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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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    1. Prime Minister Lyonchhen leaving to NY

    2. Peach Melba for Dessert

    3. Ministry Agr. and UNDP

    4. Community Based Poverty Reduction Initiative:2008-2012 Royal Government of Bhutan

    5. 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

    6. 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

    7. Project Management

    8. 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

    9. 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

    10. 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

    11. 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)

    12. 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

    13. 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

    14. Risk Management

    15. 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

    16. Gross National Happiness Indicatorseducationhealthemploymenttime usecultural vitalityenvironmental diversityemotional well beingliving standardgovernance

    17. HUMAN DEVELOPMENT WASHING POWDER