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Prime Minister Lyonchhen leaving to NY . Peach Melba for Dessert. Ministry Agr . and UNDP. Community Based Poverty Reduction Initiative: 2008-2012. Royal Government of Bhutan. Bring poor households above subsistence level by ensuring appreciable level of income.

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Prime Minister Lyonchhen leaving to NY

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Prime Minister Lyonchhen

leaving to NY


Peach Melba for Dessert


Ministry Agr. and UNDP


Community Based Poverty Reduction Initiative:2008-2012

Royal Government of Bhutan


Bring poor households above subsistence level by ensuring appreciable level of income.

Ensure social mobilization and collective decision making in the execution of economic activities.

Strengthen capacity of poor households through skill up-gradation training to ensure sustainability of employment activities beyond project period.

Objectives


Project Overview

Scope : 5 eastern districts (these are the 5 poorest)

Duration: Oct 1, 2008  - Sept 30, 2012

Budget: US$ 500,000

Stakeholders:Ministry of Agriculture

UNDP

Government registered CSOs

Representatives from the communities


Project Management


Strategy

Identification of the CSOs

Signature of individual contract between the districts, UNDP and the selected CSOs

Facilitation of social mobilization by CSOs

Particular focus on women and other disadvantaged groups identified

Empowerment and capacity building of the beneficiaries

Consolidation of the local farmers organizations


Roles & Responsibilities (Govt & UNDP)

Government•  Identify CSOs with appropriate capability. •  A government officer will oversee activities of the CSOs.•  Facilitate interaction and consultation with departments, districts & CSOs.•  Through its designated agency either at National or District level monitor progress

through reviews, visits and participation in mtgs.UNDP•  Provide financial resources •  Technical assist. to CSOs in implementation of work plans (prepared by CSOs in

collaboration with Govt).

•  With Govt and CSOs, support identification of options for HD initiatives at district

level and identification of research/training needs for beneficiaries.•  Participate in review meetings and monitoring visits


Challenge reaching the genuine poor

Social mobilisation and development is not a spontaneous process.

Can play a critical role, as facilitator, in:

Social mobilization

Organising them into clusters for development intervention

training and capacity building

Liaising with community to ensure sustainability

Why CSO


Draw up annual work plan

Liaise with community

Provision of orientation & capacity building training

Identify location-specific feasible activities

Help beneficiaries prepare their economic proposal

Appraisal of proposal, funding and monitoring

Develop standard of product (product dev, design, packaging etc.)

Ensure collaboration with market and networking

Find out sustainable ways and means

Roles & Responsibilities (CSOs)


Deliverables of CSOs

Survey and identification of feasible economic activities

Social mobilisation and formation of farmers’ group

1/3rd must be of exclusively women farmers’ group

Awareness built on possible income generating ventures

Farmers provided with assistance for investment activities

Training needs assessment through participatory mechanism

Collaboration with research and institutes for training

Quality of products for better marketing improved

Marketing network established, marketing linkage facilitated


  • Monitoring:

  • Annual Reports by Project Manager presented to Project Board

  • Participatory process include beneficiaries reporting on results

  • Evaluation:

  • Mid-term evaluation: external, realign project as necessary

  • Final: external, for lessons learnt for future interventions

  • Baseline:

  • # and % of unemployed members in the employable age (15 – 65)

  • # and % of unemployed women in this age group

  • Average house hold incomes.

  • Results of initial survey of “happiness” using Bhutan methodology

  • Indicators of success:

  • Annual incremental increases of 10% in all of the above indicators

  • Overall 40% increase over the project duration

  • Annual increase of 10% on level of “happiness”

M&E


Risk Management


  • Exit

  • Gradual exit of the program. Last year of the strategy will be only supervising and advising specific problem for the group.

    Sustainability

  • Social and cultural - the micro-enterprise was identified in a participatory manner by the community members themselves..

  • Economic.- through continued improvement of the product and search for marketing networks.

  • Capital – micro-savings and micro-insurance programme.

  • Political – through, the participation of the government from the initial stages including through monitoring the progress of the implementation.

Exit Strategy


Gross National Happiness Indicatorseducationhealthemploymenttime usecultural vitalityenvironmental diversityemotional well beingliving standardgovernance


HUMAN DEVELOPMENT WASHING POWDER


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