The CEO can start like “why did this sub-project get highest appreciation?” From the highest to the lowest, the sub-project is discussed on its effectiveness, problems and possible solutions. About the low marked sub-projects, the CEO asks whether such non-effective sub-projects should be terminated or not. If not terminated, the discussions should be proceed to whether the sub-project committee members should be changed or not. The final discussion is about a new investment. The CEO shows what has been planned for future within the long-term plan (like Tower of Ideas and Goals of Agricultural Village Development). The CEO asks what else the villagers want to do with seed money. If there is any, the CEO just takes it down as a list of “what to do” on a flip chart. This list will be a source of information for planning new investments. After the Workshop, the CEO organizes a follow-up meeting with the main committee. If the members of the main committee have been changed in the Workshop, the follow-up meeting should be held with new members. The objectives of the follow-up meeting are to confirm the findings from the Participatory Evaluation Workshop and to make an action plan for improvement. In the follow-up meeting, the following issues should be discussed. - 102 -
1) 2) 3) 4)
Is there any sub-project which should be expanded? Is there any sub-project which should be terminated? Is it necessary to change members of the sub committee? Is there any new investment which can be planned?
In the course of discussions, the results of the two workshops should be respected. All decisions made are recorded in Minutes of Meetings by the secretary.
4. Continue self-development process Micro Project aims to encourage the village to develop itself by continuing and growing Micro Project activities. With several IGA sub-projects, Micro Project accumulates seed money in the community account. The seed money is used for a new investment for growing the next seed money for sustainable development. The cycle of Micro Project is continuous and sustainable. For the new investment, it is recommended to use the MPP (Micro Project Plan) and relevant management tools again, since they are already familiar to the villagers and it must be easy to handle them the second time around than the first time. This is a type of Project Cycle Management, in which MPP is the core tool for planning, monitoring and evaluation. Since the village leaders and villagers have experienced the phases of the Micro Project with management tools such as MPP, they just follow what they have done in the first cycle for managing the second cycle. The third and following cycles can also be managed in the same manner. This Phase is linked with the Project Design Phase or the Village Planning Workshop in the next cycle. Figure Project cycle of Micro Project for sustainable development First Cycle P L A N D O
Initiation Planning workshop Project Design Preparation Implementation
Second Cycle P L A N D O
Utilization
S E E
Evaluation Expansion
Initiation Planning workshop Project Design Preparation Implementation
Third Cycle P L A N D O
Utilization
S E E
Evaluation Expansion
- 103 -
Initiation Planning workshop Project Design Preparation Implementation Utilization
S E E
Evaluation Expansion
Phase V - 3
Back to Routine Extension OBJECTIVES
To make a self-developing community, for CEO going back to routine extension STEPS
1. Assess and develop capacities of Project Committee (PC) and villagers 2. Deploy CEO’s functions to PC 3. Go back to routine extension 4. Utilize the village for extension service to other villages in camp
OUTPUT
Self-developing community, which supports extension service in a camp
- 104 -
- Explanatory Notes-
1. Assess and develop capacities of Project Committee (PC) and villagers
The final goal of a Micro Project is to establish an autonomous and prosperous village. Achievements of the goals stated in MPP are not equal to the achievement of the final goal of Micro Project. The village must be independent to stand on its own feet and walk ahead for its own development. The villagers and their leaders in the village must have “capacity”. Capacity is different from knowledge. People know what to do (this is “knowledge”), but most times, people cannot do it, because there is no “capacity” within them. The Micro Project is an opportunity for the villagers to change themselves. Self-development means developing own capacity enough to change and improve own situation without being dependent on external help. PaViDIA applies a maturity model for capacity development of a village.
The
model focuses on capacity development rather than economic development. It consists of 6 levels, named as follows. Level 5…. Great Village (Autonomous and Prosperous Village) Level 4…. Entrepreneur Level 3…. Profit-Saver Level 2…. Manager Level 1…. Implementer Level 0…. Poor Village
- 105 -
The CEO together with the participants assesses the level of the village by using the following chart. Figure
Capacity Assessment Chart of the Village
Level
Named
Description
5
Great village
Village can autonomously themselves.
4
Entrepreneur
3
Profit-saver
2
Manager
1
Implementer
0
Poor village
Criteria develop by
-
Number of new problems to be solved by villagers. Reduced gap between poor and rich
Village can utilize seed money to implement a new project. Village can save profits with sound financial reports.
-
Number of new IGA or infrastructure Welfare such as water, health service
-
Saving with a good financial information system Economic improvement of villagers
Village can manage risks and continue project activities.
-
Continuity of activities participation of villagers Conflicts to be solved
Village can implement the planned components. Village has poor capacity for coordinated cooperation.
-
Number of components to be completed. Utilization of components by villagers.
-
Dependent on external resources Poor attendance of meeting
-
with
good
The CEO must take note of this development maturity model in his/her mind and facilitate village leaders (committees’ members) and villagers to gain and appreciate the benefit of capacity development. No village can achieve “Great village” for the first project cycle. In most of the cases, a village ends with Level 1 or Level 2. A few villages can reach Level 3 at the first cycle. It is rare that a village can reach Level 4 by the end of the first cycle. It is recommended for CEO to sit down with Project Committee members and villagers to assess their capacity by using the chart. By doing assessment, the CEO can encourage the villagers to lift their spirits to develop.
2. Deploy CEO’s functions to PC The ultimate aim of the Micro Project is that the village acquires enough capacity to manage the Micro Project without the CEO’s assistance and develop by themselves autonomously. For this reason, it is not good for the CEO to help the village too much. The CEO has to do what is necessary, but refrain from doing all the works. - 106 -
The CEO must take “weaning”
strategy into account in facilitating village development. Just like the weaning process goes, the CEO (mother) should sometimes take a strict attitude towards the village (child) to be independent. It is, however, important to understand that weaning is different from neglecting. Weaning for capacity development should be implemented strategically. By following the next maturity model, CEO deploy his function at the area where it has a high level of capacity. Level 1… The committee needs the CEO’s help to complement it. Level 2… The committee can do it if the CEO instructs and monitors. Level 3… The committee can do it if the CEO just instructs, but without monitoring Level 4… The committee can do it without the CEO, but needs only technical advises. Level 5….The committee can do it without the CEO
Figure
Capacity Assessment Chart of the committee
Phase
Capacity Development : Skills required
Planning Workshop
To prepare the workshop.
Project Design
To make a detailed plan.
Level
To implement the workshop. To make a proposal, if necessary.
Preparation
To mobilize local materials. To manage bank account.
Implementation
To purchase materials with financial recording To implement what has been planned To conduct monitoring
Utilization
To utilize the facilities and capital for development To manage financial recording To prepare monitoring sheets and submit.
Evaluation
To implement evaluation workshop To plan for improvement
4. Go back to routine extension After successful weaning, the village can manage the Micro Project by itself without significant assistance from the CEO. Now the village can walk by own feet to go forward to the prosperous and autonomous “Great” village. CEO’s assistance in the Micro Project. - 107 -
This is the end of the
The number of visits to the village can be reduced and CEO can assist other villagers because the target village can manage its own development. Meanwhile, it does not mean that the CEO should not visit the village any more. Rather, the CEO can continue with helping the village with his/her routine extension service as a camp extension officer.
5. Utilize the village for extension service to other villages The success story of PaViDIA Micro Project should not be ended just at the target village. Now the village has a strong relationship with CEO and it has a strong social structure with financial function. The village can provide a platform for CEO to help not only villagers in the village but also other villages. For example, if CEO wants to promote a new variety of crop, the village should provide a demonstration site and a venue (shed) for the training even for other villages.
The village may be able to provide a soft loan to farmers
groups / cooperatives which have a capacity to grow the new variety of crop but no investment opportunity. The PaViDIA Micro Project village has an obligation to help other villages as a lead village in the camp. This “helping others” by the PaViDIA Micro Project village is justified because the first funding to the target village has come from the public funding through the government. The village becomes a platform for CEO to provide effective extension service in the target camp.
CAMP
Other villages
CEO Micro Project
Other villages
- 108 -
Annex
- 109 -
Risk Management Risks Are Waiting For You From monitoring Micro Projects in the past, lessons have been learnt that there are a lot of risks affecting micro project progress. There are some typical risks of Micro Projects, which will also affect your new micro project. Please, be prepared for them. Seriously discuss the following risks and set appropriate strategies. 1) Loose financial management Financial record keeping is very poor and the villagers’ attitude towards Financial Management is very poor. With poor Financial Management, it is sure that money will be misused and will never be saved. The result is that the village never moves forward to the next step. Moreover, such loose Financial Management will raise suspicions of the villagers against the committee and will result in conflicts. There are two reasons for loose management. One is the poor capacity of the treasurers. The treasurers are selected from the villagers, who generally have limited capacity of Financial Management. Another reason is the poor attitude of the villagers. Villagers are generally not willing to do Book-Keeping. It is a sort of human nature of laziness. So what can you do??? 2) Conflicts among villagers After income is generated from IGAs, there is a tendency that villagers, including leaders such as committee members, the Headman, and the CEO have skirmishes and conflicts. Villagers have probably never experienced generating income as a group at such a scale before implementing a Micro Project, and the money becomes too attractive for villagers to manage by themselves. Some villagers will try personalizing the profits, and some will even declare that the profits are theirs because “this is our project”. Then conflicts will start. Others outside the conflicts will feel the project is no longer theirs, so they will never cooperate in future. The conflicts will break the village into fighting groups. No development can be expected afterwards. So what can you do?? 3) Neglected poor villagers Poor people are, of course, vulnerable and they are intimidated not only by their economic status but also by their social status. In the village planning workshop, the poor people are also invited, but they tend to be neglected after the workshop. There are cases where poor villagers are never informed about the project status after the workshop. Even when the Chairman invites them to come to a meeting, they are not considered, because they are very weak and shy to speak in public. They will, therefore, be neglected forever. While the average villagers can receive benefits from Micro Project, the - 110 -
neglected poor people become relatively poorer. A new poverty gap problem will occur within the village. It is shameful, of course. So what can you do?? 4) Inflexible management without a vision There are villages that stick to unrealistic and inflexible plans. One project died after the villagers bought tons of cement at a high price. The original plan was to use local bricks but they found that the local bricks were too weak to build a facility. The price of cement was very high and the villagers knew it would exhaust their budget. But they did it because “it is the plan”. After buying the cement, there was no budget to continue the project. The project died. There will be a lot of such “unexpected” things to happen. However, villagers do not have the capacity to work flexibly with a vision. So what can you do?? 5) Diminishing Passion and Interests During the implementation stage, the CEO and villagers have passion and interest for the project. After implementation, their passion and interest go down. The CEO does not visit the village so frequently, and the majority of villagers lose the vision. Only a few villagers who have some direct benefits from IGA subprojects remain working in the micro project. Now the Micro Project is “finished” for most of the villagers and the remnant project facilities are just for a few people. Villagers complain about the CEO not visiting them. The CEO also complains, “I won’t go to the village because I don’t have transport and allowance.” So what can you do??
-
6) Other Risks ahead Misuse of Money by CEOs, Leaders, and Headmen Robbery of shops and theft of project funds Arson of facilities by jealous villagers Death of important person during implementation Solution for some risks CEO should sit down with Project Committee to discuss the above issues and to fill Risk Management Chart attached to the following page. At the meeting, CEO also gives advice to the committee to hold financial management and leadership training ought to be included in the training component and budgeted for. The district sometimes takes the initiative to conduct it at the beginning of MP implementation. In this case, the district invites the following persons: Headman, Chairman, Treasurer and the CEO.
- 111 -
Risk Management Chart Risk identified # 1
What we can do “Before” the risk?
What we can do “After” the risk?
Loose financial management
2
Conflicts villagers
3
Neglected villagers
4
Inflexible management without a vision
5
Diminishing Passion Interests
among
poor
and
6
Misuse of Money by CEOs, Leaders, and Headmen
7
Villagers could not complete works within plan.
8
9
- 112 -
Risk Manager (who responds to it?)
What we can do?: Finding good Risk Management Strategies All risks are evaluated by its possibility to happen and its impact to affect the project. Strategies for a risk can be drawn by as follows.. Impact Possibility
High
Medium/Low
High
“Avoid”
“Mitigate”
“Transfer”
“Monitor”
Medium / Low - “Avoid”….
If possibility and impact are very high, it is better to avoid the project/ activity. If you know traveling by a bus always has a high possibility of meeting with a serious accident that kills passengers, the best solution is “not use the bus” or “not to travel” if possible. - “Mitigate”…. If possibility is high but impact is not-high, you can try mitigating the damages. When you drive a car on a rough road with rocks, you had better use strong tires and drive carefully to avoid rocks to mitigate the damages. - “Transfer”…. If possibility is not-high but impact is high, you can transfer the risk to the third party. An example is a car insurance, which covers your compensation if you have an accident. - “Monitor”… If possibility and impact are not high, you can monitor the progress of a project. These are just generic strategies for risk management. You need to tailor “your” strategies and tactics for effective countermeasures against “your” risks.
How we can learn? : Training for Risk Management Training is an essential method for Risk Management.
The training is conducted using a case
study by facilitation of an experienced trainer. The program proceeds as follows. 1) Read the case (or the facilitator explains the case) together 2) Conduct risk analysis and use the strategies presented above 3) Each group makes risk management strategy to be presented 4) Critically” review the presentation of each group, together 5) Discuss the lessons learned As pointed out in step 4, it is very important to review the presentation from a critical point of view. For example, if one group suggests that the best solution for a risk is “to just have a meeting”, this should be criticized from the point of its effectiveness. If the suggestion is “to change committee members”, questions should be raised such as whether this change would cause a new conflicts or whether there are any other villagers that are reliable and educated enough to be new committee members. Here, all criticisms should be welcomed, because that is the correct way of thinking for Risk Management. By continuing such critical reviews, the training can nurture the participants’ preparedness for Risk Management.
- 113 -
CASE : Whom to be blamed? The following case is imaginary, but this is based on results of the risk survey analysis. One or more of the problems you will encounter during the implementation of Micro Project.
Mr. Munga was CEO for NoroNoro village. NoroNoro village was chosen to be one of the Micro Project villages.
The village selected three sub-projects such as irrigated maize, community gardening for
vegetable and ADP (Animal draught power). Mr. Munga was very worried about the implementation of the plan. near, the construction of irrigation canal was not completed. not finished.
Although the rain season was
The cultivation of the community garden was
ADP (oxen) was bought, but no villager can manage the animals to be operated.
Mr. Munga
was not confident about the completion of the project implementation on time. One day he visited the project site of community garden, only two villagers were working.
They explained that there were funerals, so
most of the villagers were not available. Later this day, he heard another problem that there was rumor that the project was “witched” so villagers were scared to participate.
He also listened to project chairman
explaining that some villagers had required money for their labor.
The
chairman said that he refused to pay them, but he was very scared because they might retaliate against him one day. He knew one of the villagers who requested the money, so he contacted him to know better.
The
villager explained a completely different picture. The villager said that it was the chairman and his treasurer who misused the money and now most villagers do not believe him.
The villager also explained that no
villager has ownership of the project and they were too busy to participate in project’s activities. Mr. Munga turned back to the chairman about the possibility of misappropriation of money, and of course the chairman denied.
But he admitted that skill of treasurer was not enough to keep record.
The
chairman also mentioned that actually no one can train the oxen for ADP because of no knowledge. Mr. Munga consulted with the headman. chairman’s project not his.
The headman said that he has no power because this is
The headman admitted that there were not frequent meetings for villagers.
The
headman regrettably said that the number of the participants would be low even if he called for the meeting. The headman excused that he needed to go to his field and walked away from Mr. Munga. Now Mr. Munga is standing alone. “What was wrong? What should I do?” He asked to himself Instruction 1. Divide you into groups with 5-7 members. 2. Discuss what was wrong with this village 3. Find solutions to the situation. 4. Present the solutions to other groups 5. Other groups criticize the solution from its effectiveness and practicability - 114 -
Comparison of PEA, PaViDiA and PEA-PaVIDIA “PEA-PaViDIA” is developed by mixing the strengths of both of (PEA) and (PaVIDIA) General PEA
Original PaViDIA
PEA-PaViDIA
General &
Specific only to
Mixture of General PEA
Comprehensive
PaViDIA
and PaViDIA
General (not detail)
Very detailed
Detailed
Long/Middle
Middle
Middle/Short
(Workshop 3+ days)
(Workshop 2 days)
(Workshop 1 day)
Target
Communities/Group
Village
Village/Group
Sector
Agriculture only
Agriculture and
Agriculture-centered
Development (Infra)
Development
Linkage with
Weak (no description
Weak (no description of
Strong (All sub-projects
Demonstration
of demo/ lead farmer)
demo/ lead farmer)
are demonstration)
No
No
Yes
Cost
Middle/ low
High
Middle/low
Linkage with
Yes (supposed, but not
Routine extension
happen in reality)
Points Characteristic Process Description in Text Process Length
Integration with Pilot demo
Investment to Action Plan
No
Districts to be
All but only for PEA
applied
trained
No (it’s an event)
Yes and high
PaViDIA Project
- 115 -
YES/No (it is an event, but not special one.) Yes but small REACAP Project and Other district
Phases
STAGE
PHASE I PREPAT ORY
Preparation
Diagnosis
General PEA Secondary data collection/review
PRA/PLA tools: mapping, transect walk, vein diagrams, SSI. Historical analysis, seasonal calendar, HIV/AIDS analysis, Ranking and scoring, problem tree, objective tree, table of community solutions. SSI, Ranking
PHASE II ANALY SIS
Needs assessment Training and exposure
PHASE III PLANNI NG
Action planning
Solution seeking Action planning
Resource mobilization
SSI
Training assessment
needs
(Documentation of Community Action Plan?)
PHASE IV
Implementati on
PHASE V
Monitoring and evaluation
Progress reports, review meetings, special study, key individual interviews.
Original PaViDIA 1. 2. 3.
Village Data Collection Information to village Village Assessment and Selection Village Workshop (2 days) 1. Participation Assessment 2. Village Vision Identification 3. Village Resource Identification 4. Listing of MP (Micro Project) Alternatives
PEA- PaViDIA 1. 2.
Village Listing and Selection Information to villages
Village Workshop (1 day) 1. Foundation (Participation Assessment / Shared Vision of Agricultural Village Development) 2. Resource Finding (Success Stories/ Resource Mapping / Stakeholders Finding) (Problem tree & 3. Suggestions from CEO Objective tree in old 4. Tower of Agricultural PaViDIA) Development (No input, with CEO, with little input & more) 5. Listing of MP (Micro Project) Alternatives 1. Preliminary screening of 1. Review of feasibility (e.g. Alternatives resources) of MP 2. Information collection on Alternatives with feasibility (e.g. resources) suggestion of CEO of MP Alternatives 2. Selection and 3. Selection of MP authorization of MP 4. Formulation of MP 3. Formulation of MP Management System Management System and Learning System (demo) Documentation of Documentation of 1. Micro Project Plan 1. Micro Project Plan 2. Five year Village 2. Plan of Operation Development Plan 3. Plan of Budget 3. Risk Management Plan 4. MP Management/ 4. Plan of Operation Learning System 5. Plan of Budget 5. Other documents 1. Pre-implementation 1. Pre-implementation Arrangements Arrangements 2. Micro Project 2. Micro Project Implementation Implementation (Starter 3. Post Micro Project Sub-project) Implementation phase 3. Starter Sub-project and Second funding 1. Monthly Monitoring 1. Monitoring for utilization 2. Quarterly Monitoring and improvement 3. Participatory Mid-term 2. Participatory Evaluation Review and Expansion of MP 4. Participatory Evaluation 3. Sustainable Expansion 5. Sustainable Expansion Phase Phase 4. Back to routine extension 6. Back to routine extension
- 116 -
Original PaViDIA Manuals Image
Title
What's this?
PaViDIA Field Manual The first volume of the PaViDIA manual, instructing an extension officer to facilitate village development in (Vol.1) PaViDIA. This volume covers the basic concepts and Village Micro Project the activities at early stages such as initiation, planning Planning and preparation.
PaViDIA Field Manual (Vol.2) Monitoring and Evaluation
The second volume of the PaViDIA manual, instructing an extension officer to facilitate village development in PaViDIA. This volume focuses on M&E, and it covers the activities at later stages such as implementation, utilization, evaluation and expansion. It also mentions risk management in village development.
PaViDIA Field Manual The third volume of the PaViDIA manual, covers S. A. technical issues. This book introduces practical (Vol.3) technologies of sustainable agriculture in village Sustainable Agriculture development. It also features general information and Practices
data related to agriculture in Zambia.
PaViDIA
The guideline of PaViDIA complimenting the PaViDIA
Implementation
field manual. This guideline outlines the procedures and organizational setting in PaViDIA. This book is not only for the field officer, but also for officers.
Guideline
PaViDIA Approach is fully explained in the above four (4) manuals. Digital copy is available in the homepage: http://www.pavidia.org.zm
- 117 -
Documents Tower of Ideas for Agricultural Village Development Name of Village:
Day of Workshop:
Feasibility Level
Ideas/ Activities
Level 4. Activities with big financial input (More than 1 million)
Level 3. Activities
with
small
financial input (Less than 1 million)
Level 2. Activities with help of CEO (but not financial input)
Level 1. Activities
without
No. of Participants:
any
outside help
- 118 -
Evaluation Sheets of Micro Project Alternatives
No. MP alternatives
Votes
Appropriate for Extension
Marketability/ Profitability
Skill Requirement
Cost Requirement ZMK.
1 2 3 4 5 6 7 8 9 10
Note: Write down other ideas which were proposed in the workshop but are not shown in the above sheets because they were not selected.
- 119 -
Micro Project Plan Village Name:
Date:
Chairman: Village
Version No.:
CEO: (By month=
Headman:
, year=
)
Development Seed Money Generation:
million Kwacha in cash / bank
Success
Satisfaction of all: More than
%of the villagers feel improvement.
Indicators
Satisfaction of vulnerable people: More than
% feel improvement.
Sub-project Log-frame Sub-project Goals (annual)
Financial Target (IGA)
Utilization Target
Basic Target
Main Activities
Inputs
Sub-project Leader page (1/1) Continue to the next page, if there are more sub-projects. - 120 -
Camp name Village name Ref. List of Activities No. Sub-project In charge Main activities (sub-activities) Plan of Operation Year
Last update: Activity duration
Form: Plan of Operation
- 121 -
Figure: Points of notice for budget plan
Item Transport for purchasing material
Remarks Allowed Not allowed CEO should always be accompanied by a reasonable, ◎ but minimum number of people from the community for procurement.
☓
Meals during purchasing of material Lodging expenses during purchasing of material Meal during construction Debts for opening account
◎
CEO’s transport
◎
Meals for training Other
This is regulation for fund utilization. The community should contribute for the people who travel including CEO. That can save the budget. Meals should not be included in the budget, instead the community should contribute. Possible and minimum number of nights should be estimated in the budget for lodging expense.
☓
The community should contribute foods.
☓
In case the community borrowed some money from someone, the pay-back should not be made from project funds. This cost should be borne by the community as their contribution. ＊The cost for CEO’s transport to facilitate workshops and other duties such as facilitation before fund disbursement will be provided by POR. ＊ The cost for transport during micro project implementation should be calculated using the following formula: 5 days x 4 weeks x 7 months (Jul. to Jan. basic) x required cost of fuel per day ( round trip amount of fuel / day at 10km / Liter fuel efficiency)+required amount of lubricant ＊Cost for the motor bike should not be included in the budget. ＊ The cost for the CEOs who use bicycles to communicate with the district can be included in the budget, a maximum 2trips / month. ＊The cost for the CEO’s transport from the second year should not be included in the budget. The community should use raised money from IGAs. Meals for training should be contributed by villagers.
☓
Materials which bear huge cost like machinery require submitting with a quotation for inclusion in the budget.
- 122 -
Form: Plan of Budget (Sub-project level) Camp name
Village name Sub-project leader’s name
Sub-project name= ITEM
QUANTITY
UNIT PRICE (unit: ZMK)
TOTAL COST FOR FUND (unit: ZMK)
Sub total= If the number of items exceeds this page, please continue to the next page by coping this format.
- 123 -
COMMUNITY CONTRIBUTION (unit: ZMK)
Format: Plan of Budget (Total Project level) Camp name
Village name
Sub-project name
SUB-TOTAL of COST FOR FUND (unit: ZMK)
Grand total=
- 124 -
SUB-TOTAL of COMMUNITY CONTRIBUTION (unit: ZMK)
Monthly Financial Monitoring sheet (attached to Monthly Report) Village Name:
Date
Submission date:
Money In
Money Out
Sub-Project
Closing balance in cash K Prepared by…………………………….
Project Treasurer
Date ………………………
Remarks: Ref.No.
At bank K Supervised by …………………………
CEO
Date…………………..
Witnessed by…………………………...
Checked by…………………………
Project Chairman
Village Headman
Date……………………
Date………………….. - 125 -
Receipt Format Ref. No. = 1 Stick a receipt on A4 papers
Reference Number
ABC Shop
Name
Plot 55, ABC road, Lusaka
Payee
Tel: 01-213234 Receipt Xxx Community Micro Project Quantity
Date:
11/02/2012
Description
Unit Price
Amount
x 10
Back of cement
36,000
360,000
x5
Role of papers
20,000
100,000
Total
Name of the
Name
micro
goods
of
project
- 126 -
460,000
Total
of
PARTICIPATORY VILLAGE DEVELOPMENT IN ISOLATED AREAS SUB PROJECT ASSESSMENT SHEET Village Name… Number of Households… Total Village Population… Camp/District Name Description of Completed Sub Project Other Sub Projects Approved but not Funded CEO Fuel Allocated (K) CEO Fuel Used (K) CEO Fuel Balance (K) What Lessons Did You Have During Work on the Sub Project What indicators make you believe sub project was a success (explain using numbers)
Highest No Participants
of
Lowest No of Participants
On which occasions did the Village Headman participate in the work
Trnng Funds Allocated (k) Who Taught Lessons
What immediate benefit/change has the Why could the Sub project not be completed earlier completed Sub Project brought to the village (Explain using numbers) -
- 127 -
Trnng Funds Balance Trnng Funds Used (k) the
How were they Taught
Total Budget for Sub Project Balance after Purchases
District Summary of Monitoring Sheet District: _
___
Name of Village 1.
Reporting Officer: ___
__ Date of Reporting:
Starter Sub Project:
__
__
Has the sub project assessment sheet been completely and correctly filled in by the CEO? Yes/No? (Tick) Yes / NO 1.1 If ‘No’ which part is incomplete/incorrect and why?
2. What are the achievements made so far in implementing the starter sub-project? Activity (ies) Implementation Recommendation(s)-move next sub-project Planned Achieved Yes/reason No/reason 1. 1. . 2. 2. 3.
3.
4.
4.
3.
What challenges were faced during the starter sub-project implementation and what was done by each of the following to overcome them?
Challenge (s) 1.
Action Village 1.
2.
2.
2.
2.
3.
3.
3.
3.
4.
4.
4.
4.
taken
by
Action CEO 1.
taken
by
Action taken by District 1.
4. Monthly Reports of PaViDIA Micro Project submitted by CEO during implementation Number of Reports: Total number of page: Quality of Reports: Very Good/ Good/ Average/ Fair/ No Good 5.
Comment(s) by the Provincial Agricultural office
6.
The Next Sub-Project and Required Funding
Sub-Project:
Funding:
- 128 -
ZMK
Quarterly Monitoring Sheet of PaViDIA Micro Project (MACO-JICA) Submitted to DACO in the first week of month ( Village: Camp: Category: Chairman’s Name Treasurer’s Name 1. Please fill the information of current saving amount (Unit: ZMK) In cash
In bank account
Other (specify:
Enumerator’s Name: Headman’s Name
) , year(
)
Date of writing: CEO’s Name
) (CEO should confirm these amounts with the treasurer of the committee.)
2. Please provide the information on finance, utilization level and impact level of each component of Micro Project. Financial information is the information on total income and expenditure of each component for the last quarter (the last 3 months from the submission date) For utilization level and impact level, please tick based on interview with more than three (3) representative villagers. Income Operational Other** Utilization(tick one) Impact on the life of Remarks / Problems No Component name (sub-project)* (Unit: ZMK) Expenditure Expenditure (How “active” is each villagers (tick one) (ZMK) (ZMK) component?) 1
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
2
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
3
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
4
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
5
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
6
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
7
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
8
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
9
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
10
Mostly/ Sometimes/ Little / Not use
Significant/ Fair/ Little / No impact
* If any new sub-project is started and not shown in the list in “Component name”, please add the name in the list. ** “Operational Expenditure” includes salary of employees, fuel, and materials to operate the component, while “Other Expenditure” includes other expenditures, which need to be clarified in “Remarks” section)
- 129 -
3. Self-evaluation In the feed-back workshop after collection of this monitoring sheet, some villages will be awarded for their effort in starting a new business, solving their problems, improving their villages, etc. Do you think your village should be selected as one of the villages to be awarded? Tick -> (YES / NO) Write reason:
4. Problems and Solutions Please write current problems of micro project and possible solutions. Problems / Risks What should villagers do?
the
What should the CEO do?
What should the district do?
What should POR do?
Please write any comments and messages to district and POR on the back of this sheet. ->
- 130 -
Functions of HQ, Province and District
HQ
• Source funds for PaViDIA Operation • Develop PaViDIA expansion strategy and select implementation areas • Approve Plan of Operation (PO) and Plan of Budget (PB) drawn by PACO’s office • Produce annual work plans and budget for PaViDIA operation • Authorize fund disbursement for operational and MPs
• Produce the Plan of Operation and Plan of Budget for PaViDIA operation • Prioritization of the districts • Plan for implementation of MPs • Plan for conducting PaViDIA trainings • Plan for monitoring PaViDIA operation • Plan for Administration, and • Quarterly activities and Expenditure
Province
• Conduct PaViDIA trainings • Monitor PaViDIA operations at district level • Produce reports for PaViDIA operations
Harmonize PaViDIA operation with Extension services • Harmonize PaViDIA operation with District leaders • Produce plan of Operation and Plan of Budget for PaViDIA operation • Promote Sustainable Agriculture in Micro Projects • Select Villages that will implement Micro Projects • Support CEOs in conducting Village Planning Workshops • Scrutinize Micro Project Proposals • Propose villages for MP fund disbursement to POR • Inspect MP fund utilization by the villagers and the CEOs • Supervise and backstop MP implementation • Produce Progress and Financial reports on PaViDIA operations in the District •
District
Quoted from “PaViDIA Implementation Guidelines”
- 131 -
Fund Disbursement System of PEA-PaViDIA
The above figure shows how the fund is disbursed to villages. 1) After receiving the proposal of the Micro Project, the district appraises it and only approved proposals are reported to the Province. 2) The Province receives and appraises the reports from the District and recommend to the Headquarter for the disbursement of funds with “A Plan of Fund Disbursement”. 3) The HQ disburses the recommended amounts to the District based on the Plan. The District has one special account dedicated only for PaViDIA in a bank. 4) According to the Plan, the District withdraws the fund from the bank and provides the money to Project Committee Chairman accompanied by CEO. 5) The second (and possibly third) funding is also following the same procedure. 6) A point is “No report is provided, No money is given”
Although the village relies on the District for the banking service for the first time, it is recommended to open a new bank account for the village if the village’s Micro Project is growing and making income more than 2 million ZMK.
- 132 -
Figure : Disbursement of fund and monitoring system flow chart
Proposal of Micro Project
No
Submission
No fund release
Yes * Required Documents *Quality of proposal *Logic of MPP *Rationale of P/B
Appraisal by District, Province and POR
Result
GOOD
Fund for Starter Sub-project
POOR No fund release
*Monthly Reports Implementation of Starter Project
*Starter Sub-project Assessment sheet
No
No
2nd
fund release
Submission
Yes Appraisal by District, Province and POR GOOD
Result
POOR No 2nd release
Release of 2nd fund* *Monthly Report *Quarterly Report
* Achievement * Accountability *Cooperation
fund
Continuation of project implementation Funded Budget is expensed
Final Financial report to District
Participatory evaluation of micro project
Submission of final financial report to Province and POR Note: Release of 2nd fund is all or a part of the remained fund based on the decision of District/ Province.
A Police Case Money in the Micro Project is public money, not personal money.
There were sad cases in
which some villagers (committee members) misused the money for their own interests.
It
became a police case and a few villagers had to go to a prison for a while. The CEO must ensure that this does not happen again by sensitizing members and putting in place security measures. - 133 -
RESCAP: a MACO’s project supported by JICA 1. What is RESCAP? RESCAP stands for Rural Extension Capacity Advancement Project -through PaViDIA Approach-. The Project aims at improving livelihood of rural villagers by strengthening rural extension services provided by MACO (Ministry of Agriculture and Cooperatives). The Project applies "PaViDIA Approach", which is one of the effective extension approaches.
2. Backgrounds In the 1990’s, Zambia implemented a structural adjustment program to revive its economy, which was characterized by copper monoculture. However, the economic reforms did not produce the results in terms of expected employment creation and economic growth. Moreover, several social indicators show that the quality of livelihoods and access to pubic services has worsened, and that poverty has become more severe. According to poverty indicators, people living below the poverty line account for about 70% of the total population, and about 70% of these people reside in rural areas. Small-scale farmers, who account for 90% of the total agricultural population, are suffering from poverty the most. The Zambian government has given top priority to poverty alleviation, and has since formulated a National Poverty Reduction Strategy Paper (PRSP) as well as Sector Investment Programs for major sectors including agriculture. In the agricultural sector, the Zambian government emphasized support for small-scale farmers who cannot utilize opportunities created by liberalization.. In this context, the Project for Participatory Village Development in Isolated Areas (PaViDIA) has been implemented. since February 25, 2002. The Project has been jointly implemented by the Japan International Cooperation Agency (JICA) and the Ministry of Agriculture and Cooperatives. The Project had two Phases. Phase I ran from June 2002 to May 2007, then Phase II from June 2005 to May 2009. PaViDIA Project established a practical model of village development within the Ministry of Agriculture and Cooperatives. while the project has fostered core staff - 134 -
and secured basic funds such as KR2, WFP, etc. the extension system has been strengthened where the PaViDIA project has been implemented. The established model is implemented within MACO extension system comprising MACO-HQ, Provincial and District offices. Although MACO has demonstrated willingness to scale up the PaViDIA approach into other areas, the Ministry extension system as a whole still lacks the necessary capacity so it needs to be strengthened. In addition, a lesson has been drawn that the PaViDIA Approach itself needs to be improved in terms of agricultural techniques and marketing of agricultural products, in order to secure sustainability and positive impacts of Micro Projects. Thus, for PaViDIA to be implemented by MACO in Zambia, its extension system linking from MACO-HQ to village community members needs to be strengthened while the PaViDIA Approach needs to be improved.
3. RESCAP Way of Cooperation RESCAP is a MACO’s project. Meanwhile, there are some Japanese working for this project, because it is a JICA’s Project-based Technical Cooperation (PTC), one of the main pillars of JICA’s Technical Cooperation. One of the features of JICA PTC is that Japanese Experts are working as "supplements" to support the counterparts of the recipient country such as Zambians to achieve the project’s goals. The owner of the project is the recipient country (MACO), not JICA. Goal
JICA sends experts not to fill the gap, rather Japanese experts support and train their counterparts to let them achieve the goal by
Goal
Technical Assistance
themselves. As the comparison of two Orthodox TA JICA’s PTC approaches shows, JICA’s Technical Cooperation is towards to “Technical Level of the recipient country” in order to achieve the goal, while orthodox Technical level of the recipient country
Technical Cooperation
Technical level of the recipient country
Technical Assistance is “filling the gap” to achieve the goal. In usage of terms, JICA uses “cooperation”, while other donors sometimes use “assistance”. RESCAP is a MACO’s project where Japanese Experts to support MACO Staff and field officers to achieve goals by themselves, with available resources around. PEA-PaViDIA has been developed on the same philosophy, “Think together and do whatever we can with what we have”.
- 135 -
