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7/31/2019 G5 Project Workbook-Revise in Reflection 01Apr2012
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Project Workbook
Table of Contents
1 Title Page with Reviewers' Comments
Tab Name: PNX Title Page
2 Project Partners and Contact Information
Tab Name: PNX Contacts
3 Outcomes Logic Model
Tab Name: PNX OLM
For more information, visit:
4 Outcome Target Indicators PlanTab Name: PNX OTIP
For more information, visit:
5 Milestone Plan
Tab Name: PNX Milestone Plan
For more information, visit:
The milestone plan focuses on the end-dates by which your activities need to be completed and outputs need to
be delivered. It contains the project start and end date, and other important milestones. Progress reporting is
directly made on the original milestones as defined in the milestone plan.
This file contains spreadsheets of information submitted to the CPWF by the project team, and spreadsheets that we
have developed to aid our review process. Please change the 'PNX' to identify your project, e.g. Ganges Project 3 would
be G3
This page contains main project information and the contracting and inception reviewers' comments.
Please list all your project participants with their contact details. This information will be fed into the CPWFcontact database. Please ensure that you inform the CPWF about any changes in your team.
The OLM is a table that describes the project's theory of change (ToC), or how the project is expected to work. It
is a description of the projects activities, outputs, outcomes and impact and their inter-relationships. Each line
describes an Outcome Pathway, with a short narrative description. The last row in the model is a narrative
description of how the project predicts that the outcomes it achieves are likely to reinforce each other and
eventually contribute to longer-term impact.
CPWF M&E Guide- Outcome Indicators Plan
CPWF M&E Guide- OLMs
The Outcome Target Indicators Plan (OTIP) contains specific description(s), for each Outcome Pathway (from
OLM), of who/ how many exactly the project expects to change (Practice and/or KAS) and by how much, by the
end of the Project. Indicators and tools to measure them are included for each outcome target.
CPWF M&E Guide- Milestone Plan
CPWF Project Workbook Table of Contents Page 1 of 41
https://sites.google.com/a/cpwf.info/m-e-guide/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/indicator-and-milestone-plan7/31/2019 G5 Project Workbook-Revise in Reflection 01Apr2012
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6 Gantt Chart
Tab Name: PNX Gantt Chart
For more information, visit:
7 Schedule of Reports and Payments = filled by CPWF Finance Officer for contracting
Tab Name: PNX $ Schedule
8 Budget Summary
Tab Name: PNX $ Summary
9 Budget Comments
Tab Name: PNX $ Comments
10 Staff Time Allocation and Breakdown of Personnel Costs
Tab Name: PNX $ Time Allocation
11 Indicative Breakdown of Budget by Outputs
Tab Name: PNX $ By Outputs
12 Indicative Breakdown of Budget by Institution
Tab Name: PNX $ By Institution
This table shows the distribution of budget by output then by institution. The overhead costs are not included in
the distribution.
This table shows a summary of the budget allocated to the project partner institutions (left part). The right part
of the table could be of support to work out each project partners budget share by line item.
This spreadsheet shows the breakdown of the project budget per line item and per year.
The comments worksheet is where budget explanations and details are explained.
In this worksheet the project team compositon is listed with their names, institution, expertise and contribution
to the project (e.g., Output 1, Communication, Policy, etc.), the number of days per year, and the daily rate per
staff.
The Gantt Chart focuses on the activities to be carried out to complete the project. This chart contains the
project schedule, work breakdown structure, i.e. activities with their milestones as the terminal elements, their
start and finish dates, responsible project team member and their affiliations.
CPWF M&E Guide- Gantt Chart
This spreadsheet will be filled out by CPWF finance officer for contracting according to the budget details the
project has submitted. It shows the schedule of budget release, which depends on the satisfactory submission
and approval of the required progress reports.
CPWF Project Workbook Table of Contents Page 2 of 41
https://sites.google.com/a/cpwf.info/m-e-guide/gantt-charthttps://sites.google.com/a/cpwf.info/m-e-guide/gantt-chart7/31/2019 G5 Project Workbook-Revise in Reflection 01Apr2012
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Title Page with Reviewers' Comments
Project Leader
Project Number
Project Short Title
Reporting Period
Starting Date
Completion Date
Review Questions (RQ) Reviewer Remarks on status (inlcude
date)
Changes required to proceed
to contracting
Response from the Project
Leader (include date)
Status of changes req
after resubmission [to
filled in by the review
RQ1: Are documents in order,
provide information required,
and is there consistency
between them?
Cells highlighted in yellow must be
dealt with for contracting
Yesocuments accor ng to tan ar
Clauses and Procedures 3.02 and
3.03 (see list below)
Cells highlighted in orange must be
dealt with by time of inception
re ort
Major changes in worksheets
in blue
Revised proposal First submission 2011.02.28 Revised document provided on2011.04.18
Satisfactory
Contact sheet First submission 2011.02.28 No contacts from India
Project participants from BRAC
are not specified. Please
include them.
India contacts added (initial
points of contact via ICAR
partner institutes). Contact
point in BRAC added.
2011.04.10
For clarification: the a
partners in the contac
are not included in the
'payroll'. They are not
team members but co
persons from other Ga
projects.
Gantt chart First submission 2011.02.28 Suggested few changes in red
ink
Changes accepted and
incorporated. 2011.04.10
Ok, expect some rewo
time of Inception Repo
Milestone plan First submission 2011.02.28 Suggested few changes in red
inkPlease supply the dates that
are consistent with the Gantt
chart
Changes accepted and
incorporated. Dates revised forconsistency with Gantt chart.
2011.04.10
Ok, expect some rewo
time of Inception Repo
OLM First submission 2011.02.28 Ok, expect some rewo
time of Inception Repo
OTIP First submission 2011.02.28 Ok, expect some rewo
time of Inception Repo
KM PointPerson
Dr. Nowsher Ali sarder
Ganges Coordination and Change Enabling
G5
June 01, 2011
March 31, 2014
CPWF Project Workbook Title Page with Reviewers' Comments
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Review Questions (RQ) Reviewer Remarks on status (inlcude
date)
Changes required to proceed
to contracting
Response from the Project
Leader (include date)
Status of changes requ
after resubmission [to
filled in by the reviewe
Budget First submission 2011.02.28 Budget is $70,000 over the
proposed budget in the EOI.
Local contract budget for
Bangladesh-based institutions
in 28.8% but will change.
$70,000 reduced, now total is
$-900K. Local Contract budget
is 33.60%. 2011.04.10
Satisfactory. However
levy is already extracte
time of fund receipt to
and should therefore b
reallocated in the budg
Plan for baselining of outcome
targets
Required by time of In
Report
Signed MOUs corresponding to
milestone plan
Ditto
Third party intellectual audit Ditto
CPWF Project Workbook Title Page with Reviewers' Comments
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Review Questions (RQ) Reviewer Remarks on status (inlcude
date)
Changes required to proceed
to contracting
Response from the Project
Leader (include date)
Status of changes requ
after resubmission [to
filled in by the reviewe
RQ2: Have there been changes
in budget share going to
partners, and if so, are they
consistent with the changes in
responsibilities?
Program
Manager
No changes in share of
to partners.
RQ3: Does the budget appear
consistent with the promised
outputs?
Program
Manager
Yes - no issues
RQ4: Looking at the people
responsible for producing the
outputs, do these teams contain
people with the requisite skill
and is team size appropriate?
MT Point
Person
Boru says: Yes, pleased
the addition of a Natio
M&E, adaptive mmgt a
innovation research
RQ5: Is there a clear assignment
of responsibility for producing
outputs and milestones to both
individuals and organizations?
MT Point
Person
Ok, TBIs to be filled in b
of Inception Report
RQ6: Have reviewers'
comments been addressed?
MT Point
Person
Yes, all reviewers' com
have been addressed
CPWF Project Workbook Title Page with Reviewers' Comments
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Review Questions (RQ) Reviewer Remarks on status (inlcude
date)
Changes required to proceed
to contracting
Response from the Project
Leader (include date)
S
a
f
A
From Standard Clauses and Procedures
3.02 The documents required for contract signature are:
Revised project proposal that has addressed reviewers comments in particular negotiation points and incorporates chan
from workshops and other consultation processes.
Revised budget reflecting changes in project proposal
Gantt Chart
Milestone plan developed for at least the first year of operations
Draft Outcome Logic Model
Any other documentation agreed to between the Project Leader and the CPWF
3.03 The following documents are to be provided in electronic form to CPWF Basin Leader with the Inception Report:
Outcome Logic Model agreed with partners
Milestone plan developed for the duration of the project
Outcome target indicators plan
Plan for base lining of outcome targets
Signed MOUs corresponding to milestone plan
Third Party Intellectual Asset Audit
Any other documentation agreed to between the Project Leader and the CPWF.
CPWF Project Workbook Title Page with Reviewers' Comments
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Project Partners and Contact Details
Please remember to provide a CV for each person listed below as Annex B to your proposal. Indicate in particular who has responsibility for communications, M&
Given Name Family Name Institution Role in the project Professional
discipline
Email Alternate Email Work Phone
Nowsher Sarder WorldFish Project Leader/
Basin Leader
[email protected] [email protected]
m
00880-2-8813250
William Collis WorldFish Principal
Investigator (Int'l)
Director, WorldFish
South Asia
[email protected] [email protected] 00880-2 8813250
00880-2 8813250
Ext: 301
Charlie Crissman WorldFish Principal
Investigator (Int'l)
Impact assessment [email protected]
g
00604 -626 1606
Ext: 192
Direct Line: 00604-
6202192
Michael Phillips WorldFish Principal
Investigator (Int'l)
Aquaculture [email protected] [email protected]
m
00604- 626 1606
Ext:160 Direct
Line: 00604-
6202160
Ben Belton WorldFish Principal
Investigator (Int'l)
Aquaculture, social
science
[email protected] beltonben@google
mail.com
00880-2 8813250
00880-2 8813250Ext: 305
Fiona Chandler WorldFish Principal
Investigator (Int'l)
Communications F.Chandler@cgiar.
org
00604 626-1606
(274)
Nireka Weeratunga
Starkloff
WorldFish Principal
Investigator (Int'l)
Gender N.Weeratunga@c
giar.org
Sabina Islam WorldFish Principal
Investigator (Nat'l)
Gender islam.sabina@gmail.
com
CPWF Project Workbook Project Partners and Contact Details
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]7/31/2019 G5 Project Workbook-Revise in Reflection 01Apr2012
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Given Name Family Name Institution Role in the project Professional
discipline
Email Alternate Email Work Phone
Benoy Kumar Barman WorldFish PrincipalInvestigator (Reg'l)
Aquaculture [email protected] 00880-2 881325000880-2 8814624
Ext: 201
Emdad Hossain WorldFish Principal
Investigator (Nat'l)
Monitoring and
evaluation
md.e.hossain@cgi
ar.org
emdad2003@yaho
o.com
00880-2-8813250
Hamid Miah Private (ex-IRRI) Consultant Agriculture [email protected] 00880-2 9898011
00880-2 9886608
Ext: 111
Zahurul Karim Private (ex GOB) Consultant Agriculture policy [email protected] zaharulkarim@hotm
ail.com
008802-8130875
(home)
Salma Sultana WorldFish Consultant Communications [email protected] salma_sultana28@
yahoo.com
00880-2-8813250
Manoranjan Mondal BRAC Principal
Investigator (Nat'l)
Agriculture and
Food SecurityProgram Head
manoranjan.km@br
ac.net
Bimal. K Bandyopadhyay Central Soil Salinity
Research Institute
Principal
Investigator (Nat'l)
Principal Scientist-
Soil Chemistry and
Fertilit
m
Jitendra Kumar Sundaray Central Institute of
Brackishwater
A uaculture
Principal
Investigator (Nat'l)
Principal Scientist-
Aquaculture
m
91-3210-255072
Dr. Md Kabir Ikramul Haque BARC Principal
Investigator (Nat'l)
Chief Scientific
Officer
ikramfish@yahoo.
com
8802 8117110
Basin Leader Basin/Project Leader
M&E Manager Management of
M&E ro ram
Positions where persons remain to be identified
CPWF Project Workbook Project Partners and Contact Details
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]7/31/2019 G5 Project Workbook-Revise in Reflection 01Apr2012
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Responsible for
Project/Basin leader responsible for overall
management of Project G5 (Outputs 0-6)
WorldFish South Asia Director will provide a
senior role in oversight of the project and
connections/advice to major development
actors and senior govt policy makers (Outputs
0-6)
Science advice on M&E, adaptive
management systems (Output 1) andinnovation research (Output 4)
Science support on aquaculture, reporting,
communications related to Outputs 1,2 and 3
Science support to M&E (Output 1) andinnovation research (Output 4). Social scientist
input to assist in G5
Support to development of Ganges BDC
communications strategy
Preparation of gender strategy and initial
training (Output 1) and oversight in some
follow up actions to be defined in cooperation
with Bangladesh based research assistant
below
CPWF Project Workbook Project Partners and Contact Details
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Responsible for
Science support
National-recruited staff to support adapative
management and ME system (Output 1)
Agriculture expert with excellent connections
to senior policy makers, and will assume
responsibility for advising program on
strategies for influencing policy related to
agriculture and aquaculture research outputs
(G2 particularly) (supporting Outputs 1-4, but
largely focussed on Output 2)
Senior expert in government policy, and will
advise program on opportunities for
influencing policy and strategies across G1-G4.
Supporting Outputs 1-4, but largely focussed
on output 2
Development and management of
communications program
resource management for rice based cropping
systems (Bangladesh)
rice based systems (India)
aquaculture systems (India)
Focal point for liaison with BARC subject to
ongoing discussions on detailed cooperation
arrangements (MOU)
CPWF Project Workbook Project Partners and Contact Details
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Outcomes Logic Model
Project Name
Date
Actor(s) Desired change in actor(s)practice
Required change in actor KASfor change to happen
Project strategies andprototypes for bringing about
changes
Project outp
Hint: How will your project contribute
to make these changes happen?
What areyour ideason how to
help people change?
Here, it may help to think what
other projects have done before
that has NOT worked well- what
will your project do that is
different? Better? Strategies can
be the way (for example, co-
develop instead of impose) you do
things. Strategies are also thetiming, methods, partnerships,
language, etc. you choose to use
Outcome
Pathway 1
BDC Researchers (project G1-
G4 teams)
G1-G4 project teams using
adaptive management
systems, resulting in increased
self-reflection, effective
cooperation between projects,
improved communication
between projects and effective
engagement with users
Knowledge, Attitude and Skill
for M&E and adaptive
management within project
teams; enhanced
communication skills;
willingness to engage with
stakeholders for change
Establish M&E system and
develop adaptive management
system Conduct necessary
activities such as: (i) establish
management team; (ii) conduct
monthly meetings and create
regular space for reflection by
project teams. Support
communication and capacity
building events.
High quality r
reports and o
produced acc
milestones an
established in
and more gen
coordinated G
program with
effectively w
partners to d
developmentimpacts
Narrative 1 Projects G1 to G4 will use an adaptive management system that contributes to achieving positive development outcomes from research. The re
and space to practice adaptive management. Project G5 will guide and support implementation, but responsibilities will lie with all individual pro
convene and early meeting of G1-G5 project teams to develop the M&E and adaptive management system, and support capacity building to imp
Coordinating and Change Enabling Project
February 15, 2011
Start with this question:if this
project is successful, WHOwill
change? What groups of people or
organizations will be affected?Be
realistic, andprioritizethe most
'affected'. Then, try to be as
specific about the actor groups as
possible- in some actor groups as
possible- in some cases you have
the names or exact location of the
actor(s)- use them here.
A change inpractice or behavioris
a change in the way people (in
this case, the 'actors' in the 1st
column)DOthings. So here, try to
use action words- such as 'use',
'coordinate', 'plant', 'participate
in', 'integrate', 'implement', etc.
To be able to 'use' something,
people usually need to first know/
understand it, and its advantages,
and/ or have developed the
skillsto use it, or at least
tobelieve or trustthe benefits of
using it. Look at your practice
change, and make explicit 2-4 KAS
changes that are key to having the
actor groups change their
practice.
These come str
road map/ res
and/ or your c
deliverables. W
project's main
to this 'line of
PWF Project Workbook Outcomes Logic Model
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Project Name
Date
Actor(s) Desired change in actor(s)
practice
Required change in actor KAS
for change to happen
Project strategies and
prototypes for bringing about
changes
Project outputs
Coordinating and Change Enabling Project
February 15, 2011
OutcomePathway 2
Government, and particularlyinfluential policy makers
Provide a policy framework andincentives for applying and
scaling out of practices
demonstrated through the
CPWF Ganges BDC
Knowledge and Attitude amongpolicy makers as required for
policy change. Approach needs
to be tailored to senior policy
makers.
Demonstrating value ofintegrated solutions from
projects G1-G5 towards
achieving progress.
Teasing out policy implications
and strategies from research.
Identification of
communication strategies,
champions and pathways
though which change may
occur
Use of adaptive management
system to respond to share
lessons and respond to
opportunities
Policy changes throand application of k
products, policy brie
interventions that a
with policy makers.
Documentation of l
learned for wider sh
Products that create
project outputs to g
and development ac
Narrative 2 Policy adoption by government is assumed to create an enabling environment within which larger investments from development partners can achieve
areas of the Ganges. Project G5 will play an enabling role in change processes, either by direct engagement or supporting/facilitating other projects to
change.
PWF Project Workbook Outcomes Logic Model
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Project Name
Date
Actor(s) Desired change in actor(s)
practice
Required change in actor KAS
for change to happen
Project strategies and
prototypes for bringing about
changes
Project outputs
Coordinating and Change Enabling Project
February 15, 2011
OutcomePathway 3
Development actors makinglarge scale investment in
project areas and/or similar
locations. These may include
government, development
banks, NGOs and private sector
investors.
Development actors pursueprograms in the Ganges basin
using the development
solutions arising from G1-G4
research
Government to providedirectives to relevant
organizations to upscale
validated technologies and
management systems.
Awareness among
government, NGO and private
sector of how Ganges BDC
research can achieve outcomes
and impacts and capacity to
apply research findings
CommunicationsCapacity building
Building partnerships with
development partners to apply
Ganges basin research
Assist NGOs to identify the
training needs.
Demonstrated apprscaling out effective
specific conditions o
hubs. Capacity build
extension materials
learned documents
from innovation res
activities.
Narrative 3
Impact Narrative
Project G5 will use adaptive management systems and create a working environment among G1 to G5 project teams that delivers research outputs that are relevant and i
goals. It will collaborate with development actors, primarily government, NGO and private sector in influential ways that can achieve positive development outcomes and
research outputs from Ganges BDC projects.
G5 will work with development partners, including civil society, international banks and donors, and private sector to encourage wider scaling out or pr
communication of Ganges BDC research outputs and outcomes; demonstrating their relevance to the goals of development partners; and helping actopartners (BRAC) are expected to play a significant role in scaling out.
PWF Project Workbook Outcomes Logic Model
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Outcome Targets Indicator Plan
Project Name
Date
No. ACTOR and how they will CHANGE Outcome target(s) Indicator(s) of progress towards
Outcome Target(s)
Tools to measure progress towards
Outcome Target(s)
Taken from the OLM: Actor group and
the practice, knowledge, attitude or skills
change
Specific description(s) of who/ how many
exactly the project expects to change
(Practice and/or KAS) and by how much,
by the end of the Project. There can be
more than one Outcome Target per each
Outcome line (first column- actor +
expected final change)
What you will observe and measure to
know you are moving towards the
Outcome Target (other than
milestones)?
What will be your instruments to observ
and measure your progress towards the
Outcome Target ?
Project G1-G5 teams G1-G5 teams share a focus on
outcomes as an important part of
program implementation.
A change in attituce and priorities to
include outcomes in addition to
outputs.
Project reports and most significant
change analysis
Opportunities identified forimproving development outcomes
and impacts from Project G1-G5 team
work;
Monthly and annual reflectionmeetings generate positive lessons
and opportunities for improvement.
Minutes and participant feedbackduring monthly and annual reflection
meetings
BDC stakeholders that can influence
policy or practice at the local, regional
or national levels
Stakeholders are aware of policy or
practice messages and choose to
include them in policy, plans or other
actions.
Systematic engagement with the
relevant BDC stakeholders via
selected information pathways
Project reports; descriptions or
minutes of engagement
Coordination and Change Enabling Project
February 15, 2011
The Outcome Target Indicators Plan (OTIP) contains specific description(s), for each Outcome Pathway (from OLM), of who/ how many exactly the project expects to change
(Practice and/or KAS) and by how much, by the end of the Project. roject is committing to measure. THe expected output in this OTIP is a list of indicators ONLY for the Outcome
Targets that the Indicators and tools to measure them are included for each outcome target.
WF Project Workbook Outcome Targets Indicator Plan Pag
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Project Name
Date
No. ACTOR and how they will CHANGE Outcome target(s) Indicator(s) of progress towards
Outcome Target(s)
Tools to measure progress towards
Outcome Target(s)
Coordination and Change Enabling Project
February 15, 2011
Development actors that can
influence the scaling up or out of
project outputs and outcomes
Stakeholders are aware of policy or
practice messages and choose to
include them in policy, plans or otheractions.
Systematic engagement with the
relevant BDC stakeholders via
selected information pathways
Project reports; minutes of reflection
meetings
Development partners recoginze and
address issues related to gender in
their work
Partners utilized gender analysis and
gender sensitive practices and
technologies in their work
Technical and progress reports of
development partners that contain
reference to gender-related activities.
WF Project Workbook Outcome Targets Indicator Plan Page 15
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Milestone Plan For Rep
roject Name
Date
To be rep
TeamNo. Milestones = your progress markers Deadline Responsible
Partner
Institution
Responsible
Staff Project
Member
Outputs
required by
other projects
Means of verification Status rep
milestone
Description of deliverable required to achieve change,
from Gantt
For delivery of
Milestone,
format: yy-mm-
For delivery of
Milestone, can
only be one
For delivery of
Milestone, can
only be one
Yes or no? If yes,
please specify
What the project will deliver to
the CPWF as evidence of
completion of the Milestone
Report on d
changes to
Plan must b
0
.a Contract signing 2011/04/01 CPWF No Not relevant
.b Inception workshop 2011/10/31 WFC BL Yes (G1-G4) Inception report Launching
2011; Ince
Oct to 01
.c Inception report submitted 2011/12/15 WFC BL Yes (G1-G4) Inception report 20 Nov su
.d Annual report submitted 2012-03-31
2012-12-30
2013-12-30
WFC BL Yes (G1-G4) Annual report Report su
week of M
.e Final report submitted 2014/03/31 WFC BL Yes (G1-G4) Annual report
.a Adaptive management system completed 2012/03/30 WFC CC/EH Yes (G1-G4) Adaptive management
guidelines
The guide
submitted
2012
.a Gender guidance document/strategy released for
CWFP Ganges researchers/partners
2012/03/31 WFC Consultant Yes (G1-G4) Gender strategy document Gender gu
and subm
.a Communication strategy completed 2012/06/30 WFC SS Yes (G1-G4) Communications strategy
document
Prepared
HQ/CPWF
Coordination and Change Enabling Project
April 12, 2011
o be filled by PLs and Project Teams
Project Management and Implementation
PWF Project Workbook Milestone Plan
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roject Name
ate
To be report
Team
o. Milestones = your progress markers Deadline Responsible
Partner
Institution
Responsible
Staff Project
Member
Outputs
required by
other projects
Means of verification Status repor
milestones
Coordination and Change Enabling Project
April 12, 2011
o be filled by PLs and Project Teams
.b Web site launched (Private wiki, public Ganges BDC
component of CPWF/links to other relevant sites)
2012/03/31 WFC SS Yes (G1-G4) Web site Launched wi
.a Initial visioning and planning for policy change with
partners and other Ganges BDC projects
2012/03/30 WFC BL/consultant Yes (G1-G4) Report Prepared and
HQ/CPWF on
.b Interim evaluation 2013/03/31 WFC BL/EH Yes (G1-G4) Evaluation report
.c Policy lessons prepared 2014/03/31 WFC BL/Consultant No Science papers, evaluation
report
.a Initial visioning and planning for engaging with
development actors
2012/03/30 WFC BL/Consultant Yes (G1-G4) Report Prepared and
HQ/CPWF on
.b Interim evaluation 2013/03/31 WFC BL/EH Yes (G1-G4) Evaluation report
.c Lessons prepared 2014/03/31 WFC BL No Science papers, evaluation
report
.a Research plan completed 2012/06/30 WFC CC/EH Yes (G1-G4) Concept Note
.b Outputs as defined in final Innovation Research plan 2013/06/30 -
2014/03/31
WFC EH No Report, science papers
.c Final synthesised output on Innvovation Research
(science paper, lessons learned synthesis document)
2014/03/31 WFC CC/EH No Science papers, policy briefs
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roject Name
Date
To be repo
Team
No. Milestones = your progress markers Deadline Responsible
Partner
Institution
Responsible
Staff Project
Member
Outputs
required by
other projects
Means of verification Status repo
milestones
Coordination and Change Enabling Project
April 12, 2011
o be filled by PLs and Project Teams
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or review by BL For review by CPWF
eview of evidence of delivery of
milestone and of research quality
nd relevance
Review of evidence of delivery of
milestone and quality check of BLs
review
o be assessed by Basin Leader To be assessed by CPWF
5 organized two workshops one
s launching and another as
nception instead of one.
articipation was appreciable from
overnment, research and other Grojects
oth reports submitted
ubmitted to MT on due date (16
pril 2012)
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or review by BL For review by CPWF
eview of evidence of delivery of
milestone and of research quality
nd relevance
Review of evidence of delivery of
milestone and quality check of BLs
review
aunched wiki and it is in
peration
repared and submitted to
Q/CPWF on 31 Mar 2012
repared and submitted to
Q/CPWF on 31 Mar 2012
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or review by BL For review by CPWF
eview of evidence of delivery of
milestone and of research quality
nd relevance
Review of evidence of delivery of
milestone and quality check of BLs
review
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Gantt Chart
Project Name
Date
No. Activity/ MilestoneQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
Output 0: Project management systems in place, resulting in a well coordinated research program delivering high quality research o
engagement with development partners
Activities 0.10 Contract Signed
0.20 Complete staff recruitment
0.30 Prepare Project Inception Workshop and Launch Event
0.40 Host Inception Workshop and Launch Event (May 2011)
0.50 Submission of Inception Report
0.60 Host Bi-monthly Project Meetings
0.70 Prepare and Host Annual Project Meeting and Reflection event
0.80 Participate in International Forum on Water and Food (3,4)
0.90 Prepare annual project progress reports0.10 Prepare and Host Final Project Meeting/Event
0.11 Final report
Milestones 0.a Contract signing 0.a
0.b Inception workshop 0.b 0.b
0.c Inception report submitted 0.c 0.c
0.d Annual report submitted 0.d 0.d 0.d
0.e Final report submitted
Output 1: Adaptive management system
Activities 1.1 Prepare plan and develop adaptive management system
including M&E/learning for innovation
1.2 Complete documentation on adaptive management system
1.3 Provide support to G1-G4 team as needed to implement
1.4 Bi-monthly meetings of Dhaka team leaders
1.5 Bi-annual team leaders and reflection events
Milestones 1.a Adaptive management system completed 1.a 1.a
Coordination and Change-Enabling Project
April 12, 2011
2011 2012
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Project Name
Date
No. Activity/ Milestone
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
Coordination and Change-Enabling Project
April 12, 2011
2011 2012
Output 2: Gender strategy
Activities 2.1 Develop a gender guidance document/strategy based on CSIA
and CRP1.3 strategy
2.2 Hold training and awareness raising actions to support teams
(G2 and G3 in particular) to implement gender strategy in their
Milestones 2.a Gender guidance document/strategy released for CWFP
Ganges researchers/partners
2.a
Output 3: Communication strategy
Activities 3.1 Engage with G1-G4 partners and CPWF management to
develop strategy
3.2 Complete communication strategy inc. data management
among other Ganges projects
3.2 Establish internal communications systems/web
3.4 Implement communications strategy/engagement with
Milestones 3.a Communication strategy completed 3.a 3.a
3.b Web site launched (Private wiki, public Ganges BDC component
of CPWF/links to other relevant sites)
3.b
Output 4: Policy products and processes derived from research outputs, supporting wider scaling up and out of Ganges research out
Activities 4.1 Conduct program baseline survey (community, institutions,
relevant development actors, using tools such as netmap)
4.2 Policy dialogue engagement strategy prepared
4.3 Policy communication materials released4.4 Evaluation of lessons learned (via reflection events, and M&E
processes)
Milestones 4.a Initial visioning and planning for policy change with partners
and other Ganges BDC projects
4.a 4.a 4.a
4.b Interim evaluation 4.b 4.b
4.c Policy lessons prepared
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Project Name
Date
No. Activity/ Milestone
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
Coordination and Change-Enabling Project
April 12, 2011
2011 2012
Output 5: Development actors (government, NGO, private sector) effectively engaged with a range of knowledge and capacity build
that support translation of research outputs to development outcomes and impacts
Activities 5.1 Conduct program baseline survey (with 2.1)
5.2 Development partner engagement strategy prepared (with 2.2)
5.3 Communication materials released, training activities
5.4 Evaluation of lessons learned
Milestones 5.a Initial visioning and planning for engaging with development 5.a 5.a 5.a
5.b Interim evaluation 5.b
5.c Lessons prepared
Output 6: Innovation research that contributes to increased understanding of ways of creating development outcomes and impacts
Activities 6.1 Prepare research plan for Innovation for Learning Research
6.2 Consult with CPWF and Learning to Innovate TWG for inputs to
research plan, and prepare concepts for any complementary
research required
6.3 Identify/obtain complementart funds for Innovation research
6.4 Implement Innovation Research
6.5 Sharing of outputs and experiences
Milestones 6.a Research plan completed 6.a 6.a
6.b Outputs as defined in final Innovation Research plan 6.b
6.c Final synthesised output on Innvovation Research (science
paper, lessons learned synthesis document)
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Schedule of Reports and Payments
Project Name
Date
No. Amount (US$) Comment Due Date
1Paid on return of the signed Award Letter. These funds are to cover
the first six months activities of the Project
2Paid following satisfactory assessment of progress of the first 6
months of project implementation.
3Paid following satisfactory assessment of progress of the first 12
months of project implementation.
4Paid following satisfactory assessment of progress of the 18 months
of project implementation.
5
Paid following satisfactory assessment of progress of the 24 months
of project implementation. The milestone plan for the following two
years of project activities must also be approved.
6Paid following satisfactory assessment of progress of 30 months of
project implementation.
7
Paid following satisfactory assessment of progress of 36 months of
project implementation. A review may also be undertaken at this
point at the discretion of the CPWF.
8Paid on acceptance of the Project Completion Report and an external
audit report.
This worksheet will be filled by CPWF Finance Officer for contracting
Coordination and Change Enabling Project (G5)
April 12, 2011
CPWF Project Workbook Schedule of Reports and Payments Page 31 of 41
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Budget Summary(Before working on the Personnel budget cells, complete the other spreadsheet named PNXX $ Time Allocation)
Project Name
Date
2011 2012 2013 2014 TOTAL
1 PERSONNEL REMUNERATION, TRAVEL AND ACCOMMODATION
1.1 PERSONNEL
1.1.1 Project Leader 16,758 31,026 33,508 12,063 93,356
1.1.2 Principal Investigators (Int'l ) 32,725 26,636 15,835 11,768 86,964
1.1.3 Principal Investigators (Nat'l) 17,133 39,654 40,843 4,792 102,422
1.1.4 Consultants- national contracts 20,592 37,862 38,179 1,500 98,132
1.1.5 Support Staff - - - - -
1.1.6 Other Project Participants -
1.2 TRAVEL AND ACCOMMODATION
1.2.1 Project Leader 3,000 5,000 5,000 1,500 14,5001.2.2 Principal Investigators (Int'L & Reg'l) 3,000 5,000 5,000 2,500 15,500
1.2.3 Principal Investigators & other Science
staffs(National)
8,000 11,000 10,000 4,000 33,000
1.2.4 Consultants -
1.2.5 Support Staff -
1.2.6 Other Project Participants -
2 RESEARCH OPERATION
2.1 EQUIPMENT
2.1.1 Office equipment 6,500 6,500
2.1.2 Laboratory equipment -
2.1.3 Field equipment -
2.2 CONSUMABLES
2.2.1 General communication expenses 2,520 3,600 3,600 1,200 10,920
2.2.2 Office supplies 2,200 4,000 4,000 1,200 11,400
2.2.3 Laboratory supplies -
2.2.4 Field research supplies 1,000 2,000 2,000 500 5,500
2.2.5 Other support services (IT services, public
areas, facilities, rent, utilities)
1,600 2,400 2,400 800 7,200
2.3 COMMUNICATIONS
2.3.1 Communications products 6,000 8,000 8,000 1,000 23,000
2.3.2 Bi-monthly team meetings 1,200 2,000 2,000 600 5,800
2.3.3 Team/partner training events 3,000 3,000 3,000 500 9,500
2.3.4Participation in Reflection WorkshopsNational Contract 8,000 8,000 8,000 5,500 29,500
2.3.5 Participation in IFWF3 and IFWF4 10,000 10,000 20,000
3 LUMP SUM CONTRACT AGREEMENTS FOR SPECIFIC DELIVERABLES
3.1 BRAC sub-contract 25,000 50,000 50,000 20,000 145,000
3.2 Training sub-contract 10,000 20,000 20,000 7,500 57,500
Coordination and Change Enabling Project (G5)
April 12, 2011
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4 MISCELLANEOUS
4.1 CONTINGENCY (% OF BUDGET) -
4.2 OVERHEADS 29,964 41,241 41,661 11,439 124,306
[WorldFish (19.21% - direct cost 27,514 36,341 36,761 9,494 110,111
[WorldFish (7% on totalsubcontrcat] 2,450 4,900 4,900 1,945 14,195
[INSTITUTION (% ] -
[INSTITUTION (% ] -
[INSTITUTION (% ] -
TOTAL REQUESTED FROM CPWF 208,192 300,420 303,026 88,362 900,000
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Budget CommentsPlease provide as much information as possible to enable a good understanding of the key expenditures required.
Project Name Coordination and Change Enabling Project
Date April 12, 2011
COMMENTS
MATCHING FUND (if any) US$225,454
1 PERSONNEL REMUNERATION, TRAVEL AND
ACCOMMODATION
1.1 PERSONNEL
1.1.1 Project Leader
1.1.2 Principal Investigators (Int'L & Reg'l) Includes budget for "Senior coordinator" (William Collis,
Director WorldFish South Asia) who will support the Basin
leader and complementary high level and change-enabling
support; and necessary international staff responsible for
certain project activities. Costing are based on WorldFishnorms, but without service charges which is provided by
WorldFish as a matching fund. Some partial support to the
Coordination role of William Collis is also provided by CSISA
1.1.3 Principal Investigators (Nat'l) Includes budget for several national staff supporting the
project in various roles. Costing are based on WorldFish norms,
but without service charges which is provided by WorldFish as
a matching fund.
1.1.4 Consultants Several Bangladesh consultants are included. They have been
identified because of their ability to advise on policy influence
within government, adding considerable value to the work of
Project G5
1.1.5 Support Staff
1.1.6 Other Project Participants
1.2 TRAVEL AND ACCOMMODATION
1.2.1 Project Leader Domestic travel for project leader, covering field visit travel,
rent a car/petrol as needed, living allowance, accomodation
and related expenses.
1.2.2 Principal Investigators (Int'L & Reg'l) Domestic and international travel, living allowances and
accomodation for project staff.
1.2.3 Principal Investigators & other Science
staffs(National)
Domestic travel for project staff, covering field visit travel, car
rent as necessary or petrol for WorldFish vehicle depending onneeds, living allowances, costs of accomodation. This travel
cost is necessary for proper and effective management of the
project. Costs will follow WorldFish norms.
1.2.4 Consultants
1.2.5 Support Staff
1.2.6 Other Project Participants
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2 RESEARCH OPERATION
2.1 EQUIPMENT
2.1.1 Office equipment Computers,printers and other minor furniture items required
for projects staff.
2.1.2 Laboratory equipment
2.1.3 Field equipment
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2.2 CONSUMABLES
2.2.1 General communication expenses Telephone, internet and mobile phone allownace for project
related staff. This budget is exclusively for project staffs.
2.2.2 Office supplies Contribution to stationery, office supplies, cleaning materials,
computer printing supplies and others.
2.2.3 Laboratory supplies
2.2.4 Field research supplies Field research activities such as data collection and relatedpurposes.
2.2.5 Other support services (IT services, public
areas, facilities)
Hub office rent, electricity, water, gas, office facility
maintenance, and others IT services.
2.3 COMMUNICATIONS
2.3.1 Communications products Various items (publications, policy briefs, posters, etc
depending on needs)
2.3.2 Bi-monthly team meetings Minor expenses associated with organisation of bi-monthly
meetings
2.3.3 Team/partner training events Costs associated with training events and meetings for project
participants and partners.2.3.4 Participation in Reflection Workshops National contract will be provided for organisation of reflection
workshops
2.3.5 Participation in IFWF3 and IFWF4 Participation in IFWF3 and IFWF4
3 LUMP SUM CONTRACT AGREEMENTS FOR
SPECIFIC DELIVERABLES
3.1 BRAC sub-contract Lump sum contract will be provided to the Bangladesh Rural
Advancement Committee (BRAC) for deliverables associated
with largely with Output 3 (75%) and advisory service related
to the remaining Outputs (25%)
3.2 Training sub-contract This budget is for a training subcontract(s) to a Bangladesh-
based organisation. Discussion are being held with a
Bangladesh agency named "Programme Support Professionals
Limited" with experience in developing training tools, and
delivering training to government, donor projects and NGOs.
3.3
4 MISCELLANEOUS
4.1 CONTINGENCY (% OF BUDGET)
4.2 OVERHEADS WorldFish audited overhead costs are appliedOVERHEADS Partners amount - 7% OH has been calculated (though
WorldFish overhead rate is 19.21%)
[INSTITUTION (% ]
[INSTITUTION (% ]
[INSTITUTION (% ]
[INSTITUTION (% ]
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Staff Time Allocation and Breakdown of Personnel Costs
Project NameDate
1.1.1 Basin Leader Dr. Nowsher Ali Sarder WorldFish CGIAR Project/Basin leader responsible for overall
management of Project G5 (Outputs 0-6)
1.1.2 PI (Int'l) William J Collis WorldFish CGIAR WorldFish South Asia Director will provide a sen
role in oversight of the project and
connections/advice to major development acto
senior govt policy makers (Outputs 0-6). Additio18 days over the period of the project will be co
by CRP1.3.
PI (Int'l) Charlie Crissman WorldFish CGIAR Science advice on establishing M&E/adaptive
management systems (Output 1) and innovation
research (Output 6)
PI (Int'l) Michael Phillips WorldFish CGIAR Science support on reporting, communications
related to Outputs 3,4 and 5
PI (Int'l) Ben Belton WorldFish CGIAR Science support to M&E (Output 1) and in-basin
coordination of innovation research (Output 4).
Additional 18 days for Innovation Researhc over
period of the project will be covered by CRP1.3.
PI (Int'l) Fiona Chandler WorldFish CGIAR Support to development of communications
strategy, and synergies with WorldFish/CRPcommunications systems. Participation support
WorldFish
PI (Int'l) Nireka Weeratunge-Starkloff WorldFish CGIAR Advice on gender strategy and initial training (O
2) and oversight in some follow up actions in
cooperation with Bangladesh based research
assistant below
1.1.2 PI (Reg'l)
1.1.3 PI (Nat'l) Benoy Kumar Barman WorldFish CGIAR Science support
PI (Nat'l) Sabina Islam WorldFish CGIAR Gender strategy development and Gangese G5implementation support (inputs - 10% of time) p
for by CSISA
PI (Nat'l) Md. Emdad Hossain WorldFish CGIAR National-recruited staff to support adapative
management and M&E system and Innovation
Research (Output 1, and contributions to 4-6)
PI (Nat'l)
PI (Nat'l) TBD WorldFish CGIAR National-recruited staff for support through Out
4-6 according to need
PI (Nat'l) TBD WorldFish CGIAR National-recruited staff for support through Out
4-6 according to need
1.1.4 Consultants Hamid Miah Consultant Private Agriculture expert with excellent understandingpolicy processes, and connections to senior
agriculture policy makers, and will assume
responsibility for advising program on strategies
influencing policy related to agriculture and
aquaculture research outputs (G2 particularly)
No. Personnel Name Institution
April 12, 2011
Type of
Institution
Brief Description of Contribution to Project, as desc
in G5 Contacts (Project Workbook)
Coordination and Change Enabling Project (G5)
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Date
No. Personnel Name Institution
April 12, 2011
Type ofInstitution
Brief Description of Contribution to Projecin G5 Contacts (Project Workbo
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Indicative Breakdown of Budget by Output
Project Name
Date
Output Institution $ value of the budget
WorldFish (10%) 59,937
BRAC (1%) 1,450
Local consultants (4%) 6,225
Total for Output 1 67,612
WorldFish (10%) 59,937
BRAC (1%) 1,450
Local consultants (4%) 6,225
Total for Output 2 67,612
WorldFish (10%) 59,937
BRAC (1%) 1,450
Local consultants (4%) 6,225
Total for Output 3 67,612
WorldFish (10%) 59,937BRAC (2%) 2,900
Local consultants (4%) 6,225
Total for Output 4 69,062
WorldFish (25%) 149,842
BRAC (15%) 21,750
Local consultants (65%) 101,161
Total for Output 4 272,753
WorldFish (25%) 149,842
BRAC (75%) 108,750
Local consultants (15%) 23,345
Total for Output 4 281,937
WorldFish (10%) 59,937
BRAC (5%) 7,250
Local consultants (4%) 6,225
Total for Output 4 73,412
TOTAL 900,000
Output No. 5: Development actors
engaged
Output No. 6: Innovation research
Output No. 3: Communications strategy
April 12, 2011
Ganges Coordination and Change Enabling Project
Output 0: Project management systems
in place
Output No. 1: Adaptive management
system
Output No. 2: Gender strategy
Output No. 4: Policy products
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% share of the budget
7%
0%
1%
8%
7%
0%
1%
8%
7%
0%
1%
8%
7%0%
1%
8%
17%
2%
11%
30%
17%
12%
3%
31%
7%
1%
1%
8%
100%
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Indicative Breakdown of Budget by Institution
Project Name
Date
Institution Total $ value Total % share Comments
WorldFish Center 599,367 66.6%
BRAC 145,000 16.1%
Local consultants for provision of
expert advice, sub-contracts for
communications and partner
organizations for conduct of training
activities
155,632 17.3%
TOTAL 900,000 100.0%
Ganges Coordination and Change Enabling Project (G5)
April 12, 2011
Note: the local (Bangladesh) direct contracts
are 33.40% of total budget; the proportion willhowever increase during implementation
through sub-contract for reflection events,
communication products and training activities
. Beside sub contrcat we have separate budget
for partners training and development.