REFOM PLAN ON VULNERABLE GROUP DEVELOPMENT (VGD)...

Reform Plan

on

Vulnerable Group Development (VGD) Programme

Reform Plan on Vulnerable Group Development (VGD) Programme Final Report

List of Abbreviations Acronyms Abbreviation

VGD Vulnerable Group Development

IGA Income Generating Activities

NGO Non-Governmental Organization

DWA Department of Women Affairs

NSSS National Social Security Strategy

MP Member of Parliament

TNA Training Needs Assessment

WFP World food Program

ICVGD Investment Component of Vulnerable Group Development

MFI Micro-Finance Institute

MoU Memorandum of Understanding

MIS Management Information System

SPBMU Social Protection Budget Management Unit

VWB Vulnerable Women Benefits

VfM Value for Money

PRA Participatory Rural Appraisal

GoB Government of Bangladesh

DFID Department for International Development

SPFMSP Strengthening Public Financial Management for Social Protection

MoWCA Ministry of Women and Children Affairs

PFM Public Financial Management

ToR Terms of Reference

WFP World Food Program

MJF Manusher Jonno Foundation

FGD Focus Group Discussion

NID National Identity Card

UP Union Parishad

UWAO Upazila Women Affairs Officer

UPZ Upazila

QPR Quarterly Progress Report

UNO Upazila Nirbahi Officer

VGF Vulnerable group feeding


Contents

List of Abbreviations ................................................................................................................ i

Reform Plan in Brief ................................................................................................................ iv

1. Introduction ................................................................................................................. 1

2. Objective ..................................................................................................................... 1

3. Methodology ................................................................................................................ 1

4. Reform Initiatives Proposed in the Diagnostic Study ......................................................... 2

5. Specific Reform Initiatives for VGD Programme ................................................................ 2

5.1 Reform Area: Long-Term Goal of the VGD Programme ................................................................ 2

5.2 Reform area: Programme design- Sustainable Development ....................................................... 2

5.3 Reform Area: Programme Process- Targeting and Selection of Beneficiaries ............................ 4

5.4 Reform Area: Programme Process- Engagement of NGOs for Implementation of the

Programme..................................................................................................................................... 5

5.5 Reform Area: Programme Process- Life-skills and Entrepreneurship Trainings, Skills

Trainings for IGA and for Participating in Labour Markets .................................................. 8

5.6 Reform Area: Programme Process- Support to Beneficiaries for IGAs ..................................... 10

5.7 Reform Area: Programme Process- Savings by VGD Beneficiaries ............................................ 11

5.8 Reform Area: Programme Process- Nutrition Security and Food Distribution ...................... 13

5.9 Reform Area: Monitoring and Performance Reporting .............................................................. 14

5.10 Reform Area: Grievance Redressal Mechanisms for VGD Programme................................... 16

5.11 Reform Area: Administration of the Programme- Capacity and Institution Building ........... 17

Annex 1: Meeting Minutes ...................................................................................................... 19

Annex 2: Monitoring Matrix on VGD Programme ...................................................................... 24

Reform Plan in Brief The SPFMSP project had conducted a diagnostic study on the Vulnerable Group Development (VGD) programme and Investment Component of VGD programme. The objective of the diagnostic study was to identify areas of the programmes that needed to be reformed for improving the financial and operational efficiency of the programme while promoting value for money. The evidenced based recommendations of the diagnostic study were agreed upon by the MoWCA in a dissemination workshop in March 2017 and the SPFMSP project was mandated to develop a costed reform plan for the VGD programme. This costed reform plan has been developed following the aforesaid mandate.

A dissemination workshop was held on 9 April 2018 at the DWA where the reform plan was discussed with the Secretary, MoWCA, DG, DWA and senior officials of MoWCA, DWA, FD and other stakeholders (Annex 1- Meeting Minutes). The suggestions and comments received in the workshop have been duly addressed in this final version of the Plan.

This section summarises the reform plan in a tabular form (Table 1). The plan has been detailed in the section 5 of the report along with the estimated costs of the proposed reform plan with justification.


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Table 1: Reform Plan in Brief

Current Situation Proposed Reform Timeline Cost

1. Long term goal of the VGD Programme

The NSSS has recommended that Vulnerable Women’s Benefit (WVB) programme should be designed by merging the VGD of MoWCA and Allowance for Widowed, Deserted and Destitute Women Programme of MoSW. However this has not been implemented.

In line with the NSSS recommendations, MoWCA and MoSW should develop guidelines and agree for a timeline for consolidating the Allowance for Widowed, Deserted and Destitute Women and the VGD programme and creating a new Vulnerable Women’s Benefit (VWB) programme.

As soon as possible

No additional cost required

2. Programme design: Sustainability

There is no clearly defined road map for the programme either in Operation manual-2011 or in the programme design.

The program design and budget allocation lays excessive emphasis on food distribution over training and skill development, which will not promote sustainability of the beneficiary households through the programme.

There is no provision for ascertaining the initial conditions of the beneficiaries, which is extremely important for customising the programme for their maximum benefits. Knowledge of the initial economic conditions of beneficiaries is also essential for capturing the extent of programme benefits and evaluating value for money (VfM) for the programme.

In its current form, the programme is for two years, which is not found to be sufficient for achieving the intended benefits from the programme.

There is no provisions for review and evaluation of programme, thus there is no opportunity to learn about the outcomes and impact of the programme. There is also no opportunity to learn

DWA should design a programme that should provide a road map for sustainably achieving measurable economic growth for the beneficiary households. The road map should include clear timelines and milestones within the program cycle and for at least two years after completion of the cycle

Shift programme emphasis from food distribution towards providing trainings and enabling infrastructure for creating and nurturing IGAs for all the beneficiary households.

Conduct baseline survey by NGOs for all beneficiary households capturing basic demographic and economic data such as number of earning and dependent family members, their capability sets, income-generating and non-income-generating assets, overall monthly income of the household and expenditures, and indebtedness.

Divide the beneficiaries into two categories for program design: o those willing to engage with IGAs and have

capabilities for doing so, and o those who are interested only in employment in the

labour markets.

Strengthen coordination with the relevant line departments for identifying opportunities, assessing local

Design changes to be completed before the next programme cycle. Survey should be conducted at the beginning of the cycle, after two years of the inception of the programme and at the end of four-year period of the programme.

Additional cost will be incurred while conducting the three surveys. Capacity building of DWA functionaries will entail additional costs.

Moreover, additional costs will be incurred on the tracking and on providing support to beneficiaries for the additional two years


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lessons for consistently improving the programme.

market conditions, designing and implementing appropriate interventions, and imparting trainings.

Restructure the existing programme cycle beyond two-years and continue to track the beneficiaries: i. First year – Skill training along with food support

and monthly savings by each beneficiary. ii. Second year – Start withdrawing food support

gradually and replace with by cash compensation for skill based IGA initiatives; beneficiaries continue their regular monthly savings; skill trainings continued.

iii. Two Years Post-VGD Cycle (3rd and 4th year) – Government in association with participating NGOs/ MFIs continues its support for availability of credit, IGA activities, entrepreneurship development and developing value chain.

Conduct midline survey/mid-term review after the two years of programme cycle

Conduct end line survey/evaluation at the end of four-year cycle of the programme.

3. Selection of Beneficiaries

Current eligibility conditions provided in the manual under section -2.3 are outdated in the existing poverty context in the country.

Very few beneficiaries will be eligible for being VGD card holders if the existing eligibility criteria on housing mentioned in the manual section-2-3 are strictly enforced, as housing conditions have significantly improved in the country.

Food security is no longer a serious concern in the country, while nutrition security still remains to be of pressing concern. Eligibility criteria under manual section-2.3 on food

Align eligibility criteria with current poverty indicators used by Government.

Eligibility criterion regarding the quality of housing be modified to include the criterion about the size of the house and unavailability of other household assets such as television, motorbikes and other household appliances.

Criterion regarding food insecurity to be replaced by nutrition insecurity.

Devise a targeting formula on the basis of poverty data and the total number of beneficiaries to be targeted replacing the current practice of allocating almost same number of beneficiaries across all upazilas. Introduce a similar allocation formula for the union within upazilas.

Suggested reforms need to be implemented before the start of new programme cycle.

Current allocation of a lump-sum amount of BDT 2,000 per union for all programme related activities is grossly inadequate and may need to be increased to BDT 7,000 per union and accordingly additional cost


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security therefore require to be modified.

No objective methodology has been provided for allocating the number of VGD cards to the districts/upazilas/unions. Thus, manual section-2.1 needs to be modified.

There are no clear guidelines in the circular, dtd. 4.8.2016, clause-Jha, for selecting beneficiaries by using participatory methods involving the local community.

Weightages for backwardness of the area and other similar issues may also be suitably built in the formula.

Beneficiaries should be selected by involving the local community using relevant participatory tools such as well-being analysis, wealth ranking and proxy means tests

Necessary amendments to the Operational Manual may be made in the light of the reforms proposed above.

will be required amounting to BDT 2.28 crore

4. Selection of Partner NGOs

Operation manual-2011 neither has NGO selection criteria nor has capability indicators for NGO selection process. Some selection criteria and capability indicators are prescribed while inviting for applications from NGOs. They are, however highly inadequate to meet the requirements of the programme.

There is no provision to train or orient the NGOs. In absence of such provisions NGOs cannot be expected to deliver quality performance.

WFP has developed a mechanism for performance assessment of NGOs to be engaged for ICVGD. This will be useful for the VGD scheme as well.

Select partner NGOs who have demonstrable capabilities to:

i. conduct participatory exercises and apply tools, such as proxy means test, well-being analysis and wealth ranking within large populations

ii. reach all beneficiaries in their allocated area and be in regular touch with them

iii. conduct surveys amongst beneficiaries iv. generate awareness among all beneficiaries v. assess local conditions, examine feasibilities of

various IGAs and identify most appropriate and remunerative IGAs, and map beneficiaries against the most suitable IGAs for them

vi. conduct training needs assessments and develop customised training packages based on local conditions and local needs

vii. provide backward and forward linkages for each of the identified IGAs;

viii. provide required credit linkages to beneficiaries for IGAs

ix. facilitate beneficiaries to develop their investment/business plans either for individual enterprise or for group enterprise

x. prepare quantitative and narrative reports on all

Suggested reforms need to be implemented before the start of new programme cycle

The current rate on total service package for NGOs is BDT 425/ VGD card holder per year needs to be at least doubled. In addition, a provision of lump sum amount needs to be allocated to each NGO for each Upazila every year to facilitate improved outreach and support VGD cardholders for sustainable development. Such amount may be BDT 100,000 for Haor and Char areas, BDT 80,000 for Hill areas and


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activities of the programme and submit them timely at the prescribed intervals

Top management and the key programme personnel should attend detailed orientation programme for NGOs

Implement refresher training programme for the NGO personnel at the end of the first year of the programme cycle.

Adopt performance assessment mechanism for VGD as developed by WFP for ICVGD

Necessary amendments to the Operational Manual may be made in the light of the reforms proposed above.

BDT 70,000 for Plain land areas. Beyond the two-year cycle, no amount per VGD card but the lump sum amount may be doubled for each of the next two years in each area.

5. Training and Capacity Building

Section 6.1 of the Manual does not elaborate on planning and delivering quality training for IGA. Further, there is no training provision for skill development to create opportunities for wage employment in open market.

Other than a set of four IGA modules there is no provision for the NGOs to conduct customised IGA training of modules such as assessments of market demands and training needs assessments.

Training module on Health has a nutrition component which is inadequate in the context of generating awareness amongst beneficiaries on the importance of fortified rice and other relevant issues pertaining to nutrition, the lack of which is quite prevalent among the sections of the population targeted by the programme.

There is no provision for exposure visits within the trainings on IGAs, which may be reducing effectiveness of such trainings to a great extent.

IGA training package does not have provisions for imparting skills on business plan

Divide the Beneficiaries into two categories for training: i) those who wish to be employed in labour markets and ii) those who wish to be engaged in other IGAs. Training Need Assessment (TNA) to be performed and imparted accordingly

Identify new IGA opportunities within local context and develop new training curricula/modules accordingly.

Arrange Life Skills trainings to be provided by the NGOs and include modules on nutrition, sanitation and its relation to health issues and RTI.

Assess job requirements for the local markets and train the willing beneficiaries accordingly to acquire relevant capabilities.

Arrange Exposure Visits for the Trainees to the successful cases of the IGAs.

Develop training curricula to invariably include sessions on financial literacy

Utilize the locally available training resources particularly the officers from the relevant Line Ministries and local academic institutions for imparting trainings on IGAs and

Suggested reforms on training design need to be implemented before the start of new programme cycle. Trainees need to be segmented and necessary training materials need to be developed during the programme cycle.

Higher allocation to partner NGOs has been proposed in the earlier section, which should be adequate to compensate for additional efforts from NGOs in this regard.

Additional cost would be required for providing incentive to beneficiaries for attending training programs.


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development and financial literacy.

Quality of NGO trainers in the field was found extremely poor. On the other hand, required competencies may be already available in other government agencies, local academic institutions and other local agencies.

Provision of adequate compensation for outsourced training professionals is lacking in the draft MoU with NGOs as well as in the operation manual.

No provision for incentive to VGD card holders for loss of earnings while attending trainings.

skill upgradation for labour market participation.

Compensate the trainers adequately for their efforts along with reimbursements of their transport expenses etc.

Provide incentive to the beneficiaries for attending trainings and make necessary facilities available at the places of training

Necessary amendments to the Training Manual may be made in the light of the reforms proposed above.

6. Income Generating Activities

There is no provision for the need-based IGA trainings by NGO either in draft MoU with NGOs or in the manual.

NGOs have not been given responsibilities for providing credit linkages to beneficiaries, which is a major limiting factor for achieving IGA objectives for the beneficiaries.

Currently, there is no strategy prescribed, either in the operation manual or in draft MoU with NGOs, for ensuring success and sustainability of IGAs to be initiated by the beneficiaries under the programme.

NGO should identify the feasible IGAs based on the local conditions, market availability and access to the markets and accordingly arrange training for the beneficiaries

Assess the credit needs of the beneficiaries and establish linkages for them with suitable NGOs / MFIs and other financial institutions.

Assist the beneficiaries to establish backward (raw materials) and forward linkages (markets/transportation) for their products.

All beneficiaries engaged in a particular IGA should be organised to form either a cooperative society or a federation of producers. Marketing, brand-building, procurement of raw materials and other required materials, and transport arrangements for the IGAs to be conducted under the banner of the respective organisations.

Develop and implement integrated and detailed business plans for each of the producer organisations.

Necessary amendments to the Manual as well as MoU with the NGOs may be made in the light of the reforms proposed above.

Suggested reforms need to be implemented during the next project cycle

Higher allocation to partner NGOs has been proposed in the earlier section, which should be adequate to compensate for additional efforts from NGOs in this regard.


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7. Savings Mechanism

No provision either in the draft MoU with NGOs or within training packages for promoting awareness on importance of savings by the VGD beneficiaries in terms of their long-term goals.

Current rate of monthly savings by beneficiaries is inadequate for generating enough funds for initiating the IGAs. There is also no provision for co-contribution by the government.

No provision for insurance (General) against accidental deaths/injuries for the beneficiaries. A majority of their enterprises carry significant risks of accidents, which may negate the entire benefits of the programme to their households.

Generate awareness among beneficiaries about the importance of savings, security of their savings and process of withdrawal at the end of the programme.

Increase the Savings to 500 BDT or 1/3rd of the total monetary value of the food supplied per month, whichever is higher.

GoB may provide an amount as co-contribution to top up the savings and incentivise the beneficiary to save regularly.

Open bank accounts for each beneficiary and deposit the savings in their individual accounts and ensure financial inclusion.

GoB may explore the possibility of introducing a low-cost General Insurance Scheme for beneficiaries against accidental injuries / deaths.

Provisions regarding savings and co-contribution need to be in place before the next programme cycle.

Other reforms need to be implemented during the programme cycle.

Additional cost with be required if the GoB agrees to provide Co contributions

Additional cost will also be required if the GoB co-finances the premium for the proposed group insurance

8. Food Distribution

Distribution of fortified rice is currently limited to beneficiaries in certain areas.

There is no provision for awareness-building on fortified rice either in operation manual or in the draft MoU with NGOs.

Manner of packing is not specified in the section-3.2 of the operation manual.

Many complaints about deficiencies in weight of the food received by the beneficiaries.

No provision or the facility for weighing for food during distribution to the beneficiaries.

Guidelines under manual section-3.3 for transport cost of food does not take into account the specific geographical factors associated with

Distribute fortified food to all the beneficiaries.

NGOs should create awareness amongst beneficiaries regarding the importance of fortified food for their health and overall wellbeing and its cooking method.

Provide Food in machine-stitched bags ensuring accurate weight

Provide electronic weighing scales for each UP office and food should be weighed in the presence of beneficiaries before it is handed over to them.

A record should be kept of the person who weighs the bags at the go-downs. Immediate necessary action should be taken as per GoB rules, in case of any shortage noticed at the UP office.

Fix the Transportation costs for each UP based on distance

Suggested reforms need to be implemented before the start of the new programme cycle.

Operational suggestions need to be implemented during the programme cycle.

Additional cost will be required for acquiring digital weighing scale with platform and double display and with the weighing capacity from 1kg to 120 kg is Tk.1,000.

The cost of transportation will be increased by


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haor, char, hills, coastal and plan land areas.

Currently, food is distributed on a fixed date and all beneficiaries are asked to come at a fixed time.

and other relevant factors.

Discontinue current practice of distribution of food to all beneficiaries at a particular day and time and schedule the distribution on a ward-wise basis for the ease of weighing and avoiding crowding of beneficiaries on the day of distribution.

Necessary amendments to the Manual as well as MoU with the NGOs may be made in the light of the reforms proposed above.

approximately 25% if the proposed reforms are implemented.

9. Monitoring System

The operation manual-2011 has a set of 20 formats for planning, monitoring and reporting, while only annexures-3, 6, 9 and 11 are for monitoring. These are found inadequate for real time/process monitoring and capturing quality data.

Monitoring and reporting activities are mixed-up in some formats.

Monitoring and reporting formats are weak in capturing outputs and outcomes of the programme. Current emphasis is on input based reporting.

Quality of monitoring, reporting and accountability of stakeholders is poor as observed during the field visits.

Use of modern technology for real-time monitoring has been introduced but this need to be up-scaled.

No provision for impact assessment of the programme.

Identification of quality and quantity indicators are lacking for monitoring tools and formats.

Existing monitoring formats should be streamlined and consolidated in a few formats that should be able to capture qualitative information, outputs and outcomes along with the programme inputs.

Process monitoring should be made an integral part of the entire monitoring and evaluation system.

Fix the responsibility of the UWAO/DWAO for ensuring timely submission of all the monitoring and reporting formats from the field.

Impact of the programme should be measured at the end of two years after the end of the programme cycle. For measuring impact, findings from the baseline, midline and endline surveys should be used.

Provide adequate budgetary support for DWAO and UWAO to conduct real-time monitoring of the programme implementation.

Technology is now being employed for monitoring of training activities in real-time. These efforts to be up scaled to also include other activities. DWAO/UWAO may also be made part of such monitoring.

A monitoring matrix designed for the programme is annexed with this reform plan as Annexure 2. The same may be used for designing the consolidated monitoring

Suggested reforms need to be implemented before the start of the new programme cycle.

Additional cost will be required to provide support for conducting real time monitoring such as travel cost for field visits and other associated expenses.


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formats.

10. Grievance Redressal System

No formal structure for grievance redressal under the program exists

Introduce a Grievance redressal mechanism at the offices of UWAO and DWAO.

A central cell should be established at the DWA headquarters at Dhaka for monitoring the settlement of complaints

To be implemented before the start of the new programme cycle.

11. Capacity and Institutional Development

Beneficiary data is not digitised. Establish an MIS for the VGD Programme and develop a database of beneficiaries that captures the NIDs and other necessary information. Make the database accessible to the concerned field officials and make it compatible with the SPBMU MIS at the Finance Division.

As early as possible

Additional cost will be required for establishing the MIS and digitising the beneficiary data


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1. Introduction Maxwell Stamp PLC has been contracted by the UK Department for International Development (DFID) as the Managing Agent for the Strengthening Public Financial Management for Social Protection (SPFMSP) project under Strengthening Government Social Protection for the Poor (SGSP) programme in Bangladesh. Under SPFMSP project diagnostic studies have been conducted on various social protection programmes in the country including a study on Vulnerable Group Development (VGD) programme of the Ministry of Women and Children Affairs (MoWCA).

The VGD programme has gradually evolved over the years to address the marginalization of the vulnerable poor, including the feminized aspects of poverty, with special attention being given to the food security and nutrition status of the disadvantaged women. The poverty reduction drive in Bangladesh has considered VGD to be a major intervention in addressing extreme poverty since inception.

The diagnostic study identified several programmatic and institutional aspects of the VGD that needed to be reformed in order for the programme to become more effective and efficient in its outcomes and impacts across a large number of poor and vulnerable households in the country. It was discussed in a dissemination workshop attended by different stakeholders of the programme. The recommendations arising out of the study were accepted, and it was decided to conduct a costed reform plan for the programme.

Accordingly, this document has been prepared that consists of reforms proposed in the programme areas identified in the diagnostic study for the purpose and the estimated costs associated with such reforms. Through this reform plan it is intended to provide options for policymaking with respect to VGD programme, and build the capacity for analytical decision -making and implementation capacity. The proposed policy-level reforms have the potential to make impacts across a wide range of categories of the population, particularly the poorest and the most vulnerable groups.

2. Objective The objective of this reform plan on VGD programme is to provide specific suggestions to improve the programme in terms of efficiency, effectiveness and value for money. The emphasis has been on suggesting feasible and implementable interventions in the programme areas identified in the diagnostic studies. The reform plan addresses the issues associated with the programme design, processes, service delivery, monitoring and Management Information System (MIS) in addition to few other specific areas. In addition, the plan provides an estimate of the additional financial resources needed for implementation of the proposed reforms.

3. Methodology As mentioned above, a detailed diagnostic study was conducted under the SPFMSP project on VGD programme and the Investment Component of VGD. The study carried out operational and financial analyses of the programme with a view to recommend improvement in the economy and cost effectiveness of its operations to promote value for money (VfM). The evidence-based findings of the study not only highlighted and flagged challenges and issu es that were observed in its governance and implementation, but also provided a way forward by recommending parametric and systemic reforms to the scheme, which led to development of this costed reform plan.

The team visited implementation of the programme on the field, and refined and fine-tuned the recommendations on the basis of field realities. The team also had detailed consultations with various stakeholders of the programme including the beneficiaries, NGOs, VGD committee members at Upazila and district levels, and government functionaries at field as well as at central level. Discussions were also held with the staff of WFP engaged in the ICVGD reforms. Such consultations and discussions helped the team in finalising the reform plan in the interest of beneficiaries and the government of Bangladesh.


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The reform plan therefore focuses on the areas of reform identified in the diagnostic study. Such areas of the programme recommended to be reformed have been culled out from the report of the diagnostic study and have been worked upon to suggest specific i mplementable reforms based on local and global experiences. Costs associated with the proposed reforms have been estimated using secondary sources of information.

4. Reform Initiatives Proposed in the Diagnostic Study The diagnostic study recommended a number of reforms for the programmes evaluated. For the purpose of this reform plan, the recommendations have been grouped into following areas of reform:

Improved programme design: issues of sustainability

Improved processes: targeting of beneficiaries, selection of NGO partners for the programme, training and capacity-building support, IGA support

Improved processes: savings mechanisms, food distribution

Programme monitoring

Grievance redressal mechanisms

Administration of the programme: capacity and institution building

The reform plan addresses each of the issues as identified and categorized above. This will ensure that all the areas of the programme requiring reforms are systematically covered.

5. Specific Reform Initiatives for VGD Programme

5.1 Reform Area: Long-Term Goal of the VGD Programme

Proposed Reform:

In line with the NSSS recommendations, it is proposed that MoWCA and MoSW should develop guidelines and agree for a timeline for consolidating the Allowance for Widowed, Deserted and Destitute Women and the VGD programme and creating a new Vulnerable Women’s Benefit (VWB) programme. The two programmes target the same set of beneficiaries and are mutually exclusive. Due to their exclusivity it sometimes becomes difficult to identify beneficiaries for the VGD programme while strictly following the selection criteria. Such consolidation may improve the efficiency of both the programmes, which will be in the interest of the beneficiaries.

Proposed Timeline:

No timeline is recommended for achieving such a consolidation of the two programmes as it involves multiple agencies of the Government. However, it is recommended to achieve this as soon as possible in the larger interests of beneficiaries of both the programmes.

5.2 Reform area: Programme design- Sustainable Development

Issues and Concerns: The programme design lays greater focus on food delivery rather than on empowerment, training, savings and IGA support for income generation for sustainable economic development of VGD card holder. Sustainability issues are not addressed adequately. Beneficiaries are not tracked beyond programme cycle, thus it is not possible to assess the sustainability of programme benefits.

Purpose of Reform: To improve sustainability of development under the VGD programme

Proposed reform:

The design of programme needs to provide for a concrete and attainable road map for sustainably achieving measurable economic growth for the beneficiary households beyond the programme cycle. DWA, the lead implementing agency, must have the capacity to develop such road map showing clear timelines and milestones within the program cycle and for at least two years after completion of the cycle.


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A baseline survey should be designed and conducted for all the selected beneficiary households capturing basic demographic and economic data such as number of earning and dependent family members, their capability sets, income-generating and non-income-generating assets, overall monthly income of the household and expenditures, and indebtedness. The survey may be conducted by the participating NGOs with the assistance of the concerned UP members.

Similarly, another survey on the same parameters should be conducted at the end of the programme cycle for all the beneficiaries. Comparison of the findings of the two surveys will determine the benefits accrued to the beneficiaries and also whether such benefits would be sustainable. The lessons learnt should be acted upon for the next cycle in order to make the benefits more sustainable.

In its current form the programme appears to be more of a food distribution programme than a programme aimed at holistic development of beneficiary households sustainably. Currently, as much as 95% of the programme budget is spent on food procurement and distribution. It is proposed that the emphasis of the programme should be substantially shifted towards providing trainings and enabling infrastructure for creating and nurturing income generating activities (IGAs) for all the beneficiary households.

Immediately after their selection, beneficiaries should be segmented in two categories. The first category should have the beneficiaries who are willing to engage with IGAs and have capabilities for doing so, while those who are interested in participating in labour markets should be in the second category. Appropriate interventions and training programmes based on the needs of the beneficiaries in the two categories should be designed and implemented.

Coordination mechanisms with the relevant line departments should be developed for identifying opportunities, assessing local market conditions, designing and implementing aforesaid interventions, and imparting trainings.

Beneficiaries need to be empowered within the programme. Field visits to various areas suggest that rather than empowering the beneficiaries the programme, the way it is being implemented, is further disempowering them by making them too dependent on UP members and the NGOs for obtaining the programme benefits. They need to be made aware that the programme benefits are their rights and privileges and not an act of charity by the UP/NGOs and government officials. They are, in fact, their service providers for the programme.

Only when the beneficiaries are adequately empowered they will be in a position to demand for what is rightfully theirs. This will improve the impact of the programme and enhance the sustainability of development achieved through the programme.

For strengthening the supply side, the programme should be made an integral part of the new Payment System being implemented by the Finance Ministry. This would streamline the process of drawing money from Treasury only when it is due to be transferred to the programme stakeholders without being unnecessarily held up at the banks.

Field visits revealed that the beneficiaries and all other stakeholders are unanimous that food distribution should remain part of the programme. The programme is rightly considered as nutrition security programme too, especially in view of the fact that it targets the women of reproductive age. Hence food should continue to be distributed under the programme at least during the first year of the programme cycle and should not be replaced by cash, which is highly fungible and will not be used to procure food in most cases.

It is proposed to track beneficiaries for at least two years beyond the current two -year programme cycle. Such tracking is essential for assessing the long-term sustainability of the programme. Such tracking should, however, be accompanied by handholding of beneficiaries for establishing and developing their IGAs. Participating NGOs should be entrusted with such tracking with the help of UP. An endline survey on aforementioned indicators may be conducted after this period to assess the impact of the programme and to learn lessons for the next programme cycles.

For sustainability of benefits it is essential that the programme cycle is restructured and


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the beneficiaries are tracked beyond the two-year programme cycle. It is accordingly proposed to break the existing programme cycle into three segments: 1) First year – Skill training along with food support and monthly savings by each beneficiary. 2) Second year – Food support be withdrawn and compensated by cash for skill based IGA initiatives; beneficiaries continue their regular monthly savings; skill trainings continued. 3) Two Years Post VGD Cycle – Government in association with participating NGOs/ MFIs continues its support for availability of credit, IGA activities, entrepreneurship development and developing value chain. A tracking and monitoring system should be in place for tracking the economic activities of VGD beneficiaries for at least two years beyond 24 months’ cycle.

Midline survey/mid-term review to be conducted after the two years of programme cycle

Endline survey/evaluation of the programme to be conducted at the end of four -year cycle of the programme.

Timeline of the Reform:

The proposed reforms will require policy level changes that need to be undertaken before the start of the new programme cycle. Implementation of such policy changes will take effect during the programme cycle. The programme cycle will be effectively increased by two years. However, the new programme cycle will start after the two years of the old cycle. Tracking and handholding of old beneficiaries will continue concurrently with the first two years of the new cycle.

Cost of Implementing the Reform:

Additional cost will be incurred while conducting the three surveys. However, as the surveys will be conducted by the participating NGOs alongside their other activities, and hence the additional cost for conducting the survey may not be much. In any case, NGOs may need to be compensated at a higher level in the reformed programme as the success of the programme largely depends on the capabilities and the commitments of the NGOs. Capacity building of DWA functionaries will entail additional costs. Moreover, additional costs will be incurred on the tracking and handholding of the beneficiaries for the additional two years.

Modifications in Operational Manual:

Sections 4,5,6.4 and 10 of the operation manual-2011 need to be significantly modified on the basis of the above recommendations.

5.3 Reform Area: Programme Process- Targeting and Selection of Beneficiaries

Issues and Concerns: Eligibility criteria is outdated and not aligned with the current poverty situation in Bangladesh, laid down eligibility conditions not followed scrupulously, geographical targeting not based on field realities thus resulting in inclusion errors, selection of beneficiaries amenable to political interference, no mechanism to ensure application of exclusion criteria.

Purpose of Reform: To have more relevant eligibility criteria for obtaining benefits under VGD programme and ensure that the most deserving people are selected for accessing such benefits.

Proposed Reform:

As the situation in terms of housing and availability of food for even the poorest segments of the population has improved considerably in Bangladesh, eligibility conditions concerning housing and food security are frequently violated. The criterion regarding the quality of housing may therefore be modified to include the criterion about the size of the house and unavailability of other household assets such as television, motorbikes and other household appliances. This criterion should align with the indicators used by the Government of Bangladesh while assessing the poverty levels in the country.

Similarly, the criterion regarding food insecurity may be replaced with nutrition insecurity, which is still a significant issue in the context of Bangladesh.


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Current practice of allocating almost homogeneous geographical targets across all unions without taking into consideration the local poverty conditions should be done away with. In any case it violates the prescribed provisions under the programme. In its place a formula should be devised based on the poverty data in various upazilas and districts, and the total number of beneficiaries to be targeted in a particular VGD cycle.

A simple formula may be to allocate number of beneficiaries to a district in proportion to the percentage of poor people in the district as against the total number of poor people in the country. Similarly, the number of beneficiaries to be allocated to a union may be determined by the percentage of poor people living in the union as against the total number of poor people residing in its district. Weightages for backwardness of the area and other similar issues may then be suitably built in the formula.

Current practice of further allocating the number to each ward within a union and entrusting the ward members to select the beneficiaries without objectively assessing the poverty conditions of the households should also be dispensed with. Beneficiaries should be selected participatorily by using relevant tools such as proxy means test, well -being analysis and wealth ranking within the population of all the poor households in the union excluding the ineligible households according to the exclusion criteria prescribed in the manual. Union VGD committee may take assistance of the partner NGO for the purpose. Budget provisions should also be made to cover the expenses on conducting such exercises.

Practice of the lists of beneficiaries getting approved by the Upazila chairman and the Member of Parliament should be discouraged as it violates the related provisions contained in the operation manual.


The reform in its entirety should be implemented before the start of the new VGD cycle.


There may be additional costs involved while conducting the participatory exercises for selection of beneficiaries at the union levels. Current allocation of a lump-sum amount of Tk.2,000 per union for all programme related activities including for the select ion of beneficiaries is grossly inadequate. It is proposed that this amount may be increased to Tk. 7,000 per union and accordingly additional cost will be required amounting to BDT 2.28 crore .


Sections 2.2 and 2.3 of the operation manual need to be modified in view of the above recommendations. In the draft revised manual section 2.4.1. has been modified. However, the manual still lacks clear provisions for participatory processes to select beneficiaries. It should also have concrete methodology for allocating beneficiary targets to each upazila and union.

5.4 Reform Area: Programme Process- Engagement of NGOs for Implementation of the Programme

Issues and concerns: NGO selection not based on the programme requirements, top-down selection process, MoU format deficient in terms of performance and accountability requirements, no provision for capacity building of NGOs.

Purpose of the Reform: To ensure selection of NGOs that are capable of adequately implementing the programme; further ensure that they are provided with all the required support for such implementation.


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Proposed Reform:

In the reform plan NGOs have been given a still larger role. It is therefore important to select NGOs that have capabilities of fulfilling the responsibilities entrusted to them under the programme.

In order to be effective partners in VGD programme the NGOs should have capabilities to

a) conduct participatory exercises and apply tools such proxy means test, well-being

analysis and wealth ranking within large populations

b) physically reach all beneficiaries in their allocated area and be in regular touch with

them,

c) conduct surveys and elicit information from beneficiaries,

d) generate awareness among all beneficiaries,

e) segment beneficiaries into two categories- those who are willing and capable of

indulging in their own IGAs and those who can participate in labour market,

f) assess the local conditions, examine feasibilities of various IGAs and identify most

appropriate and remunerative IGAs, and map beneficiaries against the most suitable

IGAs for them,

g) ability to conduct training needs assessments and development of customised training

packages based on local conditions and local needs,

h) provide skills training according to the needs of labour market and the needs of

various IGAs, provide backward and forward linkages for each of the identified IGAs,

i) provide required credit linkages to beneficiaries for IGAs either through their own

microcredit programme or through other relevant programmes,

j) facilitate VGD beneficiaries to develop their investment/business plans either for

individual enterprise or for group enterprise,

k) ensure that all beneficiaries deposit regular savings in their accounts,

l) provide assistance in the food distribution at UP offices, and

m) prepare quantitative and narrative reports on all activities of the programme and

submit them timely at the prescribed intervals.

NGOs should be selected strictly on the criteria of their possessing the aforesaid capabilities. In addition to judging their capabilities on the basis of the documents submitted by them, feedback on their suitability for the programme should also be obtained from the local government officials of their geographical area of work. It is important as the NGOs will need to work very closely with the government officials.

Suitability of the applicant NGOs should be assessed by a committee consisting of the officers working at central level as well as at field.

MoU should be redesigned to include clear description of all the roles and responsibilities on the part of NGOs, targets and the deliverables along with timelines. MoU should have clearly defined accountability structure for NGOs.

Selection process of NGOs should be completed well before the start of the new programme cycle. Immediately after their selection they should be put through a detailed orientation programme, which should be attended by their top management and the key programme personnel.

There should also be a provision for refresher training programme for the NGO personnel at the end of the first year of the programme cycle.

The NGOs should be mandatorily required to establish an office in each Upazila in which they would be working

Number of NGOs should be limited to ensure that only competent NGOs are engaged for VGD. It will also facilitate better monitoring of their work and better communications with them.

WFP has come out with a detailed performance assessment mechanism for ICVGD. The


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same may be adopted for the VGD too.


The process of NGO selection should be streamlined much before the start of the new VGD cycle. The NGOs should be selected, and their orientation should be complete before the start of the new VGD cycle.


If more competent NGOs are to be engaged and better performance is expected from them they should be adequately compensated for their efforts. Efficient implementation of the programme would require hiring of better qualified employees by the NGOs, which will entail additional cost. Reform plan also envisages a much larger role for NGOs in terms of their activities and involvement with the beneficiaries. Thus, NGOs will need a much larger financial support to be able to satisfactorily fulfill their enlarged mandate.

The current rate on total service package for NGOs is Tk.425/ VGD card holder per year. This needs to be at least doubled in order to enable the NGO partners to strengthen their capacity and provide quality services for the VGD programme. This amount includes the expenditure to be incurred on providing trainings on life skills and making all infrastructural support for trainings on IGA and labour market participation. (The cost of trainers for such purposes will, however, be met separately through Government budget.) In addition, a provision of lump sum amount needs to be allocated to each NGO for each Upazila every year to facilitate their better outreach and support to VGD cardholders for their sustainable development. It is proposed that such amount may be Tk.100,000 for Haor and Char areas, Tk.80,000 for Hill areas , and Tk.70,000 for Plain land areas. Beyond the two-year cycle, the NGOs may not be given the amount per VGD card but their lump sum amount may be doubled for each of the next two years in each area so that they may be able to provide effective handholding to the beneficiaries beyond the programme cycle. This payment shall be subject to their satisfactory performance against the prescribed performance indicators. This additional cost is strongly justified for sustainable development of the VGD beneficiaries, which is the foremost goal of VGD programme.


Section- 6 of the operation manual- 2011 needs to be modified on the basis of the above recommendations.

The revised operation manual drafted with the help of WFP has significantly addressed many issues identified during diagnostic study. There is, however, still scope for further improvement as mentioned below:

Three more sub-sections should be added under section-8 for NGO selection in the revised manual on detailed roles and responsibilities of NGO partners within the programme, the list of demonstrated capabilities on the part of applicant NGOs that need to be considered while finalizing the selection of NGOS, and tools and methods for monitoring of NGO activities at the process and performance stage.


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5.5 Reform Area: Programme Process- Life-skills and Entrepreneurship Trainings, Skills Trainings for IGA and for Participating in Labour Markets

Issues and concerns: NGOs responsible for trainings found to be lacking in capabilities for conducting training needs assessment exercises and impart relevant trainings, other available training resources not utilised, no incentive to VGD beneficiaries for attending trainings .

Purpose of the Reform: To ensure that the trainings imparted are in response to the needs of beneficiaries, local government training resources are adequately utilised and beneficiaries are sufficiently incentivised to attend trainings.

Proposed Reform:

MoWA should ensure preparation of detailed standard curricula and modules for training on life-skills improvement, entrepreneurship training and trainings on identified IGAs such as agriculture, animal-rearing, fisheries, tailoring and various forms of artisanship. The existing modules should also be reviewed in the light of the requirements of the VGD programme and updated/modified accordingly. These standard training curricula and modules should be used for training after being customised on the basis of training needs assessment at field.

Immediately after the start of the programme cycle, the trainees should be segmented into two categories: i) those who wish to participate in labour markets and ii) those who wish to be engaged in other IGAs.

Labour requirements for the local markets should be assessed and the beneficiaries intending to participate in labour markets should be adequately trained to acquire relevant capabilities so that they are able to adequately participate in such markets.

The second category should be further segmented into those who wish to continue and upscale their existing IGAs and those who are willing to be engaged with new IGAs.

Training needs of all the beneficiaries should then be assessed on the basis of their aforementioned willingness.

Opportunities for IGAs should be identified within local contexts and the training programmes to build relevant capabilities of willing beneficiaries should be designed in order to exploit such opportunities.

Training curricula and the modules already designed by the MoWCA should be modified according to the identified training needs. Assistance of local government officers, upazila resource centres and academic institutions should be generously taken towards such customization of existing training curricula and modules. DWA should make sure that such assistance is available at the local levels.

Training curricula and modules should be developed for the IGAs for which such curricula and modules do not exist. Beneficiaries should not be restricted to the trainings for which training curricula and modules exist.

Trainings should not be restricted to the classrooms trainings alone. At least one or two exposure visits should be arranged to the successful cases of the IGAs on which the beneficiaries are being trained. Exposure visits to successful enterprises run by women’s collectives should also be arranged for horizontal learning.

Entrepreneurship training should mandatorily result in preparation of detailed and implementable business plans for all the trainee beneficiaries.

Trainings on life-skills development must contain modules on Right to Information Act and financial literacy. Trainings on life-skill development should be provided by the NGOs.

NGOs cannot be expected to have training resources in-house, particularly on the IGAs and skill upgradation for labour market participation. Locally available training resources particularly the officers from the relevant Line Ministries and local academic institutions should be utilised for imparting such trainings, building capacities of beneficiaries and providing opportunities for cross-learning.


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For such trainings, the responsibility of NGOs should be limited to coordinating with the identified trainers, firming up the training calendars, mobilising the trainees and making infrastructural arrangements for the trainings.

MoWCA should coordinate with the relevant Line Ministries and academic institutions so that their concerned officers/resource persons may be spared for imparting trainings to VGD beneficiaries.

It is understood that each upazila has an Upazila Resource Centre (URC). MoWCA should explore if URCs have capabilities to impart specialised trainings to the VGD beneficiaries. If so, then MoWCA should have an understanding with the concerned Ministry so that such an important local resource may be utilised for imparting relevant trainings to VGD beneficiaries.

In order to ensure that the local officers and other resource persons remain interested in imparting trainings they should be adequately compensated for their efforts along with reimbursements of their transport expenses etc.

It has been observed that the beneficiaries are generally not interested in attending the trainings for two reasons: one, they do not find trainings to be relevant or aiding to their existing knowledge and skill sets (that is why even UP chairmen/members are reluctant to provide required support to NGOs for the training), two, the beneficiaries are not compensated for the opportunity cost of the time spent on training and their travel expenses. In addition, most of the places for training lack basic facilities for the trainees. Many trainees have very young children due to demographic characteristics of the VGD beneficiaries. There are no arrangements for taking care of such children while their mothers are undergoing training. It is, therefore, important that in addition to making the trainings more relevant for the beneficiaries, the beneficiaries are adequately compensated for attending the trainings and required facilities are provided at the places of training.

It has been observed that at some unions trainings are organised on the day of food distribution. Such trainings cannot be effective as the entire attention of trainees would be on collecting and safekeeping the food. The trainings should, therefore, be organised independently of the food distribution.

The entire coordination and management of trainings along with the mobilisation of trainees and provisioning of infrastructural facilities at the venues of trainings should be the responsibility of the NGOs. This should be one of the principal indicators for assessment of their performance. DWA and UWA should be actively supporting the NGOs in this regard.

Each training session should usually be of three hours duration. All the beneficiaries should receive a minimum of 18 days of training over the life-cycle of the programme. Total number of days of training will, however, be different for different groups of trainees segmented on the basis of their chosen IGAs and training needs.


Reform process should start before the next programme cycle. It will, however, continue during the entire programme cycle.


Costs will be associated with developing standard training curricula and modules. Costs will also be associated with engaging government officers, URCs and academicians for imparting the training. Compensating and incentivizing the trainees will also entail additional costs.

Higher allocation to partner NGOs has been proposed in the earlier section, which should be adequate to compensate for additional efforts from NGOs in this regard. Each trainee should be compensated and receive an incentive of Tk. 150 per day of training for the opportunity loss.


Section 6.1 of the operation manual-2011 should be modified on the basis of the above recommendations.


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The revised and draft operation manual contains certain provisions for training packages with schedules, which is an improvement over the existing manual. However, it needs to be further improved in view of the above recommendations.

5.6 Reform Area: Programme Process- Support to Beneficiaries for IGAs

Issues and Concerns: No specific provisions for IGA support to beneficiaries, mandated beneficiary savings inadequate for initiating an IGA, no support for credit linkages, lack of support for backward and forward linkages.

Purpose of Reform: to ensure adequate programme support to beneficiaries towards initiating suitable IGAs or upscaling the existing IGAs.

Proposed Reform:

As a first step it is important to segregate the beneficiaries who are willing to initiate their own enterprises or are interested in upscaling their existing enterprises from the beneficiaries who are willing to participate in labour markets . Partner NGO should undertake this exercise immediately after the start of the programme cycle.

Based on the local conditions, and availability of markets and transport arrangements, the NGO should identify the IGAs that are feasible in its geographical area of VGD implementation.

NGO should then prepare a list of requirements that need to be met while initiating the identified IGAs.

Beneficiaries should then be mapped along each of the identified IGAs according to their suitability and willingness to take up a particular IGA.

NGO should carry out training needs assessment of the concerned beneficiaries for each of the identified IGAs.

It should accordingly develop training curricula and modules in respect of each of the identified IGAs.

Similarly, the training needs should be assessed in respect of the beneficiaries willing to upscale their existing IGAs, and training curricula and modules should be developed according to the results of such training needs assessments.

Requirements of local labour markets should be assessed and the appropriate training curricula and modules should be designed for the beneficiaries willing to participate in labour markets.

All such training curricula should invariably include sessions on financial literacy so that the trainee beneficiaries are able to maximise the returns from their scarce financial resources.

In addition, credit needs should be assessed by the partner NGOs for both sets of beneficiaries and action should be taken by the NGOs to meet such needs through the existing institutional arrangements.

Needs for backward and forward linkages should be identified in respect of the proposed and existing IGAs and efforts should be made to meet such needs under the VGD programme.

NGOs should be adequately supported by the MoWCA officials and other officials at the field for achieving credit and backward-forward linkages.

The experience around the globe suggests that enterprises at the levels of local communities can be successful only when they are aggregated. It is, therefore, important that all the beneficiaries engaged in a particular IGA are organised in a suitable form (either a cooperative or a company- as is deemed best for the concerned beneficiaries) of producer organisations. All the business activities for that IGA such marketing, brand -building, procurement of raw materials and other required materials, and transport arrangements should be conducted under the banner of their producer organisations.

Integrated and detailed business plans should be developed for each of the producer organisations, which should be acted upon with all sincerity during and after the VGD cycle.


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Producer organisations should be formed for all the programme-supported IGAs, whether existing or new.

Formation of such producer organisations should be complete with respect to all the statutory requirements much before their VGD cycle is over. By the time the VGD cycle is over, they should be functioning in their full capacities.

The NGOs should, however, keep supporting such organisations for at least two years after the VGD cycle is over. This will ensure their sustainability.

NGOs’ performance against the aforesaid reform should be one o f the major indicators while assessing their overall performance.


The reform will be initiated immediately after the selection of the beneficiaries. Implementation of the reform will continue during the VGD cycle and for at least two years beyond the VGD cycle.


Proposed additional amount for NGOs should be sufficient for them to provide the required services in this regard.


The section 6.1 of the operation manual-2011 related to training needs to be amended on the basis of the above recommendations.

Section-7 of the revised draft manual includes the revised provisions with regard to IGA training. However, it still does not cover all the proposed reforms in this regard. It is, therefore, important to include a sub-section on IGA support under Section- 7 while clearly spelling out roles and responsibilities of NGOs and other government agencies.

5.7 Reform Area: Programme Process- Savings by VGD Beneficiaries

Issues and Concerns: Programme participants are generally not aware of the purpose of savings. They use the accumulated savings at the end of the programme cycle for consumption and meeting their other needs, and not for increasing their incomes and improving their livelihoods as intended under the programme. Amount of savings is not adequate for initiating any IGA. Deficient monitoring on the part of NGOs results in irregular savings on part of participants at some places. In addition, they find it difficult to access their savings at the end of the programme cycle.

Purpose of the Reform: To enable participants to meet their investment needs to a greater extent through better mobilisation of their own resources.

Proposed Reform

While initiating the programme, generate awareness among beneficiaries about the importance of savings, safety and security of their savings funds and process of withdrawal at the end of the VGD Cycle / programme.

Beneficiaries should also be made aware of the purpose of savings and should be assisted and encouraged to make their own investment plans for their accumulated savings at the end of the programme cycle.

Ensure that the NGOs selected as programme partners have adequate capabilities of achieving such awareness generation for all the beneficiaries in their allocated programme areas. They should also be able to put in an appropriate monitoring mechanism in order to achieve total compliance of provisions of savings on the part of beneficiaries. One of the indicators for NGOs’ performance evaluation should be based on the regularity of savings for all beneficiaries in their allocated programme area.

Savings requirements should be increased in order to ensure at least a basic minimum amount for initiating an IGA. It is proposed to raise it to 500 BDT or 1/3rd of the total


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monetary value of the food supplied per month, whichever is higher. This should be the minimum requirement for all the beneficiaries. However, the beneficiaries should be encouraged to save more than that whenever possible so that they can have a larger amount available for their chosen IGA.

In order to build even more substantial sum for the IGA activities by the beneficiaries there should be a provision for top ups in the form of co-contributions by the government. Top up contribution of the government may be equivalent to that being saved by the beneficiaries. This will also encourage beneficiaries to actively participate in building their savings.

It should be mandatory to deposit the savings in the individual bank accounts of the beneficiaries and should not be put in a central account for all the beneficiaries. This will allow them to have better access to their own savings. If some beneficiaries do not have savings accounts, they should be assisted for opening of their accounts at the time of their selection and definitely before the due date of the deposit of their first instalment of saving. Beneficiaries’ choice and their convenience should be taken into account while opening such accounts. A process defined in the new Payment System should be followed for opening of beneficiaries’ new accounts.

It is observed that most of the beneficiaries are part of some credit programmes run by various MFIs. In case of such beneficiaries the efforts should be made to link the availability of credit with their savings under the programme in such a way that the beneficiaries have a larger amount of money at their disposal at the end of the programme for engaging with a suitable IGA. Detailed information on all the selected beneficiaries should be collected at the start of the programme cycle in order to identify the beneficiaries already associated with MFIs. The concerned NGOs should then approach such MFIs to ensure that the credit amounts are available for the beneficiaries at the end of the VGD programme cycle.

The efforts should also be made to link the remaining beneficiaries with some existing credit programmes so that they also have an access to substantial amounts for investment at the end of the programme cycle. Performance of the participating NGOs should also be assessed on the basis of such linkages developed during the programme cycle.

NGOs should identify IGA for each beneficiary in detailed consultation with them on the basis of their circumstances, local market situations and the money that would be available with the beneficiaries for the purpose at the end of the programme cycle. Training programmes for the beneficiaries should then include detailed trainings on the IGAs for the concerned beneficiaries. Beneficiaries should be segmented for the trainings based on their identified IGAs.

As the VGD beneficiaries are quite large in number they should be covered under a group insurance scheme for accidental injuries/deaths. Such a provision will ensure that the benefits of the VGD programme are more sustainable for the family members of the beneficiaries.


Reform relating to the increase in the amounts of savings should be carried out before the start of the next programme cycle. Other reforms should be implemented during the programme cycle.


Higher allocation to partner NGOs has been proposed in the earlier sections, which should be adequate to compensate for additional efforts from NGOs in this regard. Insurance premium amount will depend upon the insurance market of the country.


Section 6.2. of Operation manual-2011 should be modified according to the reforms proposed as above.


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Revised and draft Operation Manual has addressed some of the issues described above. However, modifications are still needed in the following section as suggested:

Section 6.1: Savings amount to be changed as per the recommendations, which must be deposited by each VGD card holder not later than the day of food distribution.

Section 6.1: Card holder may not be allowed to withdraw their savings amounts unless financial needs for investment in IGA are justified and certified by NGO and approved by UWA.

5.8 Reform Area: Programme Process- Nutrition Security and Food Distribution

Issues and Concerns: Supply of non-fortified food, supply of food in hand-stitched bags, observed shortage in the weight of food received, incidences of sale of food by some beneficiaries, inferior quality of supplied food, transport costs not fixed realistically, food not being distributed ward-wise in the UP offices.

Purpose of the Reform: To ensure nutrition security of the beneficiaries in a way that is convenient to beneficiaries.

Proposed Reform:

As one of the important objectives of the programme is nutrition security for the women of reproductive age it should be ensured that entire food to be distributed is fortified. It is understood that the current infrastructural arrangements are not adequate for meeting the demand for fortified food under the programme. Action should be taken to augment the production and logistics capacities to ensure that all VGD beneficiaries receive fortified food.

Beneficiaries should also be made aware of the importance of fortified food for their health and overall wellbeing. NGOs should be entrusted with this responsibility along with the UP members. This will discourage them from being tempted to sell their food in the market.

It was found that quality of food has improved substantially over the last year. However, it is important establish a system to ensure that the supplied food is of acceptable quality. It may be considered to constitute a committee at the Upazila level to inspect and certify the quality of food before it is packed for being supplied to beneficiaries. A sub-committee of the VGD Upazila committee may also be entrusted with this responsibility

Some basic indicators on the quality of food, such as whether it is smelly, rotten or insect-infested, should also be included in the monitoring formats to be submitted by the NGOs/UP Chairpersons.

It is understood that the food is now supplied in machine-stitched bags in the most UPs. It should be ensured that in the remaining UPs too the food is supplied in machine stitched bags only.

Despite switching over to machine-stitched bags there are widespread complaints about short receipt of food by the beneficiaries. No action, however, can be taken in the matter as there is no weighing arrangement at the UP offices. As UP offices play an important role in food distribution electronic weighing scales should be provided to each of the UP offices. Food should be weighed in the presence of beneficiaries before being handed over to them. This will serve as the third-party monitoring of the weight of the food. It is extremely important for maintaining the trust of beneficiaries on government processes.

At the go-downs, where the food is weighed after being packed in machine stitched bags, a record should be kept of the person who weighed the bags. In case of any shortage noticed at the UP office, the concerned authorities at Upazila should be informed immediately and the suitable action should be initiated in the matter.

It has been observed that the transportation charges have been largely fixed uniformly without taking into account the differentials of costs to be incurred while transporting the bags of food to different UPs. Many UP chairmen complain that the amount allowed


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to them for transporting the food is inadequate and they need to spend additional money from their own sources for the purpose. Before each VGD cycle, the VGD committees at district and Upazila levels should be asked to conduct an exercise to determine the transportation costs of food for each UP office in their jurisdictions. Transportation costs for each UP should be fixed on the basis of this exercise. It is not difficult to manage the data concerning differential costs for different UPs in this age of computers.

For the convenience of beneficiaries, it has been provided to distribute food ward-wise with beneficiaries of different wards slotted to receive food at different time periods of the day of distribution. It has, however, been observed that in many unions such slotting is not done. Because of this all beneficiaries come at the same time, which causes much inconvenience to the beneficiaries and it becomes difficult to distribute food. UP chairpersons should be impressed upon to ensure that the food is distributed ward -wise for the ease of weighing and distribution and in the interest of beneficiaries. An indicator containing this information may also be included in the monitoring reports from the NGOs.


The proposed structural arrangements need to be in place before the start of the next cycle.


Major costs associated will be with the provisioning of electronic weighing scales at UP offices. There will also be some increase in the transport costs of the food from the go -downs to the UP offices.

The estimated cost for digital weighing scale with platform and double display with the weighing capacity from 1kg to 120 kg is about Tk.1,000. Thus, estimated cost for this reform will be about Tk.1000 x # of unions. It is further estimated that there may be about 25% increase in the current cost of transportation while accepting the proposed reform on transport cost.


Sub-sections 3.1 and 3.2 relating to food allocation and distribution of the section 3 (concerning with resource distribution process) will need to be revised on the basis of the above recommended reforms.

5.9 Reform Area: Monitoring and Performance Reporting

Issues and Concerns: Multiple monitoring formats, most of which are never used for reporting; monitoring largely input-based, no monitoring of and reporting on outputs, outcomes and impacts.

Purpose of the Reform: To ensure that the Programme is is monitored in all its prescribed aspects and the performance is tracked and reported not only on the input side but also in the areas of output, outcomes and impacts.

Proposed Reform:

Detailed schedule for monitoring and evaluations should be prescribed at regular intervals, which should be scrupulously followed by all the stakeholders.

UWAO should be responsible for ensuring timely receipt of all the monitoring formats from the field containing all the information required through such formats. Similarly DWAO should be responsible for timely receipt of reports from all Upazilas. Suitable action should be prescribed in case of late submission of any reports.

Upazila VGD committee and District VGD committees should meet regularly, review all the reports from their areas and take necessary action in cases of any inadequacy in the performance.

Central monitoring and evaluation unit should first ensure timely receipt of all the information from the entire country before analysing the information and prescribing the


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remedial measures.

The unit should also ensure adequate follow up of the action taken on the prescribed remedial measures.

Existing monitoring formats to be consolidated in a few formats that can be conveniently implemented and managed.

Monitoring formats need to capture outputs and outcomes in respect of all the programme components in addition to the information on the programme inputs. Process monitoring should be an integral part of the entire monitoring and evaluation system.

Monitoring formats should also provide for narrative style of reporting for capturing qualitative data that would contribute towards holistically determining the outcomes and finally the impacts of the programme.

In case of training activities, the essential competencies and the desired improved competencies should be identified while developing the training curricula. Monitoring of training activities should involve measuring and reporting of such competencies in respect of each trainee.

Impact of the programme should be measured at the end of two-year period beyond the programme cycle.

For measuring impact, findings from the baseline, midline and endline surveys, as prescribed in the foregoing sections, should be used.

It has been observed during field visits that the DWA officials at the f ield do not have sufficient resources to regularly visit the programme and conduct real-time monitoring of the programme implementation and freely interact with beneficiaries. Adequate budgetary support and the resources should be provided to the DWAO and UWAO for this purpose.

It is understood that technology is now being employed for monitoring of training activities. These efforts should be upscaled to also include other activities. In addition, DWAO/UWAO may also be made part of such monitoring.

A monitoring matrix designed for the VGD programme is annexed with this reform plan as Annexure 1. The same may be used for designing the consolidated monitoring formats.


The proposed monitoring mechanisms and structure need to be in place before the start of the next cycle.


Provisioning of budgetary support and infrastructural facilities would entail additional costs. DWA may consider providing a suitable four-wheeler vehicle to each DWAO, cost of which will depend upon the type of vehicle to be provided. In addition, technology induction for monitoring will also require additional amount of money. This may, however, have been included in the technology plan of the DWA. Moreover, the current expenditures on TA and DA for the DWAO should be increased by 20% for it to be able to effectively monitor the programme.

TA and DA for UWAO should be increased by 30% on its current level. This increase is justified for increasing the frequency of field visits by UWAO and her staff. They will continue to be using public transport.


The operation manual-2011 has a number of monitoring and reporting formats annexed to it. Implementation of the reform plan will require amendments in the following annexures of the manual:

Annexure-2: Food distribution

Annexure-3: VGD scheme inspection checklist


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Annexure-4: Quarterly reporting on VGD scheme.

Annexure-5 Quarterly reporting on food distribution

Annexure-6 Monitoring of checklist on training (One for life skills and one for IGA) + observation record template

Annexure-7: Report on monitoring and observation on NGO training by UWAO

Annexure-8: NGO reporting on implementation of activities through following formats

Annexure-8.1: Quarterly reporting on training by NGO

Annxure-8.2: Half yearly reporting by NGO

Annexure-8.3: Quarterly narrative progress report on scheme implementation on training, savings and IGA component by NGO.

Annexure-8.4. Quarterly quantitative report through

Annexure-8.4.1: Life skills training

Annexure-8.4.2: IGA skills Training

Annexure-8.4.3 Savings and credit

Annexure-9: Quarterly performance report by self-evaluation of NGO

Annexure-10: UP office reporting template.

5.10 Reform Area: Grievance Redressal Mechanisms for VGD Programme

Issues and Concerns: Existing grievance redressal mechanism only addresses the selection issues; no mechanism prescribed for redressing the grievances regarding the support provided by the NGOs, food distribution, trainings, and IGA support.

Purpose of Reform: To establish an effective grievance redressal mechanism for the VGD programme.

Proposed Reform:

According to a study by MJF, there are several areas of public complaints within VGD programme beyond those related to the selection of beneficiaries, such as deficient food quantity, NGOs not returning savings, and the beneficiaries being unaware of what to do after conclusion of the programme cycle. Some of the complaint areas may be addressed while implementing the VGD reforms proposed here. However, it is extremely important to institute a formal grievance redressal mechanism to redress all the grievances and concerns related to the VGD programme.

Grievance redressal cells may be constituted in the offices of Upazila Women Officer and District Women Officer. In addition, a central cell may be operated at the DWA at the MoWCA headquarters at Dhaka for monitoring the settlement of complaints in the entire country.

The cells should have provisions to receive complaints and suggestions through telephone, email and the physical mail. They should also have provisions to directly receive written applications.

Grievance redressal cells at the offices the District Women Officers should collect the details of all the complaints received through various cells in their districts, and the stages of their disposal, on monthly basis, and forward the same to the central cell at Dhaka. Action should be initiated in cases of inordinate delay in disposing off the grievances.

While publishing the names of selected beneficiaries on the notice boards of the UP office it should be ensured that details of such cells and the contact details of the responsible officials within such cells are mentioned along with the lists of the beneficiaries.

Before start of a new VGD cycle a media (both print and electronic) campaign should be


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launched to make people aware of the grievance redressal mechanism for all the issues related to VGD.

All the cells should be authorised to receive complaints related to selection of beneficiaries, quality and quantity of food, trainings, IGA support and other components of the Programme. The existing process of disposal of such complaints may, however, be continued.


The reform relating to setting up of various grievance redressal cells should be implemented before the start of the next programme cycle. Media campaign should also be launched before the next programme cycle is initiated. The cells should be permanent in nature and should keep functioning as long as the VGD programme continues.


The cells may be staffed by the available human resources. However, functioning of cells would require some recurring expenditure. The proposed media campaigns will also entail additional costs.

In order to meet recurring expenses of grievance redressal cells at the offices of UWAO and DWAO a provision of additional allocation of Tk.2,000 may be kept for the whole year. The cells may use the existing infrastructure at the office such as computers, printers and telephones. Level and extent of the media campaigns may be decided at the level of the Ministry and the funds may be allocated accordingly.


Section 9 of the Operation Manual-2011 needs to be updated on the basis of above recommendations.

5.11 Reform Area: Administration of the Programme- Capacity and Institution Building

Issues and Concerns: The required capacity and level of institution development at DWA not adequate for effectively administering the programme.

Purpose of Reform: To enhance the capacity of DWA for better administration of the programme.

Proposed Reform:

DWA must have the capacity to provide for a concrete and attainable road map for sustainably achieving measurable economic growth for the beneficiary households beyond the programme cycle. Such road map should have clear timelines and milestones within the programme cycle and for at least two years after completion of the cycle. Capacity development programmes, particularly for the top management, should be designed and implemented in order to enable them to provide effective leadership to the programme in this regard.

A realistic assessment of the workload of existing staff should be undertaken at field as well as at central level. Existing staff should be redistributed on the need basis and additional staff should be recruited, wherever required, for smooth operation of the programme.

Skill sets required at different levels of staff should be identified and imparted within a given timeline. Skill criteria, including the criteria for the knowledge of computers, for the new staff to be recruited, should be revised on the basis of requirements of the VGD programme and other functions of the DWA.

Functioning of DWA should be computerised, wherever feasible, for improving efficiencies and reducing duplication of work. The programme should be system-driven in such a way that any data entered at any stage need not be entered again at any level.


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Consolidation and analysis of data should not be manual at any stage.

In order to ensure that the exclusion criteria for selection of beneficiaries, as are provided in the manual, are scrupulously followed it is essential to digitise the database of beneficiaries on a centralised MIS that captures the NIDs of the beneficiary along with their demographic details. Such database should be accessible to the concerned field officials and the SPBMU at the Finance Division. Such linkage with SPBMU MIS will ensure elimination of cases of duplication and double-dipping with other social protection programmes.

Sufficient time should be allowed between selection of beneficiaries and the start of VGD cycle for the entire data of beneficiaries to be digitised so that the proposed beneficiaries violating the exclusion criteria may be detected and removed from the final list of beneficiaries.

As mentioned earlier at least one four-wheeled vehicle should be provided to the DWA officers in each district and the budgets for tours and travel should be revised upwards for Upazila officers for better monitoring of VGD programme.


Capacity development programmes for the top management should be undertaken before the start of the next Programme cycle. Similarly, the MIS for VGD beneficiaries should be developed before the start of the next programme cycle. Beneficiary data should be digitised on such MIS as soon as the selection of beneficiaries takes place so that ineligible persons may be removed from the list of beneficiaries before the start of the programme. Workload assessment of the existing staff should also be undertaken before the start of the next cycle. Recruitment and training of staff may be an ongoing process based on the felt needs.


Costs of the capacity development will depend upon the identified training needs. Similarly, the costs for engaging additional manpower, if required, will depend upon the extent of the need of additional manpower. In addition, significant costs will be associated with developing a central MIS and digitising the beneficiary database and other functions of DWA. It is, however, understood that the Government is already in process of developing central MIS with field level connectivity and the required budget has already been earmarked for the purpose.


There is no need for any modification of operation manual for achieving such proposed reforms.


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Annex 1: Meeting Minutes


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Reform Plan on Vulnerable Group Development (VGD) Programme Final

Report

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Annex 2: Monitoring Matrix on VGD Programme Monitoring issues Quantitative Indicator Qualitative Indicator Tools and methods Reporting frequency Reference to Monitoring

template (WFP-Draft)

Food distribution

Quantity of food distributed to each VGD card holder

# of VGD card holders received right weighed food pack

n/a On the spot weight-taking at the time of food distribution

Once in a month during food distribution date.

Annexure-2.1: Should add one column for monitoring and reporting on quantity of food distributed to beneficiaries through measuring each rice bag and record discrepancy in weight, if any.

Food quality distributed to each VGD card holder

# of VGD card holders complained about poor quality of food

Random checks on distributed food revealed bad smell, odour or insect infestation

On the spot checks during food distribution

Once in a month during food distribution

Annexure-2.1: Should include under column for quality of food and record through random sampling/ checking on:

kind of stitching- whether manual or machine stitched

quality of stitching of bags

odour or smell of rice

whether it is rotten or not

insect infestation

whether it is fortified rice

complaints from VGD card holders about of quality of food received for the last month


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Monitoring issues Quantitative Indicator Qualitative Indicator Tools and methods Reporting frequency Reference to Monitoring


supply.

Knowledge about nutrition value of fortified rice

# of VGD card holders attended orientation session on nutrition of fortified rice

Random interviews with card holders reveal their knowledge on nutritional aspect of supplied food

Interview during food distribution

Quarterly Annexure-5: For NGO: to add one row to report on the awareness generation on benefits and importance of fortified rice under the life skills training programmes.

Annexure-6.1: Should add a column to the right and record on quality issues

Annexure-6.2: Should add provision in the checklist and to record beneficiaries’ knowledge gained from NGO orientation about nutrition and fortified rice while randomly checking and interviewing a sample of 10% of the VGD card holders during food distribution and use them for quarterly reporting.

Cooking practices of fortified rice

% of VGD card holders who can accurately describe how to cook fortified rice

Interviews during food distribution

Quarterly Annexure-6.1: should add one row to report by NGO on cooking practice.

Annexure-6.1: Should add a column to the right and record on quality issues.

Annexure-6.2: Should add a provision in the checklist and to record about cooking


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practices through random checks with VGD card holder during food distribution.

Health nutrition (perception assessment)

% of VGD card holders reportedly feeling healthier after eating fortified rice

Interviews during food distribution

Half yearly Annexure-6.1: Should add one row on the report by NGO

Annexure-6.1: Should add a column to the right for recording on quality issues

Annexure-6.2: Should add a provision in the checklist and to record about perception of beneficiaries after their family members consumed the fortified rice through randomly checking during food distribution.

Sale of VGD rice in open market.

# of rice sellers reported availability of VGD fortified rice in open market

Visits to market places around food distribution center and interviews with rice sellers

Half yearly Annexure-6.1: Should add a provision and one row to record on sale of rice in open market following the visits to market place/rice sellers.

Annexure-6.1: Should add a column to the right and record on quality issues.

Annexure-6.2: Should add provision in the checklist and to record about sale of VGD rice in open market following sample visits to


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market place/ rice sellers.

Reasons for selling by VGD card holders.

Food found inedible, cash requirements, food surplus to family needs, other reasons

Interviews with card holders and rice sellers at nearby market places

As above

Training

Participation in each of the life-skills training components (personal, awareness-building, rights-based, health and hygiene)

# of VGD card holders attended full sessions on all components of life-skills training (personal, awareness-building, rights-based, health and hygiene)

% of VGD card holders who can recall at least two learning and practices on the training components

Training attendance record sheet,

interviews with VGD card holders after three months of the training in question (during the next training)

Quarterly, corresponding to training schedule submitted by the NGO

Annexure-6.1: Should add a column to the right and record on quality issues on life skills

Participation in each of life-skill training components (Impact of climate change and disaster management)

# of VGD card holders attended full sessions on climate change and disaster management




Quarterly, corresponding to training schedule submitted by NGO

Annexure-6.1: Should add a column to the right and record on two learnings on life skills focused on climate change

Participation in each of life-skill training components (mother, child health care and food nutrition)

# of VGD card holders attended full sessions on mother, child health care and food nutrition

% of VGD card holders who can recall at least three learning and practices on the training components


interviews with VGD card holders after three months of the training in question (during the

Quarterly corresponding to training schedule submitted by NGO

Annexure-6.1: Should add a column to the right and record on quality issues on life skills focused on mother and child health care and nutrition


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next training)

Participation in each of life-skill training components (women empowerment)

# of VGD card holders attended full sessions on women empowerment





Annexure-6.1: Should add a column to the right and record on two learnings from all life skills trainings on women empowerment

Participation in each life-skill training component ( HIV-AIDS)

# of VGD card holders attended full sessions on HIV-AIDS

% of VGD card holders who can recall at least two learning on the training components




Annexure-6.1: Should add a column to the right and record on two learning from life skills training on HIV-AIDS.

Participation in all life-skill trainings

# of VGD card holders attended all life skills trainings

% of VGD card holders who can describe at least one example of changes in each life.

Training attendance record sheet, interviews with VGD card holders after completion of the 1st year of the programme on the food distribution day.

Annually and during yearly reporting time/1st month of 2nd year of the programme cycle

Annexure-6.1: Should add a column to the right and record on one learning from each life skills training.

Participation in entrepreneurship development training

# Of VGD card holders who attended full course on Entrepreneurship

# of participants relate to their current practices and become ready to apply this

Attendance record sheet and headcount during the last session of the training in question,

Quarterly for quantitative reporting

Please see in IGA section


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development training. knowledge including development of business plan

interviews with more than one participant

VGD card holders participated in IGA training on poultry and duck rearing

# of VGD card holders who attended full course IGA training on poultry and duck rearing

# of VGD card holders improved existing IGA or started new IGA on poultry and duck rearing

Attendance record sheet and headcount during the last session of the course and interview with more than one participant.


VGD card holders attended the IGA training on home-yard vegetable gardening

# of VGD card holders attended full course IGA training on home-yard vegetable gardening

# of VGD card holders improved existing IGA or started new IGA on Vegetable gardening

Attendance record sheet and Headcount during last session of this course interview with more than one participant.



VGD card holders attended the IGA training on other livestock rearing

# of VGD card holders attended full course IGA training another livestock rearing

# of VGD card holders improved existing IGA or started new IGA on Livestock

Attendance record sheet and Headcount during last session of this course interview with more than one participant.



VGD card holders attended other identified IGA trainings.

# of VGD card holders attended full course need- based selected IGA training

# of VGD card holders started new IGAs

Attendance record sheet and Headcount during last session of this course interview with more than one


Annexure-6.1: Should add a column to the right and record on # trained VGD card holders have applied their current practices or started new (applicable only


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participant. after three quarters following this training)

Additional IGA according to the training needs assessment exercises

# of need based trainings on IGAs and skill upgradation for labour market participation, identified by NGO

# of customized IGA training modules developed by NGO

TNA report, list of need based identified IGA and IGA training modules

Within 1st quarter of VGD cycle begins

Annexure-6.1: Should add a column to the right and record on identified new IGAs, and skills needed for participating in local labour market, by NGOs, in their assigned areas

Conducting customized IGA training

# of Customised IGA course conducted to # of batches

# of trainers meeting the prescribed competencies

Training report, visit training class, training observation and interview with trainer ( based on competencies)

Half yearly corresponding to training schedule

Annexure-6.1: Should add a column to the right and record on customised new IGAs package developed and conducted.

Training facilities Suitability of the place for training, toilet facilities, seating arrangements, arrangements for the trainees’ children, distance from VGD community, use of training materials and teaching aids.

Visit training venue and observation notes.

Quarterly corresponding to training schedule.

Need to review the draft Annexure-4:

Savings

Amount and timeliness of savings by VGD card holders

# of VGD card holders depositing the minimum prescribed

# VGD card holders savings according to the prescribed

Personal savings cards and office

Quarterly during the 2nd year of VGD cycle

Annexure-2.2: Should add a box with # of columns for quality assurance:


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amount at the prescribed frequency (monthly)

schedule and amount

savings and credit register.

Interview with VGD card holders on savings day

# of VGD card holders saving regularly (time and amount)

# of VGD card holders with irregular savings (time and amount)

Use of Savings for IGA

# of VGD card holders who withdrew savings at least after one year of completion of VGD cycle on due approval by the authority for IGA investment

# of VGD card holders found engaged in IGA with the help of their accumulated savings

Saving and credit register and personal savings cards.

Visit to randomly selected VGD card holder households

Half yearly during the 2nd year of VGD cycle

Should be part of IGA monitoring and reporting but the frequency of reporting should be on annual basis (annexure-6.1)

Additional savings # of VGD card holders saved additional money beyond what is prescribed under the programme

# of VGD cardholders explained the purpose of additional saving

Savings and credit register book and personal savings card.

Interview with VGD card holders

Yearly, at the end of both years of VGD cycle.

Annexure-2.2: Should add a box with # of columns for quality assurance:

# of VGD card holders undertaking additional savings and purpose of such savings

Income Generating Activities (IGA)

IGA practice on Entrepreneurship development

% of trained VGD card holders using knowledge and skills on entrepreneurship development acquired during

Visit to randomly sampled relevant VGD card holder households

Half yearly for qualitative reporting.

Annexure-6.1: Should add a column to the right and record on # trained VGD card holders who can develop own business plans or improve upon their existing business plans


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training (applicable only after one quarter following this training)

IGA practice on Poultry and Duck rearing

% of trained VGD card holders applying knowledge and skills in poultry and duck rearing acquired through trainings



Annexure-6.1: Should add a column to the right and record on # trained VGD card holders who have applied the knowledge gained to their current practices or started new practice (applicable only after two quarters following this training)

IGA practice on home-yard vegetable gardening

% of trained VGD card holders applying knowledge and skills in home-yard vegetable gardening acquired through trainings



Annexure-6.1: Should add a column to the right and record on # trained VGD card holders who have applied the knowledge gained to their current practices or started new practice (applicable only two quarters after this training)

IGA practice on other livestock-rearing

% of trained VGD card holders applying knowledge and skills in other livestock-rearing acquired through trainings



Annexure-6.1: Should add a column to the right and record on # trained VGD card holders who have applied the knowledge gained to their current practices or started new practice (applicable only two quarters after this


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training)

IGA practice on other identified opportunities

% of trained VGD card holders applying knowledge and skills for utilizing such opportunities acquired through trainings



Annexure-6.1: Should add a column to the right and record on # trained VGD card holders who have applied to their current practices or started new practice (applicable only two quarters after this training)

Further recommendations on Monitoring and reporting:

1. The changes suggested as above may also have implications on other reporting and monitoring formats. Those formats should therefore be also modified accordingly.

2. The formats should be consolidated on the basis of : a) Food distribution, b) training on life skills includ ing additional life skills training components, c) Training on IGA including additional IGA training identified through needs assessments and potential markets b oth for self and wage employment, and d) Savings.

3. Each format should have two sections: a) Section-1 for monitoring purpose and b) section -2 for reporting purpose. While filling up the monitoring section, relevant checklists should be used.

4. Monitoring/process monitoring of the following activities should be done on real -time basis while the activities are going on: a) food distribution, b) training, c) savings and d) IGA activities by VGD card holders.

5. Progress/performance monitoring and reporting should be done on quarterly and yearly basis. 6. Four layers of monitoring: a) Union Parishad level, b) Upazila level, c) District level, and d) central level. 7. With expectation of increased responsibilities with required competencies, NGO will primarily be responsible for reporting on quarterly

basis. They should be able to use monthly data on training, savings and IGA activities when they should use several tools for monitoring of their own work and beneficiaries performance in training, savings, IGA.

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