TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT
Annual Work Plan and Budget 2017
MAFF/NCDD 12/26/2016
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
TABLE OF CONTENTS
A.
INTRODUCTION AND BASIC DATA ............................................................................. 1
B.
PROJECT OUTCOME AND IMPACT ............................................................................ 2
C. WORK PLAN FOR 2015 ................................................................................................ 3 C.1
Issues and Challenges ............................................................................................ 3
C.2
Summary of the 2015 work plan.............................................................................. 6
C.3
Component 1: Commune Development through Block Grants (NCDDS) .............. 10
C.3.1
Output 1.1: Improved rural infrastructure supporting agricultural productivity . 10
C.3.2
Improved capacity of smallholder farmers ...................................................... 10
C.3.3
Output 1.3: Improved commune capacity for project management ................. 13
C.4
Component 2: Agricultural Productivity Enhancement........................................... 14
C.4.1
Output 2.1: Improved Agricultural Policy Environment ................................... 14
C.4.2
Output 2.2: Increased availability and access to quality seeds ....................... 15
C.4.3
Output 2.3: Increased Access to Agricultural Information and Market Data .... 19
C.5
Component 3: Effective Project Management ....................................................... 20
C.5.1
Output 3.1: Meetings of PSC through regular CARD meetings ...................... 21
C.5.2 Output 3.2: Effective Coordination and Supervision of project activities by national, provincial and district team ............................................................................ 21 C.5.3
Output 3.3: PPMS established and supported................................................ 23
D. INSTITUTIONAL ARRANGEMENTS ........................................................................... 24 E.
PROCUREMENT ......................................................................................................... 24
Appendix 1
Revised Design and Monitoring Framework
Appendix 2
Activity Lists for each IA
Appendix 3
Budget Tables for each IA
Appendix 4
Procurement Plan
Appendix 5
Gender Action Plan
Appendix 6
Risk Management Matrix
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ACRONYMS AND ABBREVIATIONS ADB AEA AF AS AWPB BMC CAA CEW CARD CC CCWC CDF CIG CIP CMA DCU DoA DST EA GAP GDA GFP GoF
Asian Development Bank Agro-ecosystems Analysis Additional Financing Agriculture Station Annual Work Plan and Budget Banteay Meanchey province Commune Administrative Assistant Commune Extension Worker Council for Agriculture and Rural Development Commune Council Commune Committee for Women and Children Commune Development Fund Common Interest Group Commune Investment Plan Commune Mobile Access (Program) Development Coordination Unit District Office of Agriculture District Support Team Executing Agency Good Agricultural Practices General Directorate of Agriculture Gender Focal Point Government of Finland
GRF
Group Revolving Fund
IA IFAD KPC KPT LIG MAFF M&E MPTC NCDDS PAC PDA PDoWAs PIC PID PPMS PPTA PST RGC RSPG SRP SSP-2 SSP-3 TKM TSSD TSTD
Implementing Agency International Fund for Agricultural Development Kampong Cham province Kampong Thom province Livelihood Improvement Group Ministry of Agriculture, Forestry and Fisheries Monitoring and Evaluation Ministry of Posts and Telecommunications National Commission for Sub-National Democratic Development Secretariat Provincial Agriculture Coordinator Provincial Department of Agriculture Provincial Department of Women’s Affairs Project Implementation Consultants Planning and Investment Division Project Performance Monitoring System Project Preparatory Technical Assistance Provincial Support Team Royal Government of Cambodia Rice Seed Producer Groups Siem Reap province SSP for LIG Training and Mentoring SSP for Animal Health and Production Program Tboung Khmum province Tonle Sap Poverty Reduction and Smallholder Development Project Tonle Sap Technology Demonstrations for Productivity Enhancement
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Tonle Sap Poverty Reduction and Smallholder Development Project
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AWPB 2017
INTRODUCTION AND BASIC DATA
ADB Loan/Grant Numbers
L 2599 - CAM (SF); G0186 - CAM (SF)
Project Title
Tonle Sap Poverty Reduction and Smallholder Development Project (TSSD)
Borrower
Royal Government of Cambodia
Executing Agencies
Ministry of Agriculture, Forestry and Fisheries (MAFF) - Components 2 & 3 National Committee on Sub-National Democratic Development Secretariat (NCDDS) - Components 1 & 3
Implementing Agencies
MAFF - General Directorate for Agriculture (GDA) NCDDS Ministry of Posts and Telecommunications (MPTC)
Project Steering Committee
Headed by the Council for Agriculture and Rural Development (CARD)
Total Project Cost (USD million)
51.309 (including taxes and duties of USD 5.496 million)
Project Financing (USD million)
ADB Grant Loan
IFAD 27.30 Grant 3.314 Loan
6.802 6.802
GoF Grant
1.595
RGC 5.496
Date of Loan/Grant Approval by ADB
8 December 2009
Date of Signing of Loan/Grant Agreements
ADB/RGC IFAD/RGC GoF/RGC
Date of Effectiveness of ADB Loan/Grant
31 March 2010
Closing Date of IFAD Loan/Grant
31 August 2017
Closing Date of ADB Loan/Grant
28 February 2018
Dates of Last ADB Review Mission
17 - 31
Project Impact
Livelihoods in target communes in five provinces (Banteay Meanchey, Siem Reap, Kampong Thom, Kampong Cham and Tboung Khmum) in Tonle Sap basin improved by 2020.
Project Outcome
Agricultural productivity increased and improved access to markets created in 196 communes in five provinces in Tonle Sap basin.
Components
1. Commune Development through a commune block grant: - Improved rural infrastructure supporting agricultural productivity; - Improved capacity of smallholder farmers; - Strengthened commune project management capacity. 2. Enabling environment for agricultural productivity and diversification: - Improved agricultural policy environment; - Increased availability and access to quality seeds; - Increased access to agricultural information and market data. 3. Project Management
Project Area
The Project covers 196 communes: BMC (32), SRP (58), KPT (45), KPC (40) and TKM (21). Selection of the Project communes was based upon (i) relative poverty; (ii) donor interventions; (iii) synergy and complementarity; (iv) growth potential by agroecological region; and (v) geographical focus.
th
th
27 December 2009 th 15 February 2010 th 20 September 2010
st
st
th
th
st
October 2016
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PROJECT OUTCOME AND IMPACT
1. The TSSD is designed to foster community-driven infrastructure, and capacity development in 196 communes in the provinces of Banteay Meanchey (BMC), Siem Reap (SRP), Kampong Thom (KPT), Kampong Cham (KPC) and Tboung Khmum (TKM).1 The Project is assisting the Government in creating: Rural infrastructure to improve agricultural production, market access and quality of life in rural communities; Stronger rural financial services extended to resource-poor smallholder farmers; Better agricultural support services, including research, extension and information delivery services supporting increased agricultural productivity by smallholder farmers; Appropriate policies and regulations that support smallholder farming communities both for improved productivity and marketing; Effective project management that enables timely completion of the project and achievement of project objectives. 2. The outcome of the TSSD will be increased agricultural productivity and improved access to markets created in 196 communes in the five target provinces in the Tonle Sap basin by 2020. The Project Purpose is to achieve an increase in agricultural productivity and improve access to markets in 196 targeted communes in the five provinces. 3. The TSSD has two Executing Agencies, the National Commission for Sub-National Democratic Development Secretariat (NCDDS) and the Ministry of Agriculture, Forestry and Fisheries (MAFF). There are now three Implementing Agencies: (i) NCDDS; (ii) MAFF/General Directorate of Agriculture (MAFF/GDA); and (iv) MAFF/Development Coordination Unit (DCU).2 4. In late 2013 the Project expanded the coverage area to cover all target communes within the 28 targeted districts. 5. The Project has three Components: (i) Commune development through Block Grants (NCDDS); (ii) Agricultural Productivity Enhancement (MAFF/GDA & MPTC); and (iii) Effective Project Management (all IAs). 6. The last regular review was conducted October 17-31, 2016. A next review mission is planned to be conducted in the second quarter of 2017.
1 2
The revised Project Design and Monitoring Framework (DMF) is shown in Annex 1. The Ministry of Posts and Telecommunications (MPTC) completed all the assigned tasks at the end of 2015 and are no longer involved with the Project. 2
Tonle Sap Poverty Reduction and Smallholder Development Project
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WORK PLAN FOR 2017
C.1
Issues and Challenges
7. The Project continued to make good progress in 2016 with continuing support for rural infrastructure sub-projects in all target communes, the continuation of capacity building and mentoring support for the Livelihood Improvement Groups (LIGs) through Specialised Service Provider (SSP2) and for improved animal health care and productivity by SSP3. All LIGs have now established their Group Revolving Funds (GRFs) and all have received all three tranches of GRFs. The focus for the delivery of the technical support to the LIGS was shifted to place the emphasis on farmer-to-farmer (F2F) learning targeted through the conduct of Training Needs Assessments (TNAs) of the LIG members which were facilitated by the Commune Extension Workers (CEWs). The pilot study on Good Agricultural Practices (GAP) in Siem Reap (SRP), Kampong Cham (KPC) and Tbuong Khmum (TKM) was expanded into the other two provinces - Banteay Meanchey (BMC) and Kampong Thom (KPT). Contract farming between RSPGs and the two Agriculture Stations have continued with increase of commercial seed volumes traded from 54 tonnes in 2015 to over 80 tonnes in 2016. 8. On-farm demonstrations were organised in every target district on rice as well as a range of other commodities with LIG members participating in the field days. Good management of project implementation and coordination between national and sub-national levels was maintained through the conduct of regular coordination meetings at all levels. The Mobile Commune Access (MCA) continued to enable efficient sharing of technical knowledge between CEWs and LIG members and TSSD website was enhanced through additional technical materials, including several technical manuals and a dozen of training videos. 9. During the course of 2016 there were a number of issues that emerged which were discussed during the three review missions that took place. The latest review mission took place in the second half of October. This 2017-AWPB has been prepared taking into account these issues and has incorporated all of the recommendations which were made during these missions, especially the latest one. They are briefly discussed below: The civil works for the rural infrastructure sub-projects have been observed to be unsatisfactory. A number of instances have emerged, some of which were investigated during the Review Missions, where technical specifications have not been correctly followed in the construction of the sub-projects and in some cases design, construction quality and operation and maintenance of the sub-projects were of low quality or the scheme was not complete as there was a need for some additional structures to be installed such as culvert, water gates become fully functioning. This has been the result of inadequate supervision of the civil works and failure to enforce adherence by the contractors. This will inevitably result in the need for remedial works and additional maintenance costs may be incurred as a result. NCDDS will need to inform commune councils to conduct more frequent and stricter supervision of the remaining sub-projects and to request the contractors to fix the infrastructure defects that are still under the retention period and ensure adequate operation and maintenance for works upon completion of the retention periods. The successful operation of the LIGs has been impeded by the high outmigration rates. The economic migration has continued to be an issue, especially in Banteay Meanchey (BMC) and SRP provinces but the other provinces have also been affected though to a lesser degree. The impact was most severe in cases where the 3
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LIG Leaders have migrated and no swift/timely replacement had been found. It has proved difficult to introduce remedial action other than seeking assurances from those joining the LIG, and particularly those elected to be the office bearers, that they do not intend to migrate. The intention is that the opportunity for livelihood improvement provided by access to the GRFs will reduce the necessity and likelihood that household members, especially LIG members, will need to migrate in search of employment although this impact may not be apparent until future years. There have been continuing difficulties in the operations of the LIGs - The capacity building training and mentoring program delivered by SSP2 has enabled considerable progress to be made in the strengthening of the LIGs but some difficulties still remain. The high levels of illiteracy have been a constraint to the introduction of improved management styles and the use and maintenance of good financial records. Significant changes have been made to the recording procedures that are used to ensure that the LIG members are better informed on the status of the LIG affairs and of their own loans from the GRFs. The intention for the Commune Councils (CCs) to recruit service providers to provide technical non-livestock training remained to be difficult to implement effectively. For livestock training, the situation is much better with full-time service and support of the SSP3. Ownership of LIG internal rules and regulation - There have been many instances where even after a few years of the group existence and operation with constant coaching, LIG members appeared either not fully aware of or do not fully understand their group’s internal rules and regulation. One of the reasons being assigned to a lack of sense of ownership of the rules and regulation by the LIG members because they were created by outsiders and imposed for application. To overcome the problem each LIG with facilitation and assistance from SSP2 will need to review and develop their own rules and regulations that will be used to govern their group operations and management. Promotion and strengthening of farmer-to-farmer extension services - Over the past few years, hundreds of demonstrations have been established and host demo farmers have been exposed to improved farming practices. These farmers have high potentials for and some have already engaged in further promotion of their acquired learning of improved practices to other farmers in a more effective and less expensive way. To enable them to do so with their full potentials, there is a need to strengthen their extension and communication skills through on-the-job hand-on training (learning by doing) on organizing and delivery of extension activities (i.e. training, extension event or field day) to other farmers with initial some outside assistance and mentoring from specialized service provider like SSP3. The capacity of the Rice Seed Producer Groups needs to be improved - There are now 35 Rice Seed Producer Groups (RSPGs) that have been formed and capacity building and other support has been provided to them but they still demonstrate considerable weakness, especially on group management and (collective) marketing of their seeds. A comprehensive Operations Manual has been developed and some training has been provided but there remains a need for hands on training and mentoring supports to enable the RSPGs to use these operational procedures in practice, improve the overall management of the groups and adopt a more effective marketing strategy to their seed sale. There have been few sales of commercial rice seed by the RSPGs to the LIG members - There remain very weak linkages between the RSPGs and the LIGs and 4
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LIGs awareness of RSPGs and their seeds despite further efforts that were made in 2016 to facilitate meetings to bring the two parties together. However, there remains extremely low volume (~1.3%) of sales of commercial seed by the RSPGs to the LIG members and those that have utilised their GRF for rice production have in most cases invested in chemical inputs rather than quality seeds. The rice seed demonstrations that have been implemented over the past several years do not appear to have convinced LIG members of the need for investment in good quality seed. The performance of the Agriculture Stations needs to be enhanced - The Project has invested heavily in both the two Agriculture Stations over the last four years so that their production capacity and storage and management have been significantly improved. The task now is to ensure that the facilities that have been provided can be more effectively managed and utilized to enhance the production levels of certified seed and to ensure that the selection of the rice varieties that are produced is done in response to market demands. In addition, MAFF must ensure that the mechanisms for ensuring financial sustainability can be introduced so that revenue generated from sales of the certified seed can be used effectively to support the station operation costs and commercial seed trading (with RSPGs) in the future. The performance of Teuk Vil Agriculture Station needs serious considerations The certified rice seed production by Teuk Vil Station has remained at less than 10 tonnes in 2016, with an average yield of about 2 tonnes per hectare due to partly unfavourable climate condition (from El Nino extended from 2015) and poor (sandy) soil fertility. One hectare of early wet rice seed production in 2016 was completely damaged by the long drought and the usual water supply from Baray reservoir was not made available. The Station sold the seven tonnes of certified seed produced in 2015 and traded the 16 tonnes of commercial seed brought from RSPGs in BMC and SRP. It was estimated that sale volumes of certified rice seed and commercial rice seed met respectively about 30% and 50% of market demand of potential rice seed buyers who were aware of the Station’s quality seeds and/or approached it. With such a small scale of business operations, this Station cannot operate as a financially independent entity. A modified business model is needed to improve chances of financial sustainability of the Station. The model, among other, may include significant improvement of yield of certified rice seed (in order to reduce production unit cost) through alternative production (i.e. not on the Station’s paddy, rather on more suitable land through contract or rental arrangement) and significant increase of trading volume of commercial seeds to be able to meet the current potential market demand of rice seeds. Agriculture Stations’ commercial rice seed trading needs to be increased - In 2015 the two agriculture stations purchased a total volume of 54 tonnes of commercial rice seeds from 18 of TSSD-supported 35 RSPGs, which collectively produced 735 tonnes. This purchased volume represents seven percent of total seed production, and all was sold. In 2016, total volume of commercial seed to be purchased by the two Stations will be around 83 tonnes (8%) out of total commercial seed production of around 1,000 tonnes. Considering the good market for commercial seed experienced in 2015/2016 and expected in 2016/2017 and in order to further assist RSPG seed marketing, the Stations will need to significantly increase (i.e. 100%) their volume of seed trade with RSPGs. For Balang, seed trade needs to expand coverage beyond KPT (i.e. into KPC and TKM).
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RSPGs commercial seed sale needs to be refocussed on collective marketing – Most RSPGs members faced cash flow issue and were forced to sell their seeds immediately after harvest time (to repay for inputs and other production costs) when rice seeds were less likely needed and so price was low. To alleviate the negative effect of the problem, each RSPGs will need to be convinced to consider and adopt a collective marketing strategy, which has been used very successfully for the last several years by one RSPG (in Steung Trang/KPC). Gender issues need greater consideration and support - The issues relating to gender identified in the Project design have been widened to include consideration of reducing Domestic Violence (DV), ensuring safe migration and also the special needs of women resulting from climate change impacts. Although the deployment of the provincial Gender Focal Points (GFPs) at provincial level has been a useful advance for the Project there remains a need for further training to ensure that the provincial GFPs, and in turn the district GFPs, can provide adequate support and guidance to the Commune Child and Women Coordinators (CCWCs) who have deployed in every target commune. Knowledge management - The projects have made many achievements and generated knowledge. Proper documentation of achievements and knowledge is essential so that they will not be lost, but can be saved and shared. All knowledge and lessons learned from the current phase will need to be capitalized in the design of the new phase of the project.
C.2
Summary of the 2017 work plan
10. 2017 is the last year of project field operations in the current phase. Closing date of IFAD loan/grant is 31st August 2017, while that of ADB is 28th February 2018. Field activities under Output 1.2. (i.e. support to LIGs) will end on 31st of August 2017, the closing date of IFAD grant/loan. These closing dates are used in scheduling of the 2017 activities respective of source of funding. 11. The work plan for 2017 will build upon the continuing achievements which were made during the previous year and recommendations/agreed actions of the October 2016 review. There will be no new rural infrastructure sub-projects, only a continuation of construction works of 43 sub-projects that are on-going/carried over from 2016, and 89 sub-projects (five from 2015-AWPB and 84 under 2016-AWPB) which will be in retention (six-month warranty) period during Q1-Q2. All these RI sub-projects will be fully completed in Q2. Based on LIG capacity assessment results, 27 LIGs will be dissolved due to their unacceptable performance. There will 1,214 LIGs which will be further supported with capacity strengthening coaching/mentoring and livelihood improvement activities in the form of livestock training. There will be also commune marketing stakeholder meetings and some pilot establishment of booths at commune level. The agriculture support activities will include support for the MAFF CamGAP certification process through national promotion workshop and printing of CamGAP promotion materials, further management capacity building supports to existing GAP groups through regular quarterly follow-up mentoring meeting and marketing linkages, supports for seed production subsidies to the two Agriculture Stations, exposure of RSPGs to successful collective business/marketing through study tour, management capacity building support to existing RSPGs through regular monthly follow-up mentoring meeting, linking RSPGs and LIGs and CCs, marketing supports through establishment of booths at district and/or provincial level, supports to LIG members interested in non-livestock activities 6
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through practical multiple-event training to be delivered by DSTs and establishment of additional field demonstrations on chick production and animal feed formulation. 12. During 2017 it is intended that there will be an increasing focus on the mechanisms for ensuring the further promotion and sustainability of the activities that have been supported by the project. This will encompass both EAs and the IAs and cover each of the main areas of support. Strategies for ensuring the CCs have a full understanding of their own responsibilities in supporting the on-going activities.
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Summary of Work Plan 2017 3 Outcome/Output
IA
Activities
Component 1: Commune development through Block Grants Output 1.1: Improved rural infrastructure supporting agricultural productivity
Output 1.2: Improved capacity of smallholder farmers
Output 1.3: Improved commune capacity for project management
3
NCDDS
NCDDS
NCDDS
- No new rural infrastructure sub-projects in 2017. There will be only 43 carried over from 2016 and construction works of all sub-projects will be completed by Q2. - There will be 89 (five from 2015 AWPB) sub-projects in retention (six-month warranty) period which will be completed by Q2. - Based on LIG capacity assessment results, there will be only 1,214 LIGs to be supported in 2017 and SSP2 will provide monthly coaching and mentoring services (on cash recording and LIG’s statute and internal rules) up to August 2017 to all these LIGs to enable them to manage their groups effectively. - There will be a continuation of awareness raising activities (618 activities on safe migration, and 1,214 activities on DV and child nutrition, and gender implication of climate changes) conducted in target villages, as well as regular monthly meetings. - There will be facilitations provided to LIGs for writing their own internal rules and regulation. - There will be consultative and awareness raising meetings during Q1-Q2 on establishment of LIG association, which will be materialized by Q3. - There will be facilitation for annual election of management committee members, as well as for annual assembly for all LIGs in Q1. - There will be 196 commune-based lists of basic data for non-livestock training prepared by CC/CEWs in Q1 for submission to DSTs for preparation of 253 non-livestock training proposals. - There will be 100 livestock learning activities (+100 demos) with a total 300 events be organized in total by SSP3 and CCs/CEWs. - There will be 1,214 field days organized by chicken broiler raising demo farmers as well as 1,214 field days organized by chick producers. - There will be support to 64 chick production units for development of viable business plan and plan for expansion, establishment of improved broiler-raising demos on each chick production site, and development of large extension posters (2 posters/unit) for promotion of chick handling and care during transport from chick farm to buyer’s site and broiler raising. - There will be 5,000 outstanding chick producers and chicken/broiler raising farmers identified and awarded for their quality chick production and after-sale services and adoption and dissemination of improved chicken raising practices, respectively. - SSP3 will organize 28 semester meetings with engaged VAHWs and monthly follow-up support visits (over 10,000 visits) to all village livestock demonstrations as well as 512 monitoring visits to all chick production units. - Commune block grants (for commune operation) will continue to be transferred to the commune accounts based upon needs and approval by the Provincial Facilitation Team (PFTs). - There will be 27 unperformed LIGs dissolved and some of their good members will be assessed to allow joining some of the remaining 1,214 LIGs in nearby villages. CCs will enter into agreements with management committees of each of the 1,214 LIGs concerning the balance of all tranches of GRFs that have been transferred to all LIG accounts. - CCs will enter into agreements (LoUs) with management committees of each of the 1,214 LIGs concerning payment for
The details Activity Lists for each IA are shown in Appendix 2
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Outcome/Output
IA
AWPB 2017
Activities auditing services and conducting annual social public audit. - There will be a contract prepared and signed by each CCs and SSP2 for the services of the latter in auditing (accounting and internal rules) and conduct of annual social public audit which will be valid until a new service provider recruited by the LIG Association. - There will be two quarterly marketing stakeholder (market exposure) meetings conducted by each CC with participation of input (chick, animal feed, etc.) suppliers, producers (chicken growers, vegetable producers, etc.), local buyers, local consumers and PDA/DoA representative (ie. DST). - Each CC will organize an annual social public audit meeting with participation of LIG leaders, CC/CEW and SSPs. - CCWCs at commune level will be mobilised for needs based awareness raising on DV and nutrition and gender implication of climate change for LIGs. - CCs will conduct monthly follow-up support visits to each LIG and will host quarterly meeting with LIG leaders and local stakeholders (like input suppliers - rice seed, chick), CEWs, CCWCs and DSTs to review progresses and identify issues for their attention to make improvements.
Component 2: Agricultural productivity enhanced Output 2.1: Improved agricultural policy environment
Output 2.2: Increased availability and access to quality seeds
MAFF/GDA
- National dissemination workshop will be organised on CamGAP Certification Process. - There will be five province-based trainings on group management and bookkeeping for potential/AC-registered GAP producer groups. - There will be quarterly meetings with potential/AC-registered GAP producer groups. - There will be a continuation of one ongoing GAP-FFS in TKM which will be completed mid Q1.
MAFF/GDA
- Further support will be provided to Balang and Tuek Vil Agriculture Stations for the production of 25 tonnes of certified seed in total. The two stations will purchase around 115 tons of commercial rice seed from SRPGs. Balang will expand its scope of commercial seed purchase to include RSPGs in KPC and TKM. - With assistance and supports for GDA, SRP and KPT PDAs and TAs, each Station will develop its 5-year business plan. - There will be study tours for RSPG committee members to KPT - Treung Trang RSPG who has successfully organized collective trading/marketing of their rice seeds through share-based arrangement. - There will be monthly follow-up meetings with each RSPGs to strengthen their group management, bookkeeping and collective marketing practice (following their exposure to successful collective marketing practice of Steung Trang SRPG). - There will be commune meetings between RSPG representative, LIGs committee members, commune councils and other field level stakeholders to promote RSPGs in local area and their products (i.e. rice seeds). This will be followed by awareness raising campaign with each LIG through LIG regular meeting/mentoring. - There will be a total of 253 practical multiple-event training (each with 5 events and a demonstration plot to enhance practical learning) will be organised for LIG members on non-livestock improved production practices for rice, cassava, vegetables, secondary/Chamkar crops (like sweet corn, water melon), mushroom and aquaculture (fish and frogs). - There will be four chick production units & four animal feed production units established in LIG villages KPT, KPC and TKM. - There will be additional extension materials published - technical manual (improved rice-straw mushroom growing in steamed room), farm record booklets, rice seed promotion leaflets for RSPGs and ASs (to support RSPG-LIG meetings and promote AS) and large posters (on plastic sheets) to promote safe chick handling and care during transport and broiler raising at chick production units. 7
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Outcome/Output
AWPB 2017
IA
Activities
MAFF/GDA
- Enhanced marketing assistance will be provided to the LIGs, RSPGs and Agriculture Stations including awareness raising; promotion of products through social media; assessment of existing supply chains and marketing linkages; and strengthening linkages between input suppliers, collectors, retailers and buyers. - There will be one short promotion video per province per quarter produced to enhance project visibility (achievements) national/provincial TV programs and social media. - Collection and dissemination (and sharing on Social Media) of market price of key produces and key inputs in each province. - Regular collection/generation and updates of contents onto the project website. - There will be marketing promotion of the project-assisted produces through improvement of market booths (or selling/collecting venues) at/near existing local markets and market campaign to promote local (including GAP) products through marketing promotion materials and/or provincial radio/TV advertisement and social media.
Output 2.3: Increased access to agricultural information and market data
Component 3: Effective project management
All
- Regular biannual meetings of the PSC will be organised by CARD to review Project progress and resolve issues/challenges. - Monthly coordination meetings will be continued at provincial, district and commune level to ensure continued good coordination between all stakeholders. - There will be gradual reduction of sub-national level staff - district level (commune/ district) staff will be involved only till Q3. - Separate quarterly management meetings for NCDDS/Component-1 and GDA/Component-2 both conducted on a rotational basis in each of the target provinces. PIC representatives will be invited to participate. - The PPMS will be updated based upon the approved 2017 AWPB and orientation provided to the sub-national teams to ensure smooth implementation of non-livestock practice training for LIG members. - There will be one cluster training on improved cassava production for selected DST members assigned to planning and delivery of cassava training for LIG members. - The PIC team and other national consultants will continue to provide technical support to each of the IAs during the Q1-Q3, with few TAs (including PIC) will till the end of 2017. - The PPTA team will continue their work with supports from all EAs/IAs and TAs at all levels. There will be two PPTA consultative workshops organized in Q1 and Q2. - NCDDS/SSP2 will develop guidelines on LIG Association formulation and organize an orientation workshop on the guidelines, as well as provincial dissemination workshops of the guidelines. - NCDDS will produce two short videos on LIG-related success stories. - Each DFT will produce at least one case study on social and gender equality related to LIGs. - NCDDS will conduct, through external consultants, the project’s end-line survey, - There will be a project completion workshop organized by EAs at the end of the year. - NCDDS will co-organize a three-day workshop to share TSSD’s experiences (on LIG sustainability and scaling up) with IFAD-funded projects (PADEE and ASPIRE). - DCU through its assigned staff (for website content management) will ensure regular provision of updated contents to MPTC team for website www.aginfo.org.kh as well as regular uploading of received contents onto the project website www.tssdcambodia.org.
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13. The total annual budget for 2017 is estimated at USD 3.08 million.4 The fund allocations between the IAs are 60.5, 17.2, and 22.3 percent for NCDDS, MAFF/GDA, and MAFF/DCU respectively. The fund allocations for ADB contributions are 0 and 85.3 percent for Loan and Grant respectively; for IFAD the contributions are 4.7 percent for both Loan and Grant; and the RGC counterpart contribution from RGC is 5.3 percent.
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) ALL PROVINCES Implementing Agency
Cost (USD) Q1
Q2
Q3
Q4
Total
NCDDS
846,970
607,066
346,129
63,250
1,863,415
GDA
201,337
191,634
90,881
44,429
528,281
DCU
187,621
175,221
155,921
169,821
688,584
1,235,928
973,921
592,931
277,500
3,080,280
0
0
0
0
0
ADB Grant
1,058,220
822,414
475,967
270,466
2,627,067
IFAD Loan
48,550
48,550
48,550
0
145,650
IFAD Grant
48,550
48,550
48,550
0
145,650
RGC
80,608
54,407
19,864
7,034
161,913
1,235,928
973,921
592,931
277,500
3,080,280
IMPLEMENTING AGENCY
SOURCE OF FUNDS ADB Loan
TOTAL
4
The detailed Budget Tables are shown in Appendix 3.
9
Tonle Sap Poverty Reduction and Smallholder Development Project
C.3
AWPB 2017
Component 1: Commune Development through Block Grants (NCDDS) C.3.1
Output 1.1: Improved rural infrastructure supporting agricultural productivity
14. The Project has provided funds for the last four years for the development and upgrading of small-scale rural infrastructure to support higher agricultural productivity with the investments identified in the Commune Investment Plans (CIPs). During these years, the CCs can allocate up to 43 per cent of their project allocation for investment in rural infrastructure. Investments are mainly in small-scale farmer-managed irrigation, including tertiary distribution systems as well as flood control and drainage works; structures to protect and conserve natural resources in and around the project communities; and construction/rehabilitation of farm-to-market roads.5 Project funds for commune investments are incremental to the Commune/Sangkat (C/S) Fund. However, the communes are able to use the Project funds in conjunction with C/S funds or any other source of funds to finance rural infrastructure investment consistent with the sub-project selection criteria. In 2016 the project supported investment of 99 rural infrastructure sub-projects, nearly half of these will continue construction works through to Q2 of 2017. There will be no new sub-projects in 2017.
15.
The following specific activities will be implemented during the year: (a)
Activity 1.1.1: Identify priority infrastructure needs included in CIPs
There will be no new sub-projects in 2017, there will only be continuation of construction works of 43 on-going sub-projects that have started in 2016. (b)
Activity 1.1.4: Monitor and supervise contractor performance, make progress payments and assess the quality of the civil works
Under the 2016 AWPB there were 99 sub-projects, fifteen of which had been fully completed with final payment made. During the first and second quarter of 2017, there will continuation of construction works of 43 on-going sub-projects that have started in 2016. There will be 89 (including 5 from 2015-AWPB) will be monitored for their retention period before final payment made. Table 1 Output 1.1: Improved rural infrastructure supporting agricultural productivity (Annual targets per province) Province Number of rural infrastructure sub-projects
Total
BMC
SRP
KPT
KPC
TKM
Number of sub-project with on-going construction works (continued from 2016)
3
19
9
0
12
43
Number of sub-projects in retention (6 month warranty) period
8
31
22
12
16
89
C.3.2
Output 1.2: Improved capacity of smallholder farmers
16. By the end of 2016, all three tranches of GRFs will have been transferred to all LIGs. Based on LIG performance/capacity assessment results and following the MoU (i.e. para 30, re: dissolving unperformed LIGs) of the recent review, there will be only 1,214 LIGs to be 5
Prior approval by ADB will be required for any investment: (i) for irrigation pumps and engines; (ii) already started but which remains unfinished due to design or construction defects; and (ii) supported by ADB through other projects. 10
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
supported by the project. SSP2 will support the continuing coaching and mentoring for all these LIGs based on their assessment results (weak, medium, strong) and will continue to provide direct supervision of the CEWs. SSP3 will continue support for the establishment of 100 livestock (i.e. pig or duck raising) demonstration for each LIG village to support practical training on improved livestock (pig or duck) raising, provide further support (on development of viable business plan and plan for expansion, establishment of improved broiler raising on the spot and provision of large posters showing steps on chick handling and caring during transport and transition from chick production units to farmers’ chicken raising sites and broiler raising) to the existing 64 chick production units and assist chick demo farmers and chick producers in organizing extension events/field days for each of the 1,214 LIGs. The support to chick production units will ensure better supply of quality native 21-day old chicks to an increasing demand of LIG members to raise them as broilers. 17.
The following specific activities will be implemented during the year: (a)
Activity 1.2.1: Capacity Building and mentoring of LIGs
SSP2 will continue to provide regular monthly coaching and mentoring support to all the 1,214 LIGs up to August 2017 with a strong focus on strengthening their skills on cash recording and development of their individual household business plans and on understanding of and compliance to LIG’s statute and internal rules to enable them to manage their groups more effectively. Working under the direct supervision of SSP2, the CEWs will continue to develop and their monthly work plans, and together with the SSP2 district based field staff will conduct monthly planning meetings in each district and compile monthly reports. SSP2 will also conduct regular monthly meetings with all LIGs. Commune-based training on leadership and conflict resolution for LIG leaders is planned in Q2. SSP2 will also conduct awareness raising on safe migration in each target villages during Q1-Q2. SSP2 will facilitate all continuing 1,214 LIGs for reviewing and (re)writing their own internal rules and regulation. The CCWCs will continue to conduct the remaining (618) awareness raising activities on DV, child nutrition, and gender implication of climate changes in Q1 and Q2. Based on the identified learning needs (i.e. current cycle of business plans) of LIGs and identified new possibilities/opportunities, there will be learning plan prepared in Q1 for each commune covering all LIG members’ needs in that commune. There will 253 learning/training activities on non-livestock topics and 100 learning/training activities on livestock topics. The learning/training activities on non-livestock topics will be planned and organized by PDA/DSTs, while those on livestock will be done by SSP3 like in previous year. In both cases, support and coordination of CC/CEWs will be crucial for smooth implementation of LIGs trainings which will be completed by Q3. Based on the approved learning plan, a proposal for livestock and non-livestock topics will be developed and submitted respectively to CC and PDA/PAC for approval and the release of the funding for each planned learning activity. It is anticipated that there will be around 350 proposals prepared of which about 70 percent will cover non-livestock activities/topics6. Each of these training activities will have one demonstration set up to enhance practical training/learning. Normally, each livestock 6
More details on non-livestock training activities will be provided in section c.4.2 (d). 11
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
learning activity will consist of three learning events, planned at different stages of a production cycle. There will be 1,214 field days organized by chicken broiler raising demo farmers for LIG members. Over there last three years, NCDDS/SSP3 has established 64 chick production units. They will be further supported with development of viable business plan and plan for expansion, establishment of improved broiler-raising demos on each chick production site, and development of large extension posters (2 posters/unit) for promotion of chick handling and care during transport from chick farm to buyer’s site and broiler raising. Moreover, there will be one broiler-raising (of 50 heads of 21-day old chicks) demo established at each of the 64 chick production units to show to visiting chick buyers (mostly LIGs) as well as 1,214 field days organized by these chick producers. There will be 5,000 outstanding chick producers and chicken/broiler raising farmers identified and awarded for their quality chick production and after-sale services and adoption and dissemination of improved chicken raising practices, respectively. SSP3 will organize 28 semester meetings engaged VAHWs and monthly follow-up support visits (over 10,000 visits) to all village livestock demonstrations as well as 512 monitoring visits to all chick production units. (b)
Activity 1.2.3: Identify and Design livelihood improvement sub-projects for LIGs
Following the NCDDS’s revised Guidelines for the Utilization of CDF for support Livelihood Activities, the CCs will use the funds to support a range of expenditure types including materials for demonstrations and costs of transport, refreshments, etc., for events designed to assist the LIG members to take advantage of learning opportunities, in particular for livestock topics. Although chicken raising remains of highest priority for most LIG members and in addition to above-mentioned 2,428 field days on chicken/broiler raising and 64 broiler-raising (from 21 day-old chicks) demonstrations established at these chick production units, there will also some needs (based on current business plans) for learning on improved raising of other animals like pig and duck. Based on this, SSP3, using the CDF, will establish a total of 100 pig or (Muscovy) duck raising demonstrations across the 196 target communes. (c)
Activity 1.2.4: Implementation of livelihood improvement sub-projects
The learning opportunities for LIG members will be broadly grouped into livestock related and non-livestock related activities. The highest priority will be given to livestock demonstrations which will be coordinated by SSP3 through the VAHWs and/or other non-LIG farmers but, if needed, funds will also be utilised to support a range of other activities linking farmers to markets and for F2F type learning activities. These may include (i) bringing input suppliers or produce buyers to meet the LIGs so that they can get a better understanding of the uses of the inputs and of market needs; (ii) visits by LIG members to demonstration activities on-going in the local area (including not limited to Component 2 demonstrations); (iii) a series of visits to a farmer who is known to be skilled in a particular activity (e.g., three to four visits to a skilled rice farmer during the crop cycle) with LIG members identifying key 12
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
differences between what the skilled farmer does compared with their current practice at each stage of the cycle); and (iv) organising a few group representatives to travel to investigate a technology being used in another commune (e.g. travel chick production unit to observe improved chicken raising from 21-day-old chicks). Table 2 7 Output 1.2: Livelihood Improvement sub-projects (to be organized by SSP3) Annual targets per province Livelihood sub-projects/learning activities for LIGs
Province
Total
BMC
SRP
KPT
KPC
TKM
No. of livestock learning activities/demos (duck and pig raising)
17
30
22
20
11
100
No. of broiler raising demos at chick production units
12
18
18
11
5
64
C.3.3
Output 1.3: Improved commune capacity for project management
18. In each targeted communes there will a continuing program of capacity building for CC members and commune support staff, namely CEWs/CCWCs. (a)
Activity 1.3.1: CDF establishment by CCs
There will be one last transfer of the commune block grants (for commune operation) to the CDF account of each CC will be made in Q1 based upon the requests that are submitted to NCDDS by each CC through the PFT. There will be 27 unperformed LIGs dissolved, with some good members will be assessed to allow joining other LIGs in nearby villages. So there will be 1,214 LIGs to be further supported in 2017. In each target commune an amended agreement will be prepared between the CCs and the leaders of these remaining LIGs to reflect balances of all GRF tranches that have been transferred to bank accounts of each of these groups. (b) Activity 1.3.2: Recruit C/S staff and conduct of TNAs
The CAAs have completed their assignment with CC at the end of June 2016 and supports to CCs have since then been provided by only CEWs, whose services will be extended to August 2017. (c)
Activity 1.3.3: Provide capacity building for C/S staff
The NCDDS, SSP2 and PIC will continue to support the PFT in each province in the implementation of the capacity building training program which has been developed based upon the TNAs that have already been completed and/or new tasks (i.e. assistance and coordination provided to DST for planning and delivery of nonlivestock training to LIGs) that will be assigned to them. In 2017 there will training workshop on guidelines for field implementation of non-livestock training program conducted for CEWs (together with DST members) by PDA. The CCWCs, with support from provincial and district GFPs will conduct awareness raising for all LIG members on domestic violence, child nutrition and gender implication of climate change.
7
does not include non-livestock livelihood activities to be organized by PDA/DST – see section c.4.2(d). 13
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
The CEWs with support from SSP2/SSP3, DSTs and other local partners will assist the CCs in ensuring effective responses for the LIG’s needs for learning to improve their livelihoods. They will be actively involved (with SSP2) in assisting in developing training request/proposal on livestock and non-livestock topics for respective submission to the CC and PDA/PAC for approval and facilitate for effective learning and follow-up on application of learnt knowledge (new ideas/practice). The CCs will conduct a public social audit conducted with assistance from SSP2 in each commune in Q1. The CCs will conduct monthly monitoring visits to all LIGs and rural infrastructure sub-projects and will organize regular quarterly meetings with LIGs leaders and local stakeholders (like input suppliers - rice seed, chick), CEWs, CCWCs and DSTs to review progresses and identify issues for their attention to make improvements. Each CC will organize an annual social public audit meeting with participation of LIG leaders, CC/CEW and SSPs. (d)
Activity 1.3.3: Governance and marketing supports
CCs will enter into agreements (LoU) with management committees of each of the 1,214 LIGs concerning payment for auditing services and conducting annual social public audit. There will be contract prepared and signed by each CCs and SSP2 for the services of the latter in auditing (accounting and internal rules) and conduct of annual social public audit which will be valid until a new service provider recruited by the LIG Association. There will be two quarterly marketing stakeholder (market exposure) meetings conducted by each CC with participation of local input (chick, animal feed, rice seed etc.) suppliers, producers (chicken growers, vegetable producers, etc.), local buyers, local consumers and PDA/DoA representative (i.e. DST). At each meeting samples of local products may be brought along with by some participants to show/display to other participants. Contacts between participants will be established through this meeting to facilitate further inquiry, business connection and/or business transaction. Some local products will also be promoted outside the commune – at local district or provincial market (at improved booth) through collectors making regular supplies of deeded products.
C.4
Component 2: Agricultural Productivity Enhancement C.4.1
Output 2.1: Improved Agricultural Policy Environment
19. There will be one national dissemination workshop on Cam-GAP Certification Process organized in Q1. The support for the GAP producer groups will be continued in all provinces through province-based training on group management, market responsive production and group marketing and bookkeeping. There will be quarterly follow-up management mentoring meeting with them after the training. There will be some marketing assistance be provided to GAP producer groups through linking them with local collectors and GAP product promotion through market booth established at provincial and/or district level within existing local wet market. Where it’s appropriate, representative(s) from local GAP groups will be invited to commune-based marketing meetings organized by commune council with support from NCDDS/PFTs. 14
Tonle Sap Poverty Reduction and Smallholder Development Project
20.
AWPB 2017
The following activities will be implemented: (a)
Activity 2.1.2: Conduct dissemination workshops on CamGAP Certification Process
MAFF/GDA team will organize in Q1 a national dissemination workshop on CamGAP Certification workshop with participants from all PDAs and MAFF’s central provincial key institutions. There will be printing of CamGAP promotional materials (logo, sticker, etc.) (b)
Activity 2.1.3: Pilot testing of agricultural policies (i) Good Agricultural Practices
There will be no more GAP-FFS or GAP field testing, except a continuation of implementation of one GAP-FFS in TKM which will be completed in Q1. There will further capacity building support to potential/AC-registered training to strengthen their group management, production and marketing and bookkeeping and this will be followed by quarterly mentoring meetings. Marketing support will be provided to GAP groups through linking them with local buyers/ collectors and/or improvement/ establishment of market booth at provincial or district level. (ii) Contract Farming
The two Agriculture Stations will continue their CF agreements with some RSGPs with total quantity of commercial rice seeds of 115 tonnes. (c)
Activity 2.1.5: Publication of GAP manual and selected policies or guidelines
During 2017 there will be publication of CamGAP promotional materials (posters, sticker of CamGAP logo). C.4.2
Output 2.2: Increased availability and access to quality seeds
21. In 2017 the only assistance from the Project to the two Agriculture Stations will be production cost subsidies for production of certified rice seed (up to 25 tonnes). 22. The main activities to support production and distribution quality (commercial) rice seeds will be as follows: (a)
Activity 2.2.1: Identification of farmer organisations for seed production
There have been now 35 RSPGs assisted by the projects. There will be no further physical supports provided to them except a study tour to expose their committee members to successful collective marketing practice by KPC-Steung Trang RSPG and post-study-tour follow-up monthly mentoring/meeting to promote adoption of the practice and group management related supports such as proper regular recording and other tasks introduced to them through the RSPG Operation Manual. (b)
Activity 2.2.2: Development of partnerships with relevant research stations for seed production and distribution
The tripartite Letter of Agreement8 (LoA), between the Agriculture Station (AS), the respective PDA and MAFF/GDA, will continue to be used to guide certified rice seed production at each station, ensuring agreed seed quality and defining the reimbursable amounts based upon the volume of production of certified rice seed to 8
the current LoA will end on the 31 December 2016 and will need to be renewed to cover 12 months more.
15
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
cover the cost of production and seed processing based. In addition the approved Agriculture Station Operation Manual will provide more specific guidelines and procedures for seed production, post-harvest handling and management, and financial management. For TSSD support, the two stations plan to produce a total of 25 tonnes9 (two crops per year) of certified rice seed only of varieties selected from the 10 MAFF recommended varieties that are in high market demand based upon surveys of rice growers and rice buyers (millers) which will be conducted in Q1. Foundation Seed of preferred rice varieties will be purchased directly by each Research Station only from CARDI, since they are the only supplier in Cambodia, for planting at each station. Each Agriculture Station will prepare a seed production plan based on the expected demand for selected varieties by the RSPGs and other seed buyers. The RSPGs will enter into production contracts with the stations to provide their requirement of quality certified rice seed. Each station will also seek other buyers of their certified seeds. In addition of production and sale of certified seed, the two stations, using their own saved funds, will enter into CF agreements with some RSPGs in target provinces for a total of 115 tonnes (50 tonnes by Teuk Vil and 65 tonnes by Balang) of commercial seed for processing and packaging for sale. To ensure their sustainable operation as a business entity, the two Stations with assistance from SRP-PDA, KPT-PDA, GDA team and TAs will develop their own 5 year business plan in Q1. (c)
Activity 2.2.3: Selection of appropriate rice varieties based upon market demands and develop market strategies
Brief survey will be organised by the two ASs with RSPGs and other seed buyers in to guide rice seed production in 2017 and to strengthen the linkages between the stations and the RSPGs and other seed buyers and to enhance the procurement of certified rice seed from the stations. As a means of strengthening the linkage between the RSPGs and local farmers (i.e. LIGs) the Project will facilitate one meeting in each target commune between RSPGs, CCs/CEWs, LIG committee members and other key players to promote quality seeds of the group. In each province the PDA will facilitate separate follow-up monthly mentoring meetings with all RSPGs. The meeting will focus on promoting adoption of a successful collective marketing implemented by one RSPG in KPC (in Sambour commune in Steung Trang district) to which all other RSPG committee members will be exposed to through study tour to that RSPG. (d)
Activity 2.2.4: Capacity building for seed producer groups for enhanced seed production and distribution
There will also some capacity building support provided to RSPGs in the form of exposure visit/study tours to a RSPG who has successfully operated a collective marketing strategy. The exposure visit will be followed by regular monthly follow-up mentoring meeting to promote adoption of the strategy or similar practice to overcome marketing problem may SRPG members have faced – needs to sell their 9
15 tons of this will be produced by Teuk Vil Station and about 10 tons of which will be produced on RSPG members’ paddy land on a contract basis with close technical supervision and follow-up by the Teuk Vil’s technical/seed production staff. Costs (DSA and transport) of the technical supervision/follow-up activities will be part of the certified seed production unit cost as agreed in 2017 AWPB. 16
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
rice seed products immediately after harvesting to pay for production input and other production costs. The monthly meeting will also aim at strengthening group management practices including regular bookkeeping/recording and other tasks detailed in the RSPG Operation Manual that has been given to them through training provided to their committee members in 2015 and refresher training last year. The RSPGs will be encouraged to engage in the production of commercial rice seed using the certified rice seed produced on the two Agriculture Stations and to form market linkages with Rice Millers to produce Commercial Seed of the preferred varieties. Where applicable, the project will help link RSPGs with market through contract farming agreement with commercial millers. (e)
Activity 2.2.5: Organisation of farmer training and on-farm demonstrations and conduct of surveys to assess the increase in yields
There will be farmer training (with multiple events and one-demonstration plot to enhance practical learning) on non-livestock topics be organized by DSTs for interested LIG members. Although each DST member can handle up to 5 training per year, there will be 3 trainings on non-livestock topics organized by each DST member10 (or around 9-10 training per district for LIG members because of limited budget available under GDA line. In total, there will be 253 farmer training (each with a demonstration plot to enhance practical learning) organized on rice, cassava, vegetables, mushroom, secondary/Chamkar crops, and aquaculture (fish and frog). Each training will have around 20 learners, who are LIG members wanting to learn improved practices that relate to their livelihood desire (reflecting in their business plans) and/or new possibilities/opportunities that have been identified as appropriate for resource-poor smallholder farmers like LIGs in similar agro-ecological conditions. Learners (LIG members) will come from different nearby villages within the same commune for a given training. Each training will consist of five events (including one at harvest time), designed at different critical growth/production stages of a given crop. Moreover to enhance practical real-time learning, a practical demonstration plot will be set up at each training site which is in LIG village. Awareness raising contents on environmentally friendly and climate smart practices will be included in the first event of each training. At each training site there will one field day organised during the harvesting period to promote season-long training achievements (learning and production/harvest, plus economic analysis). In addition, there will be four chick production units and four animal feed production units established in LIG villages in KPT, KPC and TKM.
10
Their field allowances (i.e., DSA) are included in each training they will be involved with. There will be no usual allocation of their DSAs (3 days/month) in recurrent costs. Each DST members including the TL will be responsible for preparing budget for each training that is assigned to him/her, making budget advance request and preparing financial reporting of each completed training event. 17
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
Table 3 Output 2.2: Non-livestock training for LIG members Titles/topics of practical training for LIG members Rice production
No. of training 79
No. of practical demos to be established 79
Vegetable production
66
66
Cassava production
40
40
Non-rice/secondary/Chamkar crops (sweet corn, melon)
37
37
Rice-straw mushroom growing on open bed
8
8
Rice-straw mushroom growing in steamed room
5
5
Oyster mushroom growing
1
1
Aquaculture – fish poly-culture in earth pond
2
2
Aquaculture – catfish raising in plastic pond
7
7
Aquaculture - frog raising in plastic pond Total
8
8
253
253
Table 4 Output 2.2: Non-livestock training for LIG members Annual targets per province Livelihood sub-projects/learning activities for LIGs
Province
Total
BMC
SRP
KPT
KPC
TKM
Rice production
35
23
8
9
4
79
Vegetable production
7
16
16
15
12
66
Cassava production
2
22
6
6
4
40
Non-rice/secondary/Chamkar crops (sweet corn, melon)
1
18
14
2
2
37
Rice-straw mushroom growing on open bed
0
0
4
4
0
8
Rice-straw mushroom growing in steamed room
0
0
0
3
2
5
Oyster mushroom growing
0
0
0
1
0
1
Aquaculture – fish poly-culture in earth pond
0
0
0
2
0
2
Aquaculture – catfish raising in plastic pond
0
0
6
0
1
7
Aquaculture - frog raising in plastic pond
0
0
0
3
5
8
Total
45
79
54
45
30
253
Table 5 Output 2.2: Chick and animal feed production in demos in LIG villages Titles/topics of field demonstration in LIG villages
Total no. of demo
No. of demo in KPT
No. of demo in KPC
No. of demo in TKM
Chick production unit
4
1
1
2
Animal feed production
4
2
2
0
Total
8
3
3
2
18
Tonle Sap Poverty Reduction and Smallholder Development Project
(f)
AWPB 2017
Activity 2.2.6: Procurement and distribution of quality seeds
The RSPGs are expected to produce at least 1,200 tonnes of good quality commercial rice seed during 2017 which will be marketed to LIG members but mainly to other interested buyers. It is estimated that the LIGs members will purchase around 100 tonnes (8 percent) of the commercial rice seed which is produced by the RSPGs. To achieve this planned sale of rice seed to LIG members, there will be, among others, support for more direct interaction between RSPGs and LIG leaders through commune-based meetings (with participation of LIG committee members, RSPG representative, CC/CEW, DST and DFT/DGFP) and further awareness raising with LIG members through regular meeting by DFT/DGFP and CEW displaying rice seed more prominently (i.e. at/near commune hall or LIG village before planting season) will boost rice seed buying by LIG members. The RSPGs in KPT, SRP and BMC will have contract farming agreement with Balang and Teuk Vil Stations for production of commercial rice seed of most preferred varieties of a total of 115 tonnes. (g)
Activity 2.2.7: Publicity campaigns to raise awareness of the Project achievements
Each province/PDA will produce 4 short video shootings/programs on their TSSD activities and achievements to be broadcasted on provincial/national TV and/or shared with public via social media. (h)
Activity 2.2.8: Publication of extension materials
The MAFF/GDA will publish and distribute some extension materials which have been developed by their own extension staff and/or draw upon the materials which have been developed by TSSD or under other sources like TSTD. The content of all these materials will be reviewed and the presentation improved to ensure that it will be readily comprehensible by LIG members taking into account the possibility of their lower levels of literacy. These extension materials will be printed and provided to each PDA for distribution to the LIGs and CEWs. There will be large (plastic sheet) posters developed by SSP3 and KPC/TKM PDA teams for chick production units (to promote extension services by chick producers to chick buyers on safe handling and care of young chicks and broiler raising), training manual on improved (steamed room) rice straw mushroom growing, farm record booklets, and RSPG and AR promotional leaflets. All of these extension materials will also be made available for CEWs/MCA program device and be uploaded to the TSSD web site so that they can be readily accessible to the sub-nation level.
C.4.3
Output 2.3: Increased Access to Agricultural Information and Market Data
23. There will be continued content support for the MCA program through tablets with pre-loaded extension materials and share on social media (Facebook), and short video program on project key activities and project achievements.
24.
The main activities will be as follows: (a)
Activity 2.3.1: Mobile Commune Access program
19
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
Additional contents will be made to the MCA devices as well as being available on the TSSD website. These include new videos and printed extension materials (manuals, booklets, leaflets, posters). There will be four short video shootings/programs per PDA/province on PDA’s project activities and their achievements be produced and broadcasted on provincial/national TV and/or shared with public through social media. When completed, these videos will also be loaded or made available to MCA devices. There will be also media publicities through national/provincial TV to share with public the project’s training videos and promote the project achievements. There will be on-going content gathering and development by MAFF/DCU and MAFF/GDA for the project website. Identified relevant contents will be made available MCA program by uploading onto the mobile device. New contents (written publications, audio/radio and multi-media materials) will be uploaded to the project website (www.tssdcambodia.org) throughout the year. This way it will allow a share with wider public. Access to former telecenter website (www.telecentercambodia.org) has been secured through its new address (www.aginfo.org.kh). The website has a link (Communication and Extension Center) on the project website. (b)
Activity 2.3.2: Agricultural marketing
There will be support for improvements in the wet market outlets (improved booths) of selected sellers to enable more effective marketing of the produce from LIG members and demonstration site farmers and also to give an opportunity to promote GAP-certified and other products. Site for improvement of booth (or selling/collecting venue) can be at provincial or district levels depending on assessed potential for marketing intervention impacts. For KPT and SRP, a small booth will be established in each provincial town to promote GAP-grown vegetables and other products that have been promoted by the project through its field extension program. A weekly open market approach for promotion and sale of the project-assisted products (including GAP/safe products) will be followed where selected collectors will be regularly facilitated by PST (i.e. PDA and PFT) to coordinate with different growers and/or collectors to ensure significant volume of products and bring them to sell at local main (district) market. In addition to the weekly event, PST will promote safe products to local consumers and other consumers through selected few local restaurants and to some convenience stores in provincial town or Phnom Penh. To support this approach, there will be market campaign through marketing promotion materials and/or provincial radio/TV advertisement and social media. When invited, the PDA representative (i.e. PAC, PAMRIC or DST) will join commune-based marketing stakeholder meetings to be organized by each commune.
C.5
Component 3: Effective Project Management
There will be continued support for the regular meetings of the Project Steering Committee (PSC). Coordination of the activities at sub-national level will be achieved through maintaining the regular monthly meetings that have been taking place at provincial, district and commune level. A greater responsibility for monitoring of project activities will be placed with the sub-national level through training on the use of the PPMS. Continued capacity building training will be supported at sub-national level including study tours. 20
Tonle Sap Poverty Reduction and Smallholder Development Project
25.
AWPB 2017
The main activities will be as follows: C.5.1
Output 3.1: Meetings of PSC through regular CARD meetings
CARD will organise one 6-month meetings of the PSC during the year commencing in Q2 when mid-year progress can be reviewed. CARD staff will conduct periodic monitoring missions to the Project target areas to meet with local stakeholders and discuss progress and implementation strategies. CARD will also assist in the conduct of the periodic (six-monthly) review missions by the ADB/IFAD in Q2 and Q4 and a Special Project Administration Mission conducted in Q1-Q2 by ADB. MAFF/DCU and NCDDS will prepare project progress summary and participate in quarterly project performance review (QPPR) meeting organized by ADB-CARM with participation of PDs/PMs of all projects financed by ADB.
C.5.2 (a)
Output 3.2: Effective Coordination and Supervision of project activities by national, provincial and district team Activity 3.2.1: Provincial, District and Commune Coordination Meeting
Once approval for the 2017 AWBP has been granted the approved detailed AWPB will be translated into Khmer and distributed to all sub-national team members. Monthly commune coordination meetings will continue to be organized by each CC, where regular participation of DST representative (i.e., assigned member) is critical to coordinate the DST-lead non-livestock training activities in the commune with the support of other actors like CCs/CEWs and to ensure a timely response to LIG’s needs. Monthly provincial coordination meetings will be organized by PFTs, with participation of PDA/PAC, TAs and provincial representatives from SSP2 and SSP3. Monthly technical coordination meeting organized by PAC with participation of DST (1/district), AS, PAMRIC, PAEA and LIMCA. The MAFF/GDA team, PICs and PAEAs will meet on a monthly basis to review progress, resolve issues and plan future activities. DCU through its assigned staff (focal point for website content management) will work closely with MPTC team as well as other IA teams to respectively ensure regular provision of updated contents for website www.aginfo.org and uploading of received contents to the project website www.tssdcambodia.org. Field monitoring and back-stopping visits will be conducted regularly by the project teams at national and sub-national level. In addition, field monitoring will also be facilitated by the PFT with staff from provincial Department of Environment to the target communes for environmental assessment. The project will provide per diem for the provincial DoE staff. Every quarter, one PFT in coordination with NCDDS will host on a rotational basis a quarterly management meeting for Output 1. At these meetings, the PFT Leaders will give consolidated updates/PPTs about quarterly progresses and plan for next quarter for each province. The national team will raise issues/concerns on project management and provide feedback on the results of field monitoring during the quarter.
21
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
Likewise, one PDA/PAC and MAFF/GDA in coordination MAFF/DCU will host a quarterly management meeting for Output 2&3. At these meetings, the PACs will give consolidated updates/PPTs about quarterly progresses and plan for next quarter for each province. The national team will raise issues/concerns on project management and provide feedback on the results of field monitoring during the quarter. The quarterly meeting will also include exposure visits to the demonstrations sites in the province. (b)
Activity 3.2.2: Support and monitor project activities
Regular monitoring will continue to be conducted by PFT and PAC, and DST/ DFT members will make frequent visits to the target communes in their district to observe the progress of sub-projects and discuss with the LIG members any issues that have arisen. In the case of the rural infrastructure sub-projects this will include checking the quality of the construction works. For Output 2.2 field activities, in addition to organizing the new practical field training on non-livestock for LIGs and establishing new chick/animal feed formulation demonstrations, the DST members will also participate in other field activities such as RSPG study tour, monthly follow-up mentoring/meeting with RSPGs and GAP groups, make regular follow-up visits to the previous year demonstrations farmers including chick production farmers and groups to encourage the use of the demonstrated technologies (including improved rice seeds) and further promote them to other farmers. The results of the field visits will need to reflect information/data on adoption and diffusion of introduced technologies and be included as annex of the regular report. There will be five training events organized at each non-livestock training site for LIGs with one practical demonstration established to enhance practical learning. The training events will be planned at critical growth/production stages and one of them at harvest time to review growth-cycle-long learning and demo (harvest and economic analysis) achievements and promote them to other participants including CCs, CEWs, value chain actors and other farmers. Their active participation in the last event will be maximised by engaging them in interaction (i.e. encouraged to share relevant info, not just be passive participants) with each other. To ensure a smooth implementation of non-livestock training program for LIG members there will be a need for a close and effective coordination at sub-national level between MAFF-GDA and NCDD teams – particularly between DST and CC/CEWs. To that end, guidelines for field implementation of non-livestock training program for LIG members will be developed in Q1 and submitted to EAs for review and approval. The Guidelines will be translated into Khmer and incorporated into the PPMS training workshop for key concerned sub-national teams - chiefly PAC, DSTs, PFTs, DFTs, CEWs, and selected TAs (i.e. PAEA, LIMCA).
(c)
Activity 3.2.3: Technical Skills Transfer for PDA and DoA staff working in PSTs/DSTs and CEW
There will be a cluster technical training on improved cassava production organized in KPC for selected DST members, who are assigned to planning and delivery of cassava training for LIG members. (d)
Activity 3.2.4: Management skills transfer for PST/DST and commune staff
22
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
There will be province-based refresher training on PPMS, which will also include field guidelines on planning, delivery and follow-up of non-livestock training for LIG members. DSTs and CEWs will be prime participants of the training. NCDDS will develop LIG Association formulation guidelines and will organize a national orientation workshop on the guidelines. There will be five provincial awareness raising workshops on establishment of LIG association. There will also be a national workshop to share learning and experiences between TSSD and IFAD-funded projects (PADEE and ASPIRE). The workshop will be organized by IFAD/PADEE, and TSSD (NCDD) team will participate.
C.5.3
Output 3.3: PPMS established and supported
26. The PPMS will be updated based upon the content of the 2017 AWPB to reflect new activities that have been included. Consultant services will be mobilised to support the EAs/IAs in the implementation of the Project.
27.
The main activities will be as follows: (a)
Activity 3.3.2: Use of the PPMS
The PPMS will be updated by the PIC team and DDMA and there will be training workshop provided on the use of the system for the measurement of the indicators which are set for all project activities, as well as the outputs and outcomes for each component. This workshop will be provided during Q1 by the PIC team and IA/project teams in each province as part of the dissemination workshop of the approved 2017 AWPB which will be attended by all commune and district team members. During this workshop there will be further refinement of the formats to be used the Quarterly Project Progress Reports. The PPMS training workshop will include guidelines on field implementation of non-livestock training for LIG members provided to PACs, PFT-TLs, DSTs, CEWs and provincial advisors (LIMCAs, PAEAs, PPMAs) to ensure a smooth coordination for implementation of non-livestock training. With assistance of and coordination from CCs/CEWs and PFTs/DFTs, the non-livestock training will be planned, delivered and followed up by DSTs. (b) Knowledge management
There will be two short video documentations on success stories developed and shared by NCDDS.
Each DFT will develop at least one case study on gender-quality related success story for LIGs. (c)
Activity 3.3.3: Consultative and project closing workshops
This year is the final year of the current phase of TSSD. Preparation (i.e. S-PPTA) for next phase, which has commenced in December 2016, will continue throughout the first half of 2017. Two consultative workshops are planned during this period, one in each quarter. A current-phase project closing workshop will be organized by EAs at the end of the year with participation from national and sub-national teams in the project target provinces, aw as well as representatives of PDA and PIDD from all other provinces. The TSSD co-financier representatives will also be invited. The workshop will present 23
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
to the audience’s key knowledge products developed by the project and mark an official closing of current phase of the project.
(d)
Activity 3.3.4: Consultant services mobilised to provide technical and managerial support
The PAEAs will be extended to the end of 2017. NCDDS will engage most their technical advisors till the end of August 2017. The national and provincial Financial Advisors will work till the end of September. The services of SSP2 and SSP3 will be extended to August 2017 with gradual staff reduction toward the end of their assignment. In the SSP2 team there will be an additional position to support development of LIG association. The PIC team will comprise of twelve members including 5 members who will be recruited to support the S-PPTA team. The existing PIC team will continue their inputs with the International TL making intermittent inputs each month to provide management support to the project; the National Team Leader will work continuously until December 2017; the Agriculture Expert and Rural Livelihoods and Gender Coordination Expert will phase out at the end of Q3. The two RIEs will continue work only during Q1 (to provide support to both the PFTs and the S-PPTA team). The five S-PPTA-supporting members (International Social Safeguards Specialist, International Rural ICT Specialist, National Social Safeguards Specialist, National Gender Safeguards Specialist, and National Environmental Specialist) will provide their inputs throughout the PPTA period which will run through the end of Q2.
D.
INSTITUTIONAL ARRANGEMENTS
28. Following the 17-31 October 2016 review, there will be some reduction of staff for MAFF in 2017. For NCDDS all project staff at all level will engage with the project till the end of August 2017. For MAFF, at sub-national level there will be 3 DST members (including the team leader) per district who will be involved with the project in field activities to the end of 3rd quarter of 2017, at provincial PDA level there will be two staff (PAC and PAMRIC) involved with the project till the end of 2017. At national level, there will be DCU team of 7 members and a GDA team of 4 members, both teams will gradually be reduced in size toward the end of the year to proportionally reflect actual needs of staff by reduced scope of project activities.
29.
E. 30.
There will be no involvement of MPTC since their tasks have been completed.
PROCUREMENT The following types of Contract Awards will be made during 2017. (a)
Consulting Services
Recruitment of a national consultant/LIG Association Specialist (to be part of SSP2 team) by NCDDS for development of LIG Associations. Recruitment of a national consultant by NCDDS for conducting the project end-line survey. 24
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017
Recruitment of a National Gender Safeguards Specialist and an International Rural ICT Specialist under SMEC contract to support the S-PPTA team. (b)
Goods and Works costing less than USD 1 million
Printing of (i) CamGAP promotional materials, (ii) large (plastic sheet) posters for chick production units, (iii) training manual on improved (steamed room) rice–straw mushroom growing and (iv) farm record booklets.
One laser printer for GDA team.
25
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 1
REVISED DESIGN AND MONITORING FRAMEWORK Design Summary
Performance Targets/Indicators
Data Sources/Reporting Mechanisms
Assumptions and Risks
IMPACT
Impact Livelihoods in target communes in five provinces in Tonle Sap basin improved by 2020
By 2020: - Annual months of food shortage reduced from 3 months in 2008 to 1 month in target communes. -
No. of beneficiary households classified in ID Poor reduced by 50% in 196 project communes.
Annual commune statistics Sample surveys
Assumptions Continued political stability Implementation of complementary projects, especially transport and power sectors are not delayed
OUTCOME
Outcome Agricultural productivity increased and improved access to markets created in 196 communes in five provinces in Tonle Sap basin
By 2017 in participating communes: - Average rice yields increased to more than 3.50 t/ha (Cambodia, Lao PDR, Thailand and Viet Nam average 3.40 t/ha in 2007). - Average rice yields of ID Poor households in target communes increased to more than 2.8 t/ha for wet season rice production (baseline is average 1.40 t/ha in 2013). - Diversified farming systems reduce share of household income from rice by 20%. - Marketed farm and off-farm products increased by 25%.
Sample crop cuts using FAO methodology
Provincial agricultural statistics Household and commune surveys LIG records in project communes
Assumptions Government commitments to the Project remain firm Government, ADB, IFAD and GOF funding made available for completion of project and delivery of benefits on schedule Risks Adverse climatic effects and outbreak on production
OUTPUTS 1.
Commune Development through Block Grants
Community Driven Development through a commune block grant
-
1.1. Improving Rural Infrastructure
1.2. Improved capacity of smallholder farmers
Commune block grants established in 196 communes and fully operational by quarter 1, 2013.
Commune council reports
-
90 km of rural roads and small-scale irrigation and drainage facilities covering 2,500 ha farmland improved.
Quarterly progress reports
-
1,200 LIGs are formed and have access to extension, quality seeds, and rural finance (through revolving fund and/or microfinance).
Commune reports
Assumptions Decentralization and deconcentration policy reforms continues to support commune development and investment plans Risks Underperforming commune councils will undermine project outcomes
26
Tonle Sap Poverty Reduction and Smallholder Development Project
Design Summary
Performance Targets/Indicators
-
1.3. Improved Commune Capacity for project management
2.
AWPB 2017 APPENDIX 1 Data Sources/Reporting Mechanisms
70% of LIGs are fully operational and 50% of rural loans are taken by women by 2014.
Quarterly progress reports
-
At least one woman is elected to a 3 person management committee of any LIGs and FWUCs.
Survey reports
-
Monthly coordination at the district and monthly coordination at the provincial level to provide timely support and follow up to avoid delay in implementation and/or fund flow
Assumptions and Risks
Change in the functional assignments at the subnational levels
Quarterly progress reports
Enabling environment for increased agricultural productivity and diversification
2.1. Improved agricultural policy environment
-
2.2. Increased availability and access to quality seeds 2.3. Increased access to agricultural information and market data
-
-
-
-
-
Manuals and handbook on rice and vegetable seeds production, and animal production are developed. Ensure gender issues will be incorporated in pilot testing of agriculture policy initiatives. 100 tons of certified rice seed and 2 tons of certified vegetable seed production. 2500 tons of commercial rice seeds and 15 tons of vegetable seeds produced by Rice Seed Producer Groups. 35 Rice Seed Producer Groups became commercial seed producers and distributers. At least one woman is elected to a 3 person management committee of any established seed producer groups. 196 CEWS equipped with mobile devices and receive technical training for dissemination of agricultural technologies information and marketing information Project website established and provides a source of information and multi-media content on agricultural technologies. 224 DFT/DST with enhanced computer skills to support the CEWs and CCs. 123 CCs are equipped with solar power. 196 CCs are equipped with laptop computers and other ICT related equipment.
Quarterly progress reports
Assumptions
Quarterly progress reports
Government commitments in establishing enabling policy for agricultural productivity enhancement
Quarterly progress reports
Risks
Quarterly progress reports
Adverse climatic effects and outbreak on production
Quarterly progress reports Quarterly progress reports Quarterly progress reports Quarterly progress reports Quarterly progress reports Quarterly progress reports Quarterly progress reports
27
Tonle Sap Poverty Reduction and Smallholder Development Project
Design Summary 3.
Performance Targets/Indicators
AWPB 2017 APPENDIX 1 Data Sources/Reporting Mechanisms
Assumptions and Risks
Effective Project Management
-
Timely project completion within the budget. Ensure gender action plan (GAP) is fully implemented and monitored
Quarterly progress reports, ADB review mission reports
Assumptions Well qualified and motivated staff assigned to the EAs and IAs
28
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 1
MILESTONE ACTIVITIES Output 1: Community Driven Development through Block Grants Output 1.1: Improved Rural Infrastructure supporting agricultural productivity
-
Output 1.2: Improved Capacity of Smallholder Farmers Output 1.3: Improved Commune Project Management Capacity
-
Identify priority social infrastructure or facilities and include in the CIP. Work with the relevant provincial agencies to develop an engineering design for a preparation of project bidding documents for advertisement. Review project proposals and award contracts. Monitor and supervise contractor’s performance and progress payments. Assess the quality of completed civil work. Final payment to successfully completed projects. Provide training for commune councils from 196 communes on LIGs project management. Carry out agro-ecological analysis and develop. Work with DOAs to identify LIG groups and develop necessary extension packages for them. Identify appropriate NGOs and/or microfinance institutions and develop necessary MOUs for training and services. Monitor and provide support. PIM is developed and finalized by October 2011. Commune block grant are set up and CAAs and CEWs are recruited for 196 communes by December 2012. Provide PIM training to 196 communes by December 2012. Coordinate with relevant government staff on a regular basis. Supervise activities that are carried out by LIGs and service providers. Prepare for progress reports
Output 2: Enabling Environment for Increased Agricultural productivity and Diversification - Identify the scope of policy work by carry out the related legislation review, draft required law or policy. - Develop relevant operation documents. - Conduct consultation workshops to incorporate inputs from other relevant Output 2.1: Improved Agricultural Policy Environment ministries and stakeholders to finalize operation documents. Output 2.2: Increased Availability and Access to Quality Seeds
-
Assess and identify farmer organizations for seed production by March 2012. Develop partnerships with relevant research stations for seed production and distribution. Select appropriate types of varieties based on market demands and develop marketing strategies (including post-harvest management and sales). Provide necessary capacity building to farmer organizations for seed production and distribution (including post-harvest management).
29
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 1
MILESTONE ACTIVITIES Output 2.3: Increased Access to Agricultural Information and Market Data
-
Carry out demonstration activities to increase awareness/demand and conduct pre-and-post surveys to assess increase in rice yields. Procure and distribute quality seeds Provide support to CEWs for Mobile Commune Assess (MCA) program. Develop multi-media content to improve effectiveness of agricultural extension deli\very. Deliver support for existing 10 TCs established under TA 7305-CAM within the TSSD target communes. Enhance computer skills of DFTs/DSTs, CAAs and Commune Clerks. Empower CCs with ICT facilities to enable them to play a more significant role in agricultural extension delivery.
3. EFFECTIVE PROJECT MANAGEMENT -
Support the effective functioning of Project Steering Committee. Support the provincial administration and agriculture department for coordination and supervision of project activities. Support the district administration and agriculture office for coordination and supervision activities. Establish and support the project performance monitoring system. Mobilize consultant services to provide technical and managerial support (Q1 2012. Ensure gender action plan (GAP) is fully implemented and monitored
30
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Dr af t A nnual Wor k P lan 2017 - NCDDS
Description of Tasks Planned for 2017
Timing
# Targets
Unit
Responsibility
BMC
SRP
KPT
KPC
TKM
Nat
Total
Lead
Support
3
19
9
0
12
0
43
CC/PMC/CTA
PFT/DFT/RIE
3
19
9
0
12
0
43
CC/PMC/CTA
PFT/DFT/RIE PFT/DFT/RIE
COMPONENT 1: COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS OUTPUT 1.1: IMPROVED RURAL INFRASTUCTURE SUPPORTING AGRICULTURAL PRODUCTIVITY Activity 1.1.4: Monitor, Supervise Contractor's Performance and Progress Payments and Assess Quality of Civil Works Regular monitoring of contract implementation for sub-project 2016 which have been carried over.
Q1-2
Evaluation of construction works and processing of progress payments for sub-projects 2016
Q1-2
Monitor contractors to ensure gender equality in contractor's work.
Q1-2
Evaluation of contract and processing of final payments for sub-projects 2015
Q1-2
Evaluation of contract and processing of final payments for sub-projects 2016
Q1-2
No. of subprojects No. of subprojects No. of subprojects No. of subprojects No. of subprojects
Conduct awareness raising on safe migration to LIGs in each target villages
Q1-2
Mainstream awareness raising on DV, nutrition to LIGs in each target villages
Q1-2
Mainstream awareness raising on gender and climate change implication to LIGs in each target villages+produced poster one set per each commune
Q1-2
No. of LIG
208
355
279
234
138
Coaching and mentoring on strengthening of LIG's statute and internal rule to LIGs in each target villages
Q1-2-3
No. of LIG
1664
2840
2232
1872
Follow up and mentoring on cash recording and book keeping of LIGs leaders in each target villages
Q1-2-3
No. of LIG
1664
2840
2232
Conduct regular mothly meeting with LIGs
Q1-2-3
No. of Meeting
1664
2840
2232
0
19
9
0
12
0
40
CC/PMC/CTA
0
1
3
1
0
0
5
CC/PMC/CTA
PFT/DFT/RIE
8
30
19
11
16
0
84
CC/PMC/CTA
PFT/DFT/RIE
No. of LIG
108
182
140
118
70
0
618
SSP2
CEW/LIMCA
No. of LIG
208
355
279
234
138
0
1214
CWCC/CEW
PGFP/DGFP/LIMCA
0
1214
CWCC/CEW
PGFP/DGFP/LIMCA
1104
0
9712
SSP2/CEW
PFT/LIMCA
1872
1104
0
9712
SSP2/CEW
PFT/LIMCA
1872
1104
0
9712
SSP2/CEW
PFT/LIMCA PFT/LIMCA
OUTPUT 1.2: IMPROVED CAPACITY OF SMALLHOLDER FARMERS Activity 1.2.1: SSP2 LIG Capacity Building and Mentoring
Produce posters and leaflets on statut internal rule and HH cash flow for LIGs.
Q1
No. of poster
208
355
279
234
138
0
1214
SSP2
Facilitate group writing their own rule and regulation to be approved during the annual congress
Q1
No. of LIG
208
355
279
234
138
0
1214
SSP2/CEW
PFT/LIMCA
Q1-2
No. of LIG
208
355
279
234
138
0
1214
SSP2/CEW
PFT/LIMCA
Establish LIG association
Q1
No. of Association
0
0
0
0
0
1
1
SSP2
PFT/LIMCA/CC
Facilitate annual election of the management committee members (leaders, deputy, and cashiers) for all LIGs.
Q1
No. of LIG
144
220
195
165
100
0
824
SSP2/CEW
PFT/LIMCA/CC
Facilitate annual assembly for all LIGs.
Q1
No. of LIG
144
220
195
165
100
0
824
SSP2/CEW
PFT/LIMCA/CC
Prepare list of LIG data in accordance with their training needs for non-livestock and submit to CC for approval
Q1
No. of Commune
32
58
45
40
21
0
196
CEW
LIMCA
Review learning plan of each LIG in accordance with their training needs for livestock and submit to CC for approval
Q1
No. of Commune
17
30
22
20
11
0
100
CEW
SSP3/LIMCA
Conduct consultation and awareness raising for the establishment of LIG Association
Activity 1.2.3: Identify and Design Livelihood sub-projects for LIGs
31
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Dr af t A nnual Wor k P lan 2017 - NCDDS
Description of Tasks Planned for 2017
Timing
# Targets
Unit
Responsibility
BMC
SRP
KPT
KPC
TKM
Nat
Total
Lead
Support
COMPONENT 1: COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS Activity 1.2.4: Implementation of Livelihood Improvement Sub-Projects Q1
No. of demo
17
30
22
20
11
0
100
SSP3
CEW/LIMCA
Conduct learning event of livestock activities for LIGs members
Q1-2
No. of event
51
90
66
60
33
0
300
SSP3
CEW/LIMCA
Assist Chicken Demo Farmer to organize chicken field day with LIG on regular basis.
Q1-2
No. of field day
208
355
279
234
138
0
1214
SSP3
CEW/LIMCA
Support chick producer unit to have viable business plan, working capital, risk mitigation, and plan for expansion.
Q1
No. of chick unit
12
18
18
11
5
0
64
SSP3
CEW/LIMCA
Produce poster at Chick Production Unit
Q1
No. of poster
24
36
36
22
10
0
128
SSP3
CEW/LIMCA
Establish broiler raising (from 21-days old chicks – 50 heads) demo at chick production unit and Introduce concept of after sale service to Chick Producer
Q1
No. of demo
12
18
18
11
5
0
64
SSP3
CEW/LIMCA
Q1-2
No. of field day
208
355
279
234
138
0
1214
SSP3
CEW/LIMCA
Q2
No. of farmer
850
1450
1125
1000
575
0
5000
SSP3
CEW/LIMCA
Semester 1
No. of Meeting
5
9
6
5
3
0
28
SSP3
CEW/LIMCA
Follow up village livestock demonstration units.
Q1-2-3
No. of monitoring
1775
3030
2408
1792
1080
0
10085
SSP3
CEW/LIMCA
Follow up district chick production units.
Q1-2-3
No. of monitoring
96
144
144
88
40
0
512
SSP3
CEW/LIMCA
Q1
No. of LIG
208
355
279
234
138
0
1214
CC/CEW
LIMCA
Prepare LoU to be signed by CCs and LIG to pay the auditing service and conducting the Annual Social Public Audit.
Q1-2
No. of MoU
208
355
279
234
138
0
1214
SSP2/CEW
CC/LIMCA
Prepare and facilitate contract signed between CCs and the SSP2 to offer the auditing service (accounting and internal rules) and conducting the Annual Social Public Audit, valid until the Service Provider to be recruited by LIG association be in place.
Q1-2
No. of contract
32
58
45
40
21
0
196
SSP2/CEW
LIMCA
Q1
No. of CC
32
58
45
40
21
0
196
CC/CEW
FA/LIMCA
Q1-2
No. of Meeting
64
116
90
80
42
0
392
CC
SSP2/SSP3
Q1
No. of Commune
32
58
45
40
21
0
196
CC
SSP2/CEW
Monitor LIG's management and GRF by CC
Jan-Aug
No. of monitoring
256
464
360
320
168
0
1568
CC
SSP2/CEW
Conduct CC quarterly meeting with LIGs leaders, input supplier (seed producer group and chick) and CWCC
Q1-2-3
No. of Meeting
96
174
135
120
63
0
588
CC
SSP2/CEW
Establish village demo on livestock raising.
Assist Chick Producer to organize chicken field day + meeting with LIG on regular basis. Provide awarding to Chick Producer for better after sale service and to HH farmer for the adoption of technology Activity 1.2.5 Animal Health and Production Improvement Program (AHPIP)_SSP3 Conduct semester meeting with VAHW
OUTPUT 1.3: IMPROVED COMMUNE CAPACITY FOR PROJECT MANAGEMENT Activity 1.3.1: CDF establishment by CC Review and amend agreement on GRF transfering between CC and LIG leader
Prepare and transfer block grant to CC account Activity 1.3.3: Provide capacity building for CS staff Facilitate Pilot Market exposure meeting at commune level (for the participation of chick feed producers, chicken traders and chicken raisers, with DOA) Suport and facilitate in annual social public audit to LIG leader, CC, CAA, CEW at commune
32
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Dr af t A nnual Wor k P lan 2017 - NCDDS
Description of Tasks Planned for 2017
Timing
# Targets
Unit BMC
SRP
KPT
KPC
Responsibility TKM
Nat
Total
Lead
Support
COMPONENT 1: COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS COMPONENT 3: EFFECTIVE PROJECT MANAGEMENT OUTPUT 3.2: EFFECTIVE COORDINATION AND SUPERVISION OF PROJECT ACTIVITIES BY NATIONAL PROVINCIAL AND DISTRICT TEAMS Activity 3.2.1: National Provincial and District Coordination Meetings National Quarterly meeting
Q1-2-3
No. of Meeting
0
0
0
0
0
3
3
NCDDS
DDMA
Provincial Monthly Coordination Meetings and discussion gender isues
Jan-Dec
No. of Meeting
12
12
12
12
12
0
60
PFT
PPMA
District Monthly Coordination Meetings and discussion gender isues
Jan-Dec
No. of Meeting
60
108
72
60
36
0
336
DFT
PPMA
Conduct reqular field monitoring and backstopping to sub-national level
Jan-Aug
No. of monitoring
0
0
0
0
0
192
192
NCDDS
DDMA
Conduct reqular field monitoring and backstopping by PFT
Jan-Aug
No. of monitoring
168
168
168
168
168
0
840
PFT
PPMA
Conduct reqular field monitoring and backstopping by DFT and DST
Jan-Aug
No. of monitoring
240
432
288
240
144
0
1344
DFT
PPMA
Conduct reqular field monitoring and backstopping by DGFP on gender activities related
Jan-Aug
No. of monitoring
120
216
144
120
72
0
672
DGFP
PGFP/LIMCA
Orientation on PPMS for reporting to DST/DFT
Q1
No. of Meeting
1
1
1
1
1
0
5
PPMA
PFT
Develop guidelines on LIG association formation and orientation workshop on its guidelines.
Q1
No. of guideline
0
0
0
0
0
1
1
SSP2
NCDDS
Q2
No. of contract
0
0
0
0
0
1
1
NCDDS
FA
Follow up and PID data entry of rural infrastruture sub-project 2016
Q1-2
No. of project
10
30
22
21
16
0
99
DMA
PPMA/RIE
Follow up and LIG data entry
Q1-2
No. of LIG
208
355
279
234
138
0
1214
DMA
PPMA/LIMCA
Follow up and data entry of LIG livelihood activities for livestock 2015-2016-2017
Q1-2
131
107
92
112
55
0
497
DMA
PPMA/LIMCA
Follow up and data entry of LIG livelihood activities for non livestock 2015-2016-2017
Q1-2
43
352
63
244
145
0
847
DMA
PPMA/LIMCA
3
3
3
3
3
0
15
PPMA
PFT
Activity 3.2.2: Support and Monitoring Project Activities
Activity 3.2.4: Management Transfer for DFTs, PFTs
OUTPIT 3.3: PPMS ESTABLISHED AND SUPPORTED Activity 3.3.2(a): Auditing External financial auditing Activity 3.3.2(b): Use of PPMS and Database
Provincial Quarterly Progress Reports prepared based upon PPMS and submitted to NCDDS for consolidation
Q1-2-3
No. of Livestock No. of non Livestock No. of report
District Monthly Progress Reports prepared based upon PPMS and submitted to PFT for consolidation
Jan-Aug
No. of report
40
72
48
40
24
0
224
DFT
PFT
Conduct project end line survey on social economic
Q3
No. of contract
0
0
0
0
0
1
1
NCDDS
PIC
Review and facilitate NOL on recruitment of LIG association specialist
Q1
No. of consultant
0
0
0
0
0
1
1
NCDDS
FA
Activity 3.3.2(d): Knowledge management Prepare documentation of at least 2 case studies (two per district) on success stories for LIGs relating to social and gender equality
Q1-2
No. of story
5
9
6
5
3
0
28
DGFP
PGFP/LIMCA
Facilitate to produce Video documentation for the 2 success stories
Q1-2
No. of video
0
0
0
0
0
2
2
NCDDS
IFAD
Disseminate workshop on AWPB 2017
Q1
No. of workshop
1
1
1
1
0
0
4
NCDDS
PFT/PPMA
Disseminate awareness raising for the establishment of LIG Association
Q1
No. of workshop
1
1
1
1
1
0
5
NCDDS
PFT/PPMA
Organize workshop on a learning/sharing event among TSSD/ASPIRE and PADEE projects to exchange their views on LIGs sustainability and scaling up.
Q1
No. of workshop
0
0
0
0
0
1
1
NCDDS
PIC
Activity 3.3.2(c): Procurement (services and goods) and management/support for delivery
Activity 3.3.3: Annual Reflection/Planning Workshops
33
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Work Plan 2017 - MAFF/GDA
Description of Tasks Planned for 2017
Timing
Unit
Province/National Targets BMC SRP KPT KPC TKM
NTL
Total
Lead
Responsibility Support
COMPONENT 2: ENABLING ENVIRONMENT FOR INCREASED AGRICULTURAL PRODUCTIVITY AND DIVERSIFICATION OUTPUT 2.1: IMPROVED AGRICULTURAL POLICY ENVIRONMENT Activity 2.1.1 Identify scope of policy work by carrying out review of existing policy documents Participate in Meetings of Agricultural Policy Forum with other donors
Q1-Q4
No. of meetings
0
0
0
0
0
4
4
PIC
GDA
Activity 2.1.3: Conduct consultation workshops to incorporate inputs from relevant ministries and stakeholders to finalise operational documents Conduct national Dissemination Workshop on CamGAP
Q1
No. of workshop
0
0
0
0
0
1
1
GDA
PAC/PAEA
GAP FFSs (carried over from 2016 - to be completed at the end of Jan)
Q1
FFSs
0
0
0
0
1
0
1
DST
PAC/PAMRIC/PAEA
Training GAP-AC leaders on management (financial, bookkeeping, etc.) - trained by PAEA/PIC/GDA
Q1
No. of training
1
1
1
1
1
0
5
PAC
GDA/PAEA/PIC
Q1-Q3
No. of meetings
6
18
18
12
15
0
69
PAMRIC/PAEA
PAC/DST
Q1
ls
0
0
0
0
0
1
1
DCU
GDA/PAEA
Q1/Q4
Tonne
0
15
10
0
0
0
25
AS
PAC/PAEA
Q1
LoA
0
1
1
0
0
0
2
GDA/PDA/AS
PAEA/PIC
Q1/Q4
Tonne
0
50
65
0
0
0
115
AS
PAC/PAEA
Q1
Business plan
0
1
1
0
0
0
2
AS
GDA/PAC/PAEA/PIC
Q1/Q2
No. of meetings
32
58
45
40
21
0
196
DST/PAEA
PAC/PARMIC/CC/CEW
Study tours of RSPGs to see successful business/marketing activities of RSPGs in KPC/KPT
Q1
No. of tour groups
2
3
3
2
1
0
11
PAC
GDA/PAEA/PAMC
Monthly mentoring/meetings to build business, marketing and bookkeeping capacity of RSPGs
Q1-Q3
No. of meetings
54
81
90
63
27
0
315
DST/PAEA
PAC/PAMRIC
Activity 2.1.4: Pilot Testing of Agricultural Policies
Quarterly meetings of potential/AC GAP producer groups to strenghthen productions and group management Activitiy 2.1.5: Publications of GAP manual and selected policy or guidelines Publication of CamGAP promotional materials (posters, stickers of GAP logo) OUTPUT 2.2: INCREASED AVAILABILITY AND ACCESS TO QUALITY SEEDS Activity 2.2.1: Identification of farmer organisations for seed production Activity 2.2.2: Development of partnerships with relevant research stations for seed production and distribution Production of Certified Seed at/by Agriculture Stations Renew LoA on certified rice seed production by the two Agriculture Stations Trading of commercial seeds from SRPGs (by Agriculture Stations) Development of 5-year business plan of the Agriculture Stations Activity 2.2.3: Selection of appropriate varieties based on market demands and develop marketing strategies Meetings between RSPGs, LIGs, CCs, CEWs and DSTs for promotion of quality rice seed Activity 2.2.4: Capacity building for seed producers groups for enhanced seed production and distribution
34
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Work Plan 2017 - MAFF/GDA
Description of Tasks Planned for 2017
Timing
Unit
Province/National Targets BMC SRP KPT KPC TKM
NTL
Total
Lead
Responsibility Support
COMPONENT 2: ENABLING ENVIRONMENT FOR INCREASED AGRICULTURAL PRODUCTIVITY AND DIVERSIFICATION Activity 2.2.5: Organisation of farmer training and on-farm demonstrations and conduct surveys to assess increase in yields Establishment of demos and field days on Chick Production in LIG villages (additional under PDA)
Q1-Q2
No. of demos
0
0
1
1
2
0
4
DST
PAC/PAMRIC/PAEA
Establishment of demos and field days on animal feed formulation in LIG villages (additional under PDA)
Q1-Q2
No. of demos
0
0
2
2
0
0
4
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on Vegetable Production for LIG members
Q1-Q3
No. of training
7
16
16
15
12
0
66
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on Rice Varieties for LIG members
Q1-Q4
No. of training
35
23
8
9
4
0
79
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on Cassava Production for LIG members
Q2-Q4
No. of training
2
22
6
6
4
0
40
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on Chamkar Crop Production (corn, melon,...) for LIG members
Q1-Q3
No. of training
1
18
14
2
2
0
37
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on mushroom Production (open row) for LIG members
Q1-Q3
No. of training
0
0
4
4
0
0
8
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on rice straw mushroom Production (steamed room ) for LIG members
Q1-Q3
No. of training
0
0
0
3
2
0
5
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on mushroom production (oyster) for LIG members
Q1-Q3
No. of training
0
0
0
1
0
0
1
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on polyculture fish raising in eath pond for LIG members
Q2-Q3
No. of training
0
0
0
2
0
0
2
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on catfish raising in plastic pond for LIG members
Q2-Q3
No. of training
0
0
6
0
1
0
7
DST
PAC/PAMRIC/PAEA
Training and practical-learning demo establishment on frog raising in plastic pond for LIG members
Q2-Q3
No. of training
0
0
0
3
5
0
8
DST
PAC/PAMRIC/PAEA
Quantity of good seed produced by RSPGs (purchase certified seed from Agriculture Stations)
Q3/Q4
Tonne
300
300
300
250
50
0
1200
DST
PAC/AS
Quantity of good seed sold to LIGs by RSPGs
Q3/Q4
Tonne
15
30
25
25
7
0
102
PAMRIC/PAEA
PAC//DST/CC
Q1-Q4
No. of publicity
4
4
4
4
4
0
20
PAC
PAEA/PAMRIC
Q4
ls
1
1
1
1
1
1
6
PAC/GDA
PAMRIC/PAEA/PIC
Publication of large plastic posters for promotion of chick handling and raising at chick production sites (2 sheets/site)
Q1
No. of posters
4
18
14
30
24
0
90
GDA
PAC
Development and publication of farm record booklets to promote better farm management
Q1
No. of booklets
0
0
0
0
0
2500
2500
DCU
GDA/PIC
Development and publication of training manual on improved (rice-straw) mushroom growing (steamed room)
Q1
No. of manuals
0
0
0
0
0
500
500
DCU
GDA/PIC
Development and publication of leaflets to promote RSPGs and their seeds through LIG commune meeting and awareness
Q1
No. of leaflets
2000
2500
2500
2000
1000
0
10000
PAC
GDA/PAEA
Development and publication of leaflets to promote ASs and their seeds
Q1
No. of leaflets
0
2500
2500
0
0
0
5000
AS
PAC/PAMRIC/PAEA
Development of guideline for implementation of non-livestock training for LIG members and translation into Khmer
Q1
No. of guideline
0
0
0
0
0
1
1
GDA
PIC/PAEAs
Activity 2.2.6: Procurement and distribution of quality seeds
Activity 2.2.7: Publicity campaigns to raise awareness of the Project achievements Media publicity on project achievements in provinces (video production & screening on provincial/national TV) Development of media/promotional contents on project achievements Activity 2.2.8: Publication of extension materials
35
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Work Plan 2017 - MAFF/GDA
Description of Tasks Planned for 2017 OUTPUT 2.3: INCREASED ACCESS TO AGRICULTURAL INFORMATION AND MARKET DATA Activity 2.3.1: MCA program Activity 2.3.2: Agricultural Marketing Improvement of booths (selling/collecting venue) in popular wet market for display and sale of agricultural (safe) products at district or commune level
Timing
Unit
Province/National Targets BMC SRP KPT KPC TKM
NTL
Total
Lead
Responsibility Support
Q1-Q2
No. of booth
5
3
4
4
3
0
19
PAC/PAMRIC
GDA/DST/PAEA
Improvement of booths (sellingcollecting venues) in popular wet market for display and sale of agricultural (safe) products at prov level
Q1-Q2
No. of booth
0
1
1
0
0
0
2
PAC/PAMRIC
GDA/DST/PAEA
Marketing campaign (development of makreting promotion and radio/TV ad, etc.) to promote local (GAP) products
Monthly
Is
8
8
8
8
8
0
40
PAC/PAMRIC
GDA/DST/PAEA
Participate in CC-organized commune stakeholder meeting on marketing (at least two meetings per district/year)
Q1-Q3
No. of meeting
10
18
12
10
6
0
56
CC/PAMRIC/PAEA
PAC/DST
Monthly meetings at province (PAC, 1/DST, PAMRIC, PAEA, LIMCA) for updates & monitoring of work progress
Q1-Q3
No. of meetings
9
9
9
9
9
0
45
PAC
PAMRIC/PAEA
Quarterly meetings for PAEAs, PIC and GDA (updates of work progress and quarterly reports) at GDA
Q1-Q3
No. of meetings
0
0
0
0
0
3
3
GDA
PIC
Quarterly management meeting for MAFF/Component 2&3 conducted in target provinces
Q1-Q3
No. of meetings
0
0
0
0
0
3
3
DCU/GDA
PAC/PAEA/PIC
Q1
No. of trainings
0
0
0
0
0
1
1
GDA/KPC-PAC
PAC/PAEA/PIC
OUTPUT 3: Project Management Activity 3.2: Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams (a) Provincial, District and Commune Coordination Meetings
(b) Technical Skills Transfer for PAC and DST working in PSTs/DSTs Cluster training on improved cassava production for selected DST members, 2 days
36
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 2
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Work Plan 2017 - MAFF/DCU Description of Tasks Planned for 2017
Timing
Province/National Targets
Responsibility
Unit
BMC
SRP
KPT
KPC
TKM
NTL
Total
Lead
Support
Q2,Q4
No. meeting
0
0
0
0
0
2
2
CARD
DCU/NCDDS/PIC
Q1,Q3,Q4
No. of mission
0
0
0
0
0
2
2
CARD
DCU/NCDDS/PIC
National financial/management/review meeting
Q1/Q3
No. meeting
0
0
0
0
0
3
3
DCU
GDA/PIC
National quarterly management meeting for MAFF/Component 2&3 conducted in target provinces
Q1/Q3
No. meeting
0
0
0
0
0
3
3
DCU
GDA/PIC/TAs
National consultation workshops for AF-PPTA (x2)
Q1/Q2
No. workshop
0
0
0
0
0
2
2
DCU
EA/IAs/PPTA/PIC/TAs
National meeting to review mid-year progresses of 2017 AWPB implementation
Q2/Q3
No. meeting
0
0
0
0
0
1
1
DCU
NCDDS/GDA/PIC/TAs
Q4
No. workshop
0
0
0
0
0
1
1
DCU
NCDDS/GDA/PIC/TAs
Q2
No. of auditing reports
0
0
0
0
0
1
1
DCU
GDA/PIC
Q1/Q4
No. of website
0
0
0
0
0
1
1
DCU
NCCDS/GDA
Q1
No. workshop
0
0
0
0
0
4
4
DCU
GDA/PAC/PIC
Provincial Quarterly Progress Reports prepared based upon PPMS and submitted to DCU for consolidation
Q1/Q4
No. of QPRs
4
4
4
4
0
0
16
NCDDS/GDA
DCU/PIC
Regular consolidation of project quarterly progress reports and submission to DPs
Q1/Q4
No. of QPRs
0
0
0
0
0
4
4
DCU
NCDDS/GDA/PIC
Regular consolidation of financial reports for preparation for replenishment (WAs)
Monthly
No of reports/WAs
0
0
0
0
0
12
12
DCU
GDA/PIC
Q4
No of reports
0
0
0
0
0
1
1
DCU
GDA/PIC
Procurement and execution of contract for supply of CamGAP promotional materials (posters, stickers of GAP logo)
Q1
No. of contracts
0
0
0
0
0
1
1
DCU
GDA/PIC
Procurement and execution of contract for supply of farm record booklets (2,500 booklets)
Q1
No. of contracts
0
0
0
0
0
1
1
DCU
GDA/PIC
Procurement and execution of contract for supply of training manual on improved mushroom growing (500 manuals)
Q1
No. of contracts
0
0
0
0
0
1
1
DCU
GDA/TKM-PAC/PIC
Procurement and execution of contract for supply of large promotion posters (1mx1.5m) on chick handling and raising (90 plastic sheets)
Q1
No. of contracts
0
0
0
0
0
1
1
DCU
GDA/PIC
Procurement and execution of contract for supply of 1 Laser pinter for GDA team
Q1
No. of contracts
0
0
0
0
0
1
1
DCU
GDA/PIC
COMPONENT 3: EFFECTIVE PROJECT MANAGEMENT OUTPUT 3.1: PROJECT STEERING COMMITTEE FUNCTIONING EFFECTIVELY 3.1. Project Steering Committee Functioning Effectively (CARD) (a) PSC Meetings and Field Visits Organize 6-monthly Meeting of PSC Conduct of Review Missions by MAFF/DCU & ADB Activity 3.2: Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams (a) National, Provincial, District and Commune Coordination Meetings
Project achievement promotion workshop (Q4) OUTPUT 3.3: PPMS ESTABLISHED AND SUPPORTED Activity 3.3.2(a) Auditing External Financial Audits Activity 3.3.2(c): Use of PPMS and reporting Project website hosting, maintenance / content updates
Dissemination workshop on approved 2017 AWPB - training on PPMS & field implementation guidelines
Preparation of project completion report and submission to DPs Activity 3.3.5: Procurement (works and goods) and management/support for delivery
37
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) ALL PROVINCES Executing Agency
Soource of Funds
Cost (USD) Q1
Q2
Q3
Q4
Total
NCDDS
ADB Loan ADB Grant IFAD Loan IFAD Grant RGC Total
691,877 48,550 48,550 57,993 846,970
475,964 48,550 48,550 34,003 607,066
237,564 48,550 48,550 11,465 346,129
63,250 63,250
0 1,468,655 145,650 145,650 103,461 1,863,415
GDA
ADB Loan ADB Grant IFAD Loan IFAD Grant RGC Total
0 183,615 0 0 17,722 201,337
0 174,883 0 0 16,751 191,634
0 84,205 0 0 6,676 90,881
0 40,508 0 0 3,921 44,429
0 483,211 0 0 45,070 528,281
DCU
ADB Loan ADB Grant IFAD Loan IFAD Grant RGC Total
0 182,728 0 0 4,893 187,621
0 171,568 0 0 3,653 175,221
0 154,198 0 0 1,723 155,921
0 166,708 0 0 3,113 169,821
0 675,202 0 0 13,382 688,584
ADB Loan ADB Grant OVERALL IFAD Loan TOTALS IFAD Grant RGC
0 1,058,220 48,550 48,550 80,608
0 822,414 48,550 48,550 54,407
0 475,967 48,550 48,550 19,864
0 270,466 0 0 7,034
0 2,627,067 145,650 145,650 161,913
IMPLEMENTING AGENCY
GRAND TOTAL
1,235,928
973,921
592,931
277,500
3,080,280
38
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) - Source of Funds by Loan Category
Description I. INVESTMENT COSTS A. COMMUNITY DEVELOPMENT (CC BLOCK GRANT) A1 Civil Works (Rural Infrastructure)
ADB Loan
ADB Grant
IFAD Loan
IFAD Grant
RGC
Total
-
-
-
-
-
-
A2 Livelihood Improvement Funds A2.1 Livelihood Improvement Group Inputs (LIGs) A2.2 Extension (Capacity Building and Livestock Vaccination)
-
401,132
145,650 -
145,650 -
44,570
291,300 445,702
A3 Community Project Management Cost A3.1 Commune Support Staff Cost A3.2 Commune Project Operation Cost (DSA & Administration)
-
191,394 156,820
-
-
21,266 17,424
212,660 174,244
Sub-Total (A. Community Development)
-
749,346
145,650
145,650
83,261
1,123,906
B. AGRICULTURAL PRODCTIVITY ENHANCEMENT B1 Agricultural Input Production MAFF
-
212,855
-
-
23,651
236,505
Sub-Total (B Agricultural Productivity Enhancement)
-
212,855
-
-
23,651
236,505
D. RURAL ICT a. Equipment b. Training and Capacity Building
-
37,125
-
-
4,125
41,250
Sub-Total (D Rural ICT)
-
37,125
-
-
4,125
41,250
E. EQUIPMENT AND FURNITURE 1. Equipment 2. Furniture Sub-Total (Equipment and Furniture)
-
270 270
-
-
30 30
300 300
F. Vehicles a. 4WD Vehicles b. Motorcycles Sub-Total (Vehicles and Motorcycles)
-
-
-
-
-
-
G. CAPACITY BUILDING AND TRAINING a. For Policy and Institutional Reforms c. Capacity Building Sub-Total (Capacity Building and Training)
-
23,814 66,015 89,829
-
-
2,646 7,335 9,981
26,460 73,350 99,810
H. SURVEYS, MONITORING AND AUDTING a. Surveys, Monitoring and Evaluation c. Audting Sub-Total (Surveys, Monitoring and Auditing)
-
198,000 3,420 201,420
-
-
22,000 380 22,380
220,000 3,800 223,800
I. CONSULTING SERVICES a. International Consultants b. National Consultants c. Out of pocket expenses Sub-Total (Consulting Services)
-
336,000 332,200 120,000 788,200
-
-
-
336,000 332,200 120,000 788,200
TOTAL INVESTMENT COSTS
-
2,079,044
145,650
145,650
143,427
2,513,771
II. RECURRENT COSTS A. Incremental Staff a. At Central level b. At Provincial level c. At District level Sub-Total (Incremental Staff)
-
39,360 22,000 107,100 168,460
-
-
-
39,360 22,000 107,100 168,460
B. Operation and Maintenance (O & M) a. Vehicle Operating Costs b. Motorcycle Operationg Costs b. Per Diems and Travel Allowances c. Other Operating Costs Sub-Total (O & M)
-
129,080 46,224 109,878 94,381 379,563
-
-
5,400 5,136 4,278 3,672 18,486
134,480 51,360 114,156 98,053 398,049
C. Contingency
-
-
-
-
-
-
TOTAL RECURRENT COSTS
-
548,023
-
-
18,486
566,509
TOTAL PROJECT ANNUAL BUDGET
-
2,627,067
145,650
145,650
161,913
3,080,280
39
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) Source of Funds by Output Activity Code
Component/Output/IA Task Description
I. INVESTMENT COSTS 1. COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS (NCDDS) Output 1.1: Civil Works -Rural Infrastructure Sub-Projects Output 1.2: Livelihood Improvement Funds and Extension Support Output 1.3: Improved Commune Capacity for Project Management
ADB Loan
Grant
Source of Funds IFAD Loan Grant
RGC
Total
0 737,002 386,904
0 0 0
0 401,132 348,214
0 145,650 0
0 145,650 0
0 44,570 38,690
Sub-Total Component 1: Commune Development through Block Grants
0
749,346
145,650
145,650
83,261 1,123,906
2. AGRICULTURAL PRODUCTIVITY ENHANCEMENT Output 2.1: Agricultural Policy and Institutional Reforms Output 2.2: Increased Availability and Access to Quality Seeds Output 2.3: Increased Access to Agricultural Information and Market Data
0 0 0
23,814 212,855 37,125
0 0 0
0 0 0
2,646 23,651 4,125
26,460 236,505 41,250
Sub-Total Component 2: Agricultural productivity Enhacement
0
273,794
0
0
30,422
304,215
3. EFFECTIVE PROJECT MANAGEMENT Output 3.1: Project Steering Committee Functioning Effectively (CARD) Output 3.2: Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams Output 3.3: Use of PPMS
0 0 0
8,100 58,185 956,300
0 0 0
0 0 0
900 9,000 6,465 64,650 55,700 1,012,000
Sub-Total Component 3: Effective Project Mmanagement
0
1,022,585
0
0
63,065 1,085,650
0
168,460
0
0
0
168,460
0
379,563
0
0
18,486
398,049
TOTAL RECURRENT COSTS
0
548,023
0
0
18,486
566,509
TOTAL ANNUAL PROJECT BUDGET
0
2,593,747
145,650
145,650
TOTAL INVESTMENT COSTS II. RECURRENT COSTS INCREMENTAL STAFF OPERATION AND MANAGEMENT COSTS
195,233 3,080,280
40
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) Source of Funds by Output and EA/IA Activity Code
Component/Output/IA Task Description
I. INVESTMENT COSTS 1 COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS (NCDDS) 1.1 Civil Works - Rural Infrastructure Sub-Projects NCDDS Sub-Total 1.1: Civil Works -Rural Infrastructure Sub-Projects
Source of Funds IFAD Loan Grant
ADB Loan
Grant
RGC
Total
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0 0
145,650 0 145,650
145,650 0 145,650
0 0 0
291,300 0 291,300
(b) Extension Support (Vaccination & Capacity Building) NCDDS Sub-Total 1.2 (b) Extension (Vaccination and Capacity Building)
0 0
401,132 401,132
0 0
0 0
44,570 44,570
445,702 445,702
Sub-Total 1.2 (Livelihood Improvement Funds and Extension Support) - OUTPUT 1.2
0
401,132
145,650
145,650
44,570
737,002
1.3 Improved Commune Capacity for Project Management NCDDS Sub-Total 1.3 (Improved Commune Capacity for Project Management) - OUTPUT 1.3
0 0
348,214 348,214
0 0
0 0
38,690 38,690
386,904 386,904
Total Output 1: Commune Development through Block Grants
0
749,346
145,650
145,650
83,261
1,123,906
AGRICULTURAL PRODUCTIVITY ENHANCEMENT 2.1 Agricultural Policy and Institutional Reforms MAFF/GDA Sub-Total 2.1 (Agricultural Policy and Institutional Reforms)
0 0
23,814 23,814
0 0
0 0
2,646 2,646
26,460 26,460
Increased Availability and Access to Quality Seeds MAFF/GDA Sub-Total 2.2 (Increased Availability and Access to Quality Seeds)
0 0
212,855 212,855
0 0
0 0
23,651 23,651
236,505 236,505
Increased Access to Agricultural Information and Market Data NCDDS MAFF/GDA Sub-Total 2.3 (Increased Access to Agricultural Information and Market Data)
0 0 0
0 37,125 37,125
0 0 0
0 0 0
0 4,125 4,125
0 41,250 41,250
Total Output 2: Agricultural Productivity Enhancement
0
273,794
0
0
30,422
304,215
EFFECTIVE PROJECT MANAGEMENT 3.1 Project Steering Committee Functioning Effectively (CARD) MAFF/DCU Sub-Total 3.1 (Project Steering Committee Functioning Effectively
0 0
8,100 8,100
0 0
0 0
900 900
9,000 9,000
0 0 0 0
0 8,415 49,770 58,185
0 0 0 0
0 0 0 0
0 935 5,530 6,465
0 9,350 55,300 64,650
3.3 Use of PPMS NCDDS MAFF/DCU Sub-Total 3.3 (Use of PPMS)
0 0 0
455,000 501,300 956,300
0 0 0
0 0 0
0 55,700 55,700
455,000 557,000 1,012,000
Total Output 3: Effective project management
0
1,022,585
0
0
63,065
1,085,650
TOTAL INVESTMENT COSTS
0
2,045,724
145,650
145,650
176,747
2,513,771
II. RECURRENT COSTS INCREMENTAL STAFF NCDDS MAFF/GDA MAFF/DCU Sub-Total (Incremental Staff)
0 0 0 0
71,320 77,580 19,560 168,460
0 0 0 0
0 0 0 0
0 0 0 0
71,320 77,580 19,560 168,460
0 0 0 0
213,189 123,422 42,952 379,563
0 0 0 0
0 0 0 0
0 13,714 4,772 18,486
213,189 137,136 47,724 398,049
TOTAL RECURRENT COSTS
0
548,023
0
0
18,486
566,509
TOTAL (All IAs)
0
2,593,747
145,650
145,650
195,233
3,080,280
1.2 Improved Capacity of Smallholder Farmers (a) Livelihood Improvement Funds NCDDS MAFF/GDA Sub-Total 1.2 (a) Livelihood Improvement Funds (LIGs)
2
2.2
2.3
3
3.2 Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams NCDDS MAFF/GDA MAFF/DCU Sub-Total 3.2 (Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams)
OPERATION AND MANAGEMENT COSTS NCDDS MAFF/GDA MAFF/DCU Sub-Total (Operation and Management Costs)
41
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) - NCDDS ALL PROVINCES Budget Code
Activity Code
Unit
Task Description
I. INVESTMENT COSTS 1 COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS (NCDDS) 1.1 Civil Works - Rural Infrastructure Sub-Projects 1.1.4. Rural Infrastructure sub-projects Contract Awards Design & Supervision Cost 2017 A.1
ls
Unit Cost (USD)
0
Quantity
Cost (USD)
Q1
Q2
Q3
Q4
Total
Q1
Q2
Q3
Q4
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
97,100 0 0 0 0 0 0 0
97,100 0 0 0 0 0 0 0
97,100 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
291,300 0 0 0 0 0 0 0
97,100
97,100
97,100
0
291,300
165,525
165,525
114,652
0
445,702
165,525
165,525
114,652
0
445,702
262,625
262,625
211,752
0
737,002
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0
0
0
0
0
212,660
0
0
0
212,660
212,660
0
0
0
212,660
174,244
0
0
0
174,244
174,244
0
0
0
174,244
386,904
0
0
0
386,904
Sub-Total 1.1 (Civil Works Rural Infrastructure Sub-projects) - OUTPUT 1.1 1.2 Improved Capacity of Smallholder Farmers (a) Livelihood Improvement Funds 1.2.1 SSP2 Capacity Building and mentoring Support for LIGs+LIG Association Specialist 1.2.1 Poster for LIG internal rule and HH cash flow 1.2.1 Poster awareness raising on gender implications of climate change adaptation for LIGs in each target village 1.2.1 Technical training for LIGs in support of livelihood activities (Livestock) CDF - 2017 demos + learning events 1.2.1 Assist chick producer and chicken demo farmer to organize chicken field with LIGs on regular basic 1.2.1 Establish chicken demo at chick production unit and introduce after of sale service to chick producer 1.2.4 Provide awarding to Chick Producer for better after sale service and to HH farmer for the adoption of technology 1.2.4 Poster for chick production units
A.2
ls ls ls ls ls ls Is ls
97,100 30 20 275 50 30 5 15
1 1,236 0 100 0 65 0 130
1 0 196 0 1,236 0 5,000 0
1 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
3 1,236 196 100 1,236 65 5,000 130
Sub-Total 1.2 (a) Livelihood Improvement Funds (LIGs) (b) Extension Support (Vaccination & Capacity Building) 1.2.5. SSP3 Support for Animal Health and Production Program
A.2
ls
148,567
1
1
1
0
3
Sub-Total 1.2 (b) Extension (Vaccination and Capacity Building) Sub-Total 1.2 (Livelihood Improvement Funds and Extension Support) - OUTPUT 1.2 1.3.1
G (c)
Commune Project Management Cost (a) Commune Support Staff Cost 13.2 Commmune Operation Costs - Support Staff
196 196 196
196 0 196
0 0 196
0 0 196
392 196 784
qtr
1,085
196
0
0
0
196
Sub-Total A.3.2 Commune Support Staff Costs (b) Commune Project Operation Costs 1.3.2 Commune Operation O & M
A.3.2
20 0 0
Sub-Total 1.3.1 (Improved Commune Capacity for Project Management) - OUTPUT 1.3.1 1.3.2
A.3.1
Improved Commune Capacity for Project Management 1.3.1. Facilitate pilot market exposure meeting at commune level (for the participation of chick feed producers, chicken traders and chicken raisers,lswith DOA) 1.3.2 Suport and facilitate in annual social public audit to LIG leader, CC, CEW at commune (cost from CC's) ls 1.3.2 Conduct CC quarterly meeting with LIGs leaders, seed producer group, CWCC and DST rep (cost from CC's) ls
Sub-total 1.3.2 Commune Project Operation Cost (DSA & Administration) - OUTPUT 1.3.2 Sub-Total A.3: Commue Project Management Costs - OUTPUT 1.3.2
ls
889
196
0
0
0
196
38
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) - NCDDS ALL PROVINCES Budget Code
Activity Code
Task Description
Unit
Unit Cost (USD)
Quantity
Cost (USD)
Q1
Q2
Q3
Q4
Total
Q1
Q2
Q3
Q4
Total
I. INVESTMENT COSTS 3
EFFECTIVE PROJECT MANAGEMENT 3.2 Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams (a) Provincial, District and Commune Coordination Meetings 3.2.1 National Quarterly Meeting 3.2.1 Provicial Monrhlt Coordination Meeting 3.2.1 District Monthly Coordination Meeting 3.3
PPMS Established and Supported (a) Auditing 3.3.2 External Financial Audits
ls ls ls
0 0 0
1 12 84
1 12 84
1 12 84
0 12 84
3 48 336
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
ls
2,000
0
1
0
0
1
0
2,000
0
0
2,000
0
2,000
0
0
2,000
Sub-Total (Audting) H (a)
(a) Baseline Survey 3.3.2 (d) Project end line survey on social economic
ls
170,000
0
1
0
0
1
0
170,000
0
0
170,000
(b) Use of PPMS 3.3.2 (b) Refresher Training on PPMS for PFT/PAC and DFT/DST (included in 2017 AWPB dissemination workshop)
ls
0
4
0
0
0
4
0
0
0
0
0
(c) Knowledge management 3.3.2 (c) Produce Video documentation for the 2 success stories
Is
2,500
1
1
0
0
2
2,500
2,500
0
0
5,000
ls ls
5,000 2,666
4 5
0 0
0 0
0 0
4 5
20,000 0
0 0
0 0
0 0
20,000 0
ls
5,000
1
0
0
0
1
5,000
0
0
0
5,000
27,500
172,500
0
0
200,000
(d) Annual Planning Workshops Dissemination workshop on AWPB 2017 (+ refreser on PPMS) 3.3.6 Awareness raising workshop on the establishment of LIG Association (use 710$) 3.3.6 Organize workshop on a learning/sharing event among TSSD/ASPIRE and PADEE projects to exchange their views on LIGs sustainability and 3.3.6 scaling up. H (a)
Sub-Total (Baseline Survey, Use of PPMS and Annual Planning Workshops) (d) Consultant Services Mobilised 3.3.7 National and provincial consultants for NCDDS
I (b)
63,250
63,250
63,250
63,250
253,000
Sub-Total (Consultant Services mobilized)
qtr
63,250
1
1
1
1
4
63,250
63,250
63,250
63,250
253,000
Sub-Total (PPMS Established and Supported) - OUTPUT 3.3
90,750
237,750
63,250
63,250
455,000
740,279
500,375
275,002
63,250
1,578,906
TOTAL INVESTMENT COSTS II. RECURRENT COSTS INCREMENTAL STAFF
A (a)
B (a) B (b) B (c)
Central Level Provincial Level District Level Sub-Total (Incremental Staff)
qtr qtr qtr
3,870 3,975 18,900
1 1 1
1 1 1
1 1 1
0 0 0
3 3 3
3,870 3,975 18,900 26,745
3,870 3,975 18,900 26,745
2,580 2,650 12,600 17,830
0 0 0 0
10,320 10,600 50,400 71,320
qtr qtr qtr
30,180 26,766 23,000
1 1 1
1 1 1
1 1 1
0 0 0
3 3 3
30,180 26,766 23,000 79,946
30,180 26,766 23,000 79,946
20,120 17,844 15,333 53,297
0 0 0 0
80,480 71,376 61,333 213,189
TOTAL RECURRENT COSTS
106,691
106,691
71,127
0
284,509
TOTAL (NCDDS)
846,970
607,066
346,129
63,250
1,863,415
OPERATION AND MANAGEMENT COSTS Vehicle and motorcycle Operating Costs Per Diems and DSA Office Operating Costs Sub-Total (Operation and Management Costs)
39
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) ALL PROVINCES - DCU (including CARD) Budget Code
Activity Code
Task Description
Unit
Unit Cost (USD)
Quantity
Cost (USD)
Q1
Q2
Q3
Q4
Total
Q1
Q2
Q3
Q4
Total
1 0 1
0 1 1
0 0 1
1 1 1
2 2 4
1,400 0 300
0 2,500 300
0 0 300
1,400 2,500 300
2,800 5,000 1,200
1,700
2,800
300
4,200
9,000
0
0
0
0
0
0
0
0
0
0
1,700
2,800
300
4,200
9,000
2,000 3,000 10,000 0 0
2,000 3,000 10,000 5,000 0
2,000 3,000 0 0 0
0 0 0 0 15,000
6,000 9,000 20,000 5,000 15,000
15,000
20,000
5,000
15,000
55,000
300 300
0 0
0 0
0 0
300 300
15,300
20,000
5,000
15,000
55,300
1. INVESTMENT COSTS 3
G (c)
EFFECTIVE PROJECT MANAGEMENT 3.1 Project Steering Committee Functioning Effectively (CARD) (a) PSC Meetings and Field Visits 3.1.1 6-monthly Meeting of PSC 3.1.1 Conduct of Review Missions (1 SPA + 2 semi-annual) by ADB/CARD/MAFF/DCU & DP (refreshment + meal) 3.1.1 Office Supplies
Is Is ls
1,400 2,500 300
Sub-Total (PSC Meetings and Field Visits) (b) Office Equipment
E.1
Sub-Total (Office Equipment) (c) Office Furniture
E.2
Sub-Total (Office Furniture) Sub-Total 3.1 (Project Steering Committee Functioning Effectively 3.2 Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams (a) National, Provincial, District and Commune Coordination Meetings 3.2.1 National (financial, mgt/review) meeting (EA's participants) 3.2.1 Quarterly management meeting for MAFF/Component 2&3 conducted in target provinces 3.2.1 National consultation workshops for AF-PPTA (x2) 3.2.1 National meeting to review mid-year progresses of 2017 AWPB implementation 3.2.1 Project achievement promotion workshop (Q4)
G (c)
E.1
ls ls ls ls ls
2,000 3,000 10,000 5,000 15,000
1 1 1 0 0
1 1 1 1 0
1 1 0 0 0
0 0 0 0 1
3 3 2 1 1
Sub-Total (National, Provincial. District and Commune Coordination Meetings) (d) Office Equipment Laser printer (HP) for GDA team Sub-Total (Office Equipment)
Sub-Total 3.2 (Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams)
IS
300
1
0
0
0
1
40
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) ALL PROVINCES - DCU (including CARD) Budget Code
Activity Code
Task Description
Unit
Unit Cost (USD)
Quantity
Cost (USD)
Q1
Q2
Q3
Q4
Total
Q1
Q2
Q3
Q4
Total
1. INVESTMENT COSTS
H (c)
I (a) I (b) I (c) H (a)
3.3 Use of PPMS (a) Auditing 3.3.2 External Financial Audits (b) Consultant Services mobilised to provide technical and managerial support International Consultants (MAFF-DCU) SMEC Provincial Advisers for PST/PDA (PAEAs) Out-of-pocket expenses (c) Use of PPMS 3.3.2 Dissemination workshops on approved 2017 AWPB - PPMS & field implementation guidelines
ls
1,800
0
1
0
0
1
0
1,800
0
0
1,800
mnth mnth mnth
28,000 6,600 10,000
3 3 3
3 3 3
3 3 3
3 3 3
12 12 12
84,000 19,800 30,000
84,000 19,800 30,000
84,000 19,800 30,000
84,000 19,800 30,000
336,000 79,200 120,000
ls
4,000
5
0
0
0
5
20,000
0
0
0
20,000
153,800
135,600
133,800
133,800
557,000
170,800
158,400
139,100
153,000
621,300
4,890
4,890
4,890
4,890
19,560
4,890
4,890
4,890
4,890
19,560
3,000 735 4,896 3,300 11,931
3,000 735 4,896 3,300 11,931
3,000 735 4,896 3,300 11,931
3,000 735 4,896 3,300 11,931
12,000 2,940 19,584 13,200 47,724
16,821
16,821
16,821
16,821
67,284
187,621
175,221
155,921
169,821
688,584
Sub-Total 3.3 (Use of PPMS) TOTAL INVESTMENT COSTS II. RECURRENT COSTS A. INCREMENTAL STAFF A (a) a. Central Level (7 MAFF, 2 CARD, 1 MEF)
qtr
4,890
1
1
1
1
4
Sub-total (Incremental Staff)
B (a) B (a) B (b) B (c)
B. OPERATION AND MANAGEMENT COSTS a. Vehicle Operating Costs b. Motorcycle Operating Costs (+ comm. allowance) c. Per Diems and DSA (7 MAFF, 2 CARD, 1 MEF, 3 drivers) d. Office Operating Costs (+ driver salary + cleaner salary) Sub-total (Operation amd Management Costs) TOTAL RECURRENT COSTS TOTAL (DCU)
qtr qtr qtr qtr
3,000 735 4,896 3,300
1 1 1 1
1 1 1 1
1 1 1 1
1 1 1 1
4 4 4 4
41
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) ALL PROVINCES - GDA Budget Code
Activity Code
Task Description
I. INVESTMENT COSTS 2 AGRICULTURAL PRODUCTIVITY ENHANCEMENT 2.1 Agricultural Policy and Institutional Reforms 2.1.3 Conduct national Dissemination Workshop on CamGAP
G (a)
Unit Cost (USD)
Quantity
Cost (USD)
Q1
Q2
Q3
Q4
Total
Q1
Q2
Q3
Q4
Total
ls
10,000
1
0
0
0
1
10,000
0
0
0
10,000
(b) Pilot Testing of GAP 2.1.4 Training GAP-AC leaders on management (financial, bookkeeping, etc.) - trained by PAEA/PIC/GDA 2.1.4 Completion of GAP FFS (carried over from 2016) 2.1.4 Quarterly meetings of GAP producer groups to strenghthen productions and management within groups
ls ls ls
1,600 700 40
5 1 23
0 0 23
0 0 23
0 0 0
5 1 69
8,000 700 920
0 0 920
0 0 920
0 0 0
8,000 700 2,760
(d) Publication of GAP Manual and selected policy guidelines 2.1.5 Publication of CamGAP promotional materials (posters, stickers of GAP logo)
ls
5,000
1
0
0
0
1
Sub-Total 2.1 (Agricultural Policy and Institutional Reforms) 2.2
5,000
0
0
0
5,000
24,620
920
920
0
26,460
Increased Availability and Access to Quality Seeds (b) Development of partnership with research stations 2.2.2 Production of Certified Seed at Agriculture Stations 2.2.2 Development of AS's 5-year business plan (translation into Khmer and publication)
B.1
Unit
tonne ls
600 300
0 2
15 0
0 0
10 0
25 2
0 600
9,000 0
0 0
6,000 0
15,000 600
(c) Selection of appropriate varieties based on market demands and develop marketing strategies 2.2.3 Meetings between RSPGs, LIGs, CCs, CEWs and DSTs for promotion of quality rice seed
ls
110
0
196
0
0
196
0
21,560
0
0
21,560
(d) Capacity Building for seed producer groups 2.2.4 Study Tours of RSPGs to see sucessful business/marketing activities of RSPGs in KPC (Steung Trang) 2.2.4 Monthly meetings to build business, marketing and bookkeeping capacity of RSPGs
ls ls
1,200 30
8 105
3 105
0 105
0 0
11 315
9,600 3,150
3,600 3,150
0 3,150
0 0
13,200 9,450
(e) Organisation of on-farm demonstrations 2.2.5 Establishment of demos and field days on Chick Production in LIG villages (additional demos under PDA) 2.2.5 Establishment of demos and field days on animal feed production in LIG villages (additional demos under PDA) 2.2.5 Training and demo establishment on Vegetable Production for LIG members 2.2.5 Training and demo establishment on Rice Varieties for LIG members 2.2.5 Training and demo establishment on Cassava Production for LIG members 2.2.5 Training and demo establishment on Cash Crop Production (sweet corn, water melon, bean,…) for LIG members 2.2.5 Training and demo establishment on Mushroom Production (steamed/layer rice straw) for LIG members 2.2.5 Training and demo establishment on Mushroom Production open row for LIG members 2.2.5 Training and demo establishment on Mushroom Production (oyster) for LIG members 2.2.5 Training and demo establishment on fish polyculture Raising in Pond for LIG members 2.2.5 Training and demo establishment on catfsh raising in plastic pond for LIG members 2.2.5 Training and demo establishment on frog raising for LIG members
ls ls ls ls ls ls ls ls ls ls ls ls
1,950 950 655 455 496 444 740 500 700 562 562 692
4 4 22 30 0 12 5 8 1 0 0 0
0 0 22 49 40 12 0 0 0 2 7 7
0 0 22 0 0 13 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
4 4 66 79 40 37 5 8 1 2 7 8
7,800 3,800 14,410 13,650 0 5,328 3,700 4,000 700 0 0 0
0 0 14,410 22,295 19,840 5,328 0 0 0 1,124 3,934 4,844
0 0 14,410 0 0 5,772 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
7,800 3,800 43,230 35,945 19,840 16,428 3,700 4,000 700 1,124 3,934 4,844
(f) Publicity campaigns for awareness raising 2.2.7 Media publicity on Project Achievements in provinces (video production & screening on prov/national TV) 2.2.7 Development/printing of media/promotional contents on project achievements
ls ls
250 1,000
5 0
5 0
5 0
5 6
20 6
1,250 0
1,250 0
1,250 0
1,250 6,000
5,000 6,000
(g) Publication of extension materials 2.2.8 Publication of large posters for promotion of chick sales at chick production sites (2 sheets/site) 2.2.8 Publication of farm record booklets to promote better farm management 2.2.8 Publication of leaflets to promote RSPGs and their seeds through LIG/commune meeting and awareness 2.2.8 Publication of leaflets to promote ASs and their seeds 2.2.8 Publication of training manual on improved (rice-straw) mushroom growing (steamed room) 2.2.8 Field guideline for implementation of non-livestock training for LIG members (translation into Khmer)
ls ls ls ls ls ls
15 4 0.2 0.2 10 1,000
90 2,500 10,000 5,000 500 1
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
90 2,500 10,000 5,000 500 1
1,350 10,000 2,000 1,000 5,000 1,000
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
1,350 10,000 2,000 1,000 5,000 1,000
88,338
110,335
24,582
13,250
236,505
Sub-Total 2.2 (Increased Availability and Access to Quality Seeds)
42
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 3
TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT Annual Budget 2017 (USD) ALL PROVINCES - GDA Budget Code
Activity Code
Task Description
Unit
Unit Cost (USD)
Quantity
Cost (USD)
Q1
Q2
Q3
Q4
Total
Q1
Q2
Q3
Q4
Total
9 2 15
10 0 15
0 0 15
0 0 0
19 2 45
13,500 6,000 2,250
15,000 0 2,250
0 0 2,250
0 0 0
28,500 6,000 6,750
21,750
17,250
2,250
0
41,250
I. INVESTMENT COSTS 2 AGRICULTURAL PRODUCTIVITY ENHANCEMENT 2.3 Increased Access to Agricultural Information and Market Data (b) Agricultural Marketing 2.3.2 Booth improvement/installation in popular wet market for display and sale of agricultural products/district 2.3.2 Booth improvement/installation in popular wet market for display and sale of agricultural products/province 2.3.2 Provincial marketing campaign (promotional materials and radio/TV ad, etc.) D (b)
1,500 3,000 150
Sub-Total 2.3 (Increased Access to Agricultural Information and Market Data) 3
EFFECTIVE PROJECT MANAGEMENT 3.2 Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams (a) Provincial, District and Commune Coordination Meetings 3.2.1 Monthly meetings at province (PAC, 1/DST, PAMRIC, PAEA & LIMCA) for updates & monitoring of work progress (b) Technical Skills Transfer for PAC and DST working in PSTs/DSTs 3.2.2 Training on cassava production for selected DST assigned to cassava training to LIGs (2 days in KPC)
G (c)
ls ls Is
ls
650
3
3
3
0
9
1,950
1,950
1,950
0
5,850
ls
3,500
1
0
0
0
1
3,500
0
0
0
3,500
Sub-Total 3.2 (Effective Coordination and Supervision of Project Activities by National, Provincial and District Teams) TOTAL INVESTMENT COSTS II. RECURRENT COSTS A. INCREMENTAL STAFF a. Central Level (4 = 1 PM, 1 Admin &Finance Officer, 1 M&E Officer, 1 Crop/Seed Coordinator) b. Provincial level (2 = 1 PAC + 1 PAMRIC) c. District Level (3/district - TL/agri-enterprise promotion, Extension Officer, Crop/Seed Officer) Sub-total (Incremental Staff) B. OPERATION AND MANAGEMENT COSTS a. Vehicle Operating Costs (5 for PDA, 2 for GDA) b. Motorcycle Operating Costs and communication allowance (2/prov., 4/GDA, and 3/dist to Q3) c. Per Diems and DSA (2/prov, 4/GDA, 6 drivers) d. Office Operating Costs (+ DST & PDA meetings + salary for 6 drviers + 1 cleaner) Sub-total (Operation and Management Costs) TOTAL RECURRENT COSTS TOTAL (GDA)
5,450
1,950
1,950
0
9,350
140,158
130,455
29,702
13,250
313,565
qtr qtr qtr
2,370 2,850 18,900
1 1 1
1 1 1
1 1 1
1 1 0
4 4 3
2,370 2,850 18,900 24,120
2,370 2,850 18,900 24,120
2,370 2,850 18,900 24,120
2,370 2,850 0 5,220
9,480 11,400 56,700 77,580
qtr qtr qtr qtr
10,500 15,810 4,809 5,940
1 1 1 1
1 1 1 1
1 1 1 1
1 1 1 1
4 4 4 4
10,500 15,810 4,809 5,940 37,059
10,500 15,810 4,809 5,940 37,059
10,500 15,810 4,809 5,940 37,059
10,500 990 8,769 5,700 25,959
42,000 48,420 23,196 23,520 137,136
61,179
61,179
61,179
31,179
214,716
201,337
191,634
90,881
44,429
528,281
43
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 4
2017 PROCUREMENT PLAN Project Name: Tonle Sap Poverty Reduction and Smallholder Development Project Loan and Grant Amount $: Executing Agencies: $ 27.30 million ADF grant Ministry of Agriculture Forestry and Fisheries $ 3.314 million equivalent ADF loan and $13.604 million financed by International Fund for National Committee for Sub-National Agricultural Development Democratic Development and Secretariat $ 1.595 million financed by Government of Finland (NCDDS), Ministry of Interior $ 5.496 million financed by Royal Government of Cambodia Date of first Procurement Date of this Procurement Plan March 2010 December 30, 2016
I. A.
Process Thresholds, Review, and 18-Month Procurement Plan
Procurement Method and Thresholds
1. The following methods and thresholds will apply to the Project in the procurement1 of goods, works: Method International Competitive Bidding for Works International Competitive Bidding for Goods National Competitive Bidding for Works National Competitive Bidding for Goods Shopping with advertising for Works Shopping with advertising for Goods Shopping without advertising for Works Shopping without advertising for Goods Shopping for Works through Commune/Sangkat PIM
Threshold Above $1,000,000 Above $300,000 Above $100,000 and up to $1,000,000 Above $100,000 and up to $300,000 Above $25,000 Up to $100,000 Above $25,000 Up to $100,000 Above $500 to less than $25,000 Above $500 to less than $25,000 Up to $25,000
2. The following methods and thresholds will apply to the Project in the procurement of services:
Procurement Method QCBS Individual Consultant Selection
Recruitment of Consulting Firms Prior or Post Review Comments QCBS based on 80:20 quality and cost Prior weighting Prior
-
QCBS = quality- and cost-based selection, QBS = quality based selection, ICT = Information Communication Technology
1
May-2012 Procurement Manual - Annex III Procurement Process and Review Thresholds (page 5, 6, 7)
44
Tonle Sap Poverty Reduction and Smallholder Development Project
B.
AWPB 2017 APPENDIX 4
ADB Prior or Post Review Procurement of Goods and Works Procurement Method Prior or Post Review International Competitive Bidding for Works Prior International Competitive Bidding for Goods Prior National Competitive Bidding for Works Post (first package on prior basis) National Competitive Bidding for Goods Post (first package on prior basis) Shopping for Works Post Shopping for Goods Post Shopping for Works through Commune/Sangkat PIM Post
C.
Goods and Works Contracts Estimated to Cost More Than $1 Million
3.
Not Applicable.
D.
Consulting Services Contracts and International and National Service Providers as Project Advisors Estimated to Cost More Than $100,000
4. The following table lists consulting services contracts for which procurement activity is either ongoing or expected to commence within the next 18 months. General Description
Contract ($)
Recruitment Method
Advertisement Date
International or National Assignment
Comments
Project end-line survey
170,000
1 contract
Q3-2017
National
NCDDS
QCBS = quality- and cost-based selection. Note: Special studies includes costs of independent monitors for confirming resettlement impact and selection criteria from members of livelihood improvement groups.
E.
Goods and Works Contracts Estimated to Cost Less than $1 Million
5. The following table groups smaller-value goods and works contracts for which procurement activity is either ongoing or expected to commence within the next 18 months. General Description
Value of Contracts ($) (cumulative)
Procurement/ Recruitment Method
Comments
Printing of CamGAP promotional materials (sticker, logo, etc.)
5,000
1 contract
Shopping without advertising
Q1 2017 MAFF/DCU
Printing of large (plastic sheet) posters for chick production units (90 sheets)
1,350
1 contract
Shopping without advertising
Q1 2017 MAFF/DCU
Printing of training manual on improved (steamed room) rice– straw mushroom growing (500 copies)
5,000
1 contract
Shopping without advertising
Q1 2017 MAFF/DCU
Printing of farm record booklets
10,000
1 contract
Shopping without advertising
Q1 2017 MAFF/DCU
Number of Contracts
45
Tonle Sap Poverty Reduction and Smallholder Development Project
General Description
Value of Contracts ($) (cumulative)
Number of Contracts
AWPB 2017 APPENDIX 4
Procurement/ Recruitment Method
Comments
Shopping without advertising
Q1 2017 MAFF/DCU
(2,500 copies) Laser printer for GDA team
300
1 contract
DCU = Development Coordination Unit of MAFF, NCCDS = National Committee for Democratic Development Secretariat, NCB = National Competitive Bidding.
46
Tonle Sap Poverty Reduction and Smallholder Development Project
III. 1.
AWPB 2017 APPENDIX 4
National Competitive Bidding Annex
General
7. The procedures to be followed for national competitive bidding shall be those set forth for the “National Competitive Bidding” method in the Government’s Procurement Manual of May 2012 issued under Sub decree Number 74 ANKR.BK dated 22 May 2012 with the clarifications and modifications described in the following paragraphs required for compliance with the provisions of the Procurement Guidelines. 2.
Application
8. Contract packages subject to National Competitive Bidding procedures will be those identified as such in the project Procurement Plan. Any changes to the mode of procurement from those provided in the Procurement Plan shall be made through updating of the Procurement Plan, and only with prior approval of ADB. 3.
Eligibility
9. Bidders shall not be declared ineligible or prohibited from bidding on the basis of barring procedures or sanction lists, except individuals and firms sanctioned by ADB, without prior approval of ADB. 4.
Advertising
10. Bidding of NCB contracts estimated at $500,000 or more for goods and related services or $1,000,000 or more for civil works shall be advertised on ADB’s website via the posting of the Procurement Plan. 5.
Anti-Corruption
11. Definitions of corrupt, fraudulent, collusive and coercive practices shall reflect the latest ADB Board-approved Anti-Corruption Policy definitions of these terms and related additional provisions 6. 12.
Rejection of all Bids and Rebidding
Bids shall not be rejected and new bids solicited without ADB’s prior concurrence. 7.
Bidding Documents
13. The bidding documents provided with the government’s Procurement Manual shall be used to the extent possible. The first draft English language version of the procurement documents shall be submitted for ADB review and approval, regardless of the estimated contract amount, in accordance with agreed review procedures (post and prior review). The ADBapproved procurement documents will then be used as a model for all procurement financed by ADB for the project, and need not be subjected to further review unless specified in the procurement plan. 8.
Member Country Restrictions
14. Bidders must be nationals of member countries of ADB, and offered goods, works and services must be produced in and supplied from member countries of ADB.
47
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 5
Tonle Sap Poverty Reduction and Smallholder Project Gender Action Plan Introduction The Gender Action Plan was developed in accordance with the ADB Policy on Gender and Development and the laws of the Royal Government of Cambodia. It aims to address gender inequality and ensure more equal access by women to project benefits. The Gender Action Plan recognizes the critical role of women in agriculture. It promotes the role of women in providing leadership and participation in decision making at the community level through Livelihood Improvement Groups (LIGs) and Farmer Water Use Committees (FWUCs). The goal of the Project is to improve livelihoods through increased agricultural productivity and improved access to markets. The smallholders within the Project area generally have landholdings that are small in size, and consequently the women in smallholder families have limited access to land. The Gender Action Plan aims to ensure women’s equal access to agricultural productivity inputs including seeds, fertilizer, livestock, ICT and extension training. The training schedules will ensure that location and timing of delivery are convenient for women. In particular it will ensure that Female Headed Households (FHHs) have access to extension, quality seeds, and rural finance (through revolving funds and/or microfinance).1 The Gender Action Plan pays attention to increasing the capacity and accountability of project management for implementation and reporting at all levels, including commune councilors. Sex-disaggregated data will be collected during project implementation to enable the project management to monitor the achievement of the gender targets. Implementation ArrangementS The NCDDS and MAFF-DCU, through the Project Managers in each EA/IA, are responsible for overseeing the implementation, monitoring and reporting (quarterly and annually) of the Gender Action Plan. They will also be responsible for mainstreaming gender and social aspects in sector policies, with support from a national Social Development and Gender Advisor (SGDE) assisted by the CARM gender team. Gender-related targets are reflected in the revised DMF. The budget for the Gender Action Plan implementation will be integrated in the overall budget for each of the outputs and reflected in the Annual Work Plan and Budget (AWPB). Project Gender Focal Points persons will be appointed at national and provincial levels. The national SGDE who is recruited as a member of the Project Consultant Team will guide and support the EAs/IAs in the implementation of the Gender Action Plan. The budget will be integrated in the overall budget for each of the outputs. The Project Steering Committee (PSC) will include representation of the Ministry of Women’s Affairs to provide guidance on gender and social aspects. Sex-disaggregated indicators will be integrated into the Project Performance Monitoring System. The monitoring will be on-going to ensure that activities are effectively carried out and targets reached and project will report sex-disaggregated data. Project will submit progress updates on the implementation of the Gender Action Plan regularly as a part of the review and quarterly progress reports that are submitted to the ADB.
1
FHHs are defined as households where a woman is the main income earner in the household either because she is a widow or her husband is infirm, invalid and unable to work. 48
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 5
Project Components and Outputs
Proposed Actions
Responsible Agencies
Component 1:Community Driven Development through Block Grants -
Output 1.1: Improved Rural Infrastructure supporting agricultural productivity
-
-
Output 1.2: Improve capacity of Small holder Farmers
-
ToR of construction companies includes provision of gender equity in recruitment of workers. Managers and staff from all construction companies attend gender awareness training. Commune Procurement Committee includes at least one woman. At least 40% of women’s participation in community planning groups to develop the commune investment plans and utilization of CDF. Contractors will prioritize the use of local female unskilled labor, at least 30%. Male and female unskilled workers will receive equal pay for equal work and no child labor on civil works Gender and social issues included in LIG management training modules featuring pictorial materials. CAA, CEW and female CC/commune gender focal point participate in LIG project management trainings. Revise AEA procedures to ensure gender and social issues will be included and to identify specific needs of female headed households (FHH). Guidelines on LIG formation, Farmer Field Schools and Rice Seed Producer Groups include social and gender issues. Ensure gender and social session are developed to include in FFS and RSPG trainings RSPG management group and members will receive training on social and gender awareness training. At least 30% of participants in LIG technical trainings and regular group meetings are women. At least one woman is elected to 3 person management committee when LIGs, AMEGs and FWUCs are formed
-
At least 25% of households selected to be LIG members should be FHH.
-
Ensure all FHH that are LIG members have access to extension, quality seeds, and rural finance (through revolving fund and/or microfinance)
-
Ensure gender expertise (human resources and intuitional experience) as a requirement of any NGOs or service providers
Provincial and District Gender Focal Point, CEWs and CAAs, PIDs with assistance from SDGE
Provincial and District Gender Focal Point, CEWs and CAAs, SSP2, Provincial project staff, NCDD wit h assistance from SDGE
49
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 5
Project Components and Outputs
Proposed Actions
Responsible Agencies
recruited. -
Ensure all LIG management group members and LIG members receive gender and social awareness training by SSP2.
-
Ensure gender balance in the recruitment of CEW and CAA in each commune. Capacity building training for CCs includes modules on gender and social issues in agriculture and rural development. CIP reflects needs of women and includes specific support targeting female headed households. Gender-sensitization training will be provided to all project staff including CEW, CAA and CCs by SDGE & DGFPs and PGFPs Conduct monitor to ensure that sex-disaggregated data will be included in the commune progress reports.
Output 1.3: Improve commune capacity for project management
-
CC Leaders, Provincial and District Gender Focal Point, CEWs and CAAs with assistance from SDGE
Component 2: Enabling environment for increased agricultural productivity and diversification Output 2.1: Improved Agricultural Policy Environment Output 2.2: Increased availability and access to quality seeds Output 2.3: Increased access to agricultural information and market data
-
Ensure gender issues will be incorporated in pilot testing of agriculture policy initiatives. Ensure participation of sub-national level gender focal points in awareness raising on agriculture policy issues
EAs/IAs/SGDA
Roles for women within the Rice and Vegetable Seed Producer Groups are identified so that they can derive benefit At least 30% of laborers employed on Research Station are women At least 40% of women from farmer organization participate in the training on seed production and distribution (including postharvest). At least one woman is elected to 3 person committee of newly established see producer groups Ensure sex-disaggregated data are collected for laborers employed on Research Station.
MAFF/GDA
At least 40% participation in all awareness raising and training (including study tours) by women. Training incorporates visual aids to accommodate lower levels of literacy especially among women. At least 30% of the Tele-centre services are provided to women. Gender training materials in local language will be prepared in close consultation with beneficiaries, in particularly women.
NIDA/MAFF/NCDD
Component 3: Effective Project Management
50
Tonle Sap Poverty Reduction and Smallholder Development Project
Project Components and Outputs
AWPB 2017 APPENDIX 5 Proposed Actions
-
-
-
Output 3.1: Timely and efficient implementation of Project -
-
-
-
Gender and social issues included in baseline survey. Each EA/IA will appoint one Project staff to be the Gender Focal Point at national and provincial levels to implement and reporting against Gender Action Plan. Pro-actively promote the involvement of female project staff in all trainings including non-gender related training, workshops and study tours. At least 30% of participants on agricultural marketing, managing credit, financial literacy, ICT, leadership and managing LIGs, and managing revolving fund are women ToR for Project Consultants as well as all other Project staff makes provision for supporting and ensuring the implementation of the GnAP. Gender-sensitization training will be carried out as part of project orientation, for all levels of staff, at national and sub-national level and including Project Consultants, Contractors, CAAs, CEWS and Commune Councilors. SGDE will provide capacity building to consultants, Project staff and CAA/CEWs in gender responsive design and analysis; preparation of gender sensitive indicators; and preparation of checklists for evaluation of gender responsiveness of proposed subprojects. AWPB Planning Workshops include session on Gender Action Plan to record the achievement, challenges and action to be taken with all Project staff in the four provinces. Ensure reporting on Gender Action Plan progress is included in all review missions and project quarterly and annual progress reports. Sex-disaggregated data will be collected. The national Gender and Social Development consultant will assist and responsible for full implementation, monitoring and reporting against Gender Action Plan .
Responsible Agencies
Project Managers Gender Focal Point Project Consultants
51
Tonle Sap Poverty Reduction and Smallholder Development Project
AWPB 2017 APPENDIX 6
TSSD RISK MANAGEMENT MATRIX (L = Likelihood: (5 = Almost Certain; 4 = Likely; 3 = Possible; 2 = Unlikely; 1 = Rare; C = Consequence: (5 = Severe; 4 = Major; 3 = Moderate; 2 = Minor; 1 = Negligible) R = Risk Level: (4 = Extreme; 3 = High; 2 = Medium; 1 = Low) Identified Risk
Damage to Project
L
C
R
Risk Response
Responsibility for Managing
Project Outcome
Adverse climatic effects and pest/disease outbreak on production.
The commune sub-projects which are poorly designed will result in failure and have a serious impact on the outcome of the Project.
3
4
2
All EAs must work together closely to ensure that the procedures for the designs for both rural infrastructure and livelihood improvement sub-projects are robust and take into account the likelihood of adverse weather patterns, and in the case of the agricultural activities the possibility of damaging outbreaks of pest/disease incidence. Mitigation measures should be an integral part of any design with an assessment of the level of risk and the precautionary measures that can be taken. These need to be openly discussed with the PIG members so that they also understand the nature of the risks and the measures that can be taken to minimise their impact.
EAs/IAs/PSTs/ DSTs/PIC
Project Outputs Component 1: Commune Development through Block Grants
Underperforming CCs will undermine project outcomes
Without adequate attention to capacity building at commune level the progress with the utilisation of the CDF Block Grants will be slow and there will be a lack of understanding of the focus of the Project in increased agricultural productivity.
Change in the functional assignments at the subnational levels
Changes to the composition of the subnational teams will adversely affect the progress of implementation due to the need to re-orient new staff on the Project objectives and the focus of each component.
4
3
4
3
3
2
The level of capacity at commune level is quite low and project implementation during the initial stages may be slow. Comprehensive capacity building will be required at commune and LIG level to develop a full understanding of the Project procedures and guidelines and to ensure that all actors understand their roles and responsibilities. By facilitating a strong sense of ownership of all Project activities at the local level this will also help to improve capacity and also enhance the sense of ownership of the Project interventions by the main beneficiaries. Whilst it is not anticipated that there will be major changes of Project staff, this will have an impact especially at the sub-national level. Each province will need to have clear procedures for ensuring that newly appointed staff are enabled to quickly become oriented with the Project implementation approach and their own roles and responsibilities.
PSTs/DSTs/ CEWs/CAAs
PSTs
52
Tonle Sap Poverty Reduction and Smallholder Development Project
Identified Risk
Damage to Project
AWPB 2017 APPENDIX 5
L
C
R
Risk Response
Responsibility for Managing
EAs/IAs/PSTs
-
Component 2: Enabling environment for increased agricultural productivity and diversification
Adverse climatic effects and pest outbreak on production
The livelihood improvement subprojects which must necessarily focus on improvements in agricultural productivity not robustly designed to take account of the risk of drought and pest/disease incidence will result in failure and the loss of interest of the LIG members.
3
4
2
The livelihood improvement sub-projects must be designed taking into account the possibility of unseasonable climatic effects as well as the likelihood of unanticipated outbreaks of pests and disease. Service Providers will be required to ensure that all inputs provided to the LIG members are of high quality and free of pests and diseases, and there should be a requirement for replacement of any livestock that die after dispersal where this is not due to the negligence of the recipient household. Livelihood improvement sub-projects involving crop production must take account of the possibility of drought and also flooding and there should be a mechanism within the design for the replacement of inputs where replanting is required.
-
-
-
-
Component 3: Effective Project Management None identified
-
53
