Manab Mukti Sangstha(MMS)

Background

 Char people suffer from various types of superstitions, lack of knowledge and awareness in areas such as human and legal rights, social justice, confidence building, trust and cooperation, health and hygiene, water and sanitation, disaster preparedness, violence, dowry practice etc. which are a major hindrance to development and affect their livelihoods.

CLP-contracted MMS staff members motivate, select participants and mobilise them into groups and provide them with social development awareness and skills training for their economic and social advancement through weekly group meetings over a period of 18 months.

The Social Development Group Meetings add value across the programme. The meetings directly improve the social status of extremely poor women and ensure that they understood their rights. It helps individual women and the wider community to optimise the benefits of other components of the programme. Group meetings of core participants using social development modules allow them to increase incomes from asset transfers, homestead gardens and market initiatives. Hygiene promotion training complements latrines and tube-wells in reducing vulnerability to water-borne diseases.

Objective

To make char people knowledgeable and aware so that they are able to participate in development activities, better able to influence the local and central policy making decisions in favour of them  and able to claim and enjoy their rights in relation to  different types of services and opportunities through building effective linkage and relationship with providing agencies.

Expected Results

1. Through knowledge acquired from group meeting, training and orientation, participants will have increased understanding of cleanliness, sanitation, prevention of infectious diseases, nutrition and also be more aware of their rights as individuals; and
2. Other results expected are a halving of the level of domestic violence, early marriage and dowry and greater participation by women in household and community decisions.

Proposal

The proposal should list the potential activities, implementing and monitoring plan, staffing requirement as per the guideline below and a budget in the format given below. Some indicative activities are:

1. Community induction: This is a process followed by the CDOs to get introduced to and familiar with villagers and to tell them about CLP;

1. Inception workshop: Will be held at the union level at the initial stage to inform the community about the objectives of CLP and to explain what kind of activities CLP will be implementing;
2. Participants group formation and development: After finalising the selection and verification of participants, the participants will be mobilised in groups of 20-25 and thereafter they will receive formal and non-formal (weekly group meetings) training on different issues;

1. Village Development Committee formation and strengthening: VDCs will be formed with CLP core and non core participants, Imams, teachers, elites, youths and service providers (13 members). They will receive leadership development training, meet monthly and play advocacy role to get access to the services provided by different service providers; and

1. Facilitation of weekly group meetings for 18 months to deliver different modules: CLP has developed seven modules on different topics which are delivered in the weekly group meetings over an 18 month period. The existing modules  are as follows:

1.  Social Analysis: After delivery of this module the participants will understand and realise the social problems, causes and effects of poverty, and explain their role in alleviating poverty. From this module they also know about different activities of CLP and the concerned MMSs;.

• Social Capital: Participants will know about the idea of capital and social capital. They will also know about their roles towards society, different organisations/ institutions working in their areas and the services they are providing or are supposed to provide and how to get access to those services. The participants will also be able to help in the implementation of CLP activities.

• Health, Nutrition and Environment: The participants will be able to explain the importance of health and hygiene environment and take effective roles in bringing behavioural changes. They will understand the importance of use of sanitary latrines, drinking of safe water, its necessity, causes of water pollution, water borne diseases like diarrhoea  use of safe drinking water during flood and also collection and preservation of the same. Moreover, the participants will know about the advantages of ante-natal, and post-natal care and keeping family size small by adapting different short, long and permanent family planning methods. In addition, the participant will be able to identify the ‘5 danger signs’ and ‘3 delays of receiving services during delivery’ and how to address these problems. The module also addresses the physical and psychosocial needs of adolescents and child health.

1. Citizenship and Responsibilities: Participants will know the basic conditions of legal marriage, importance of marriage registration and bad consequences of early marriage, polygamy, dowry, etc. They will also learn about causes and consequences of divorce, domestic violence (both mental and physical). Furthermore, they will know what are their responsibilities as citizens towards the state, society and neighbours;

• Disaster Management: This module aims to equip the participants with the knowledge of defining different disasters (flood, river erosion, cold wave, heat spell, drought, etc.), their types, characteristics, impact over life and living and how to prepare themselves to reduce disaster risks.

• Social Safety Net: After delivery of this module, participants will know about the importance of living together in a community, their concepts on mutual support and solidarity will be clearer, they will feel encouraged to create a joint fund to help the poorest. They will also learn about different safety net programmes/projects of the government and the process getting access to those services/inputs.

1. Savings and Loan Management: Purpose of this module is to build capacity of the members so that they can assess the feasibility and profitability of the IGAs they are taking loans for.

Participant Selection Criteria

Participants will be selected by the CDOs using different tools. The overriding selection criterion is that the household does not possess productive assets worth more than Tk.5,000. The existing Core Participating Household (CPHH) selection criteria are outlined below:

NOTE: MMS will have the discretion to EXCLUDE households who, though they are livestock-less and landless, own a significant[1] amount of other assets (productive as above and also jewellery and cash) and/ or have a salaried income 

PRIORITY BENEFICIARIES: Having met the above criteria, if the number of eligible/selected HHs is more than the CLP allocation, the MMS should request a supplemental allocation from the CLP. If no supplemental allocation is available, priority should be given to beneficiaries who are:

1. Widowed, disabled, female heads of households;
2. Male heads of household who are unable to work due to illness

Staffing

MMS will serve as the interface between the CLP and the community.  To this end, MMSs should appoint, supervise, and manage Community Development Officers (CDOs) and Community Development Supervisors (CDSs). A Programme Manager appointed under a separate Agreement to implement all CLP activities will supervise the Social Development staff of the MMS.  MMS will be responsible for planning and budgeting for basic staff orientation, with guidance provided by the CLP. As a guideline, one CDO will be needed for 100 to 125 core participant households depending on the geographical scattered-ness.  It is expected that CDOs will reside within (or as close as possible) to the communities targeted for CLP development. One Community Development Supervisor (CDS) will be required to oversee the work of up to 10 CDOs.

Women should be encouraged to apply for field, administrative, and management positions.  For MMS Agreements to be renewed, the percentage of women staff should be increased to at least 30%, based on discussions with CLP.

Within the proposed budget, the salary, benefits and allowances will be determined by the MMS. The CLP is available for discussion and guidance on staffing and budgeting matters.

 MMS is encouraged to provide other programme suggestions to strengthen governance, advocacy and social development needs.  The CLP will assist with planning, training, and materials for quality social development programmes.

Background

With the aim of ‘providing a safe place to save’ and to adopt the habit of savings among char community CLP implemented the VSL project in its first phase and is continuing the same in CLP-2 with some changes in the methodology.

Objective

To provide ‘a safe place to save’ to the core and non-core participant households of CLP and thus to encourage them to adopt the habit of savings.

Expected Results

1. Members will save regularly and take small loans from the group, which they will use for household-based income generating activities;
2. Participating in VSL activity will reduce their cost of annual credit/debt repayment to informal sources, particularly Mohajone (local moneylenders who charge high rates of interest);
3. After each annual share out, participants will invest the money in productive purposes to enable them to build family assets;
4. Realising these benefits will encourage VSL participants to continue to run groups by themselves, progressively reducing their reliance on CSKs for support.

Proposal

The proposal should include a list of activities, implementation and supervision plan, and a budget for the format given below: Some indicative activities are:

1. Recruit required Char Shasthya Karmis (CSKs);
2. Recruit required Village Savings Officers (VSOs);
3. Recruit  Village Savings Supervisor (VSS);
4. Ensure that CSKs attend Basic training and refreshers’ delivered by the MMS;
5. Ensure that the VSOs and VSSs attend a Basic training and refreshers’ in the VSL approach, delivered by the CLP.  All travel, accommodation, food and related other costs will be covered by the CLP;
6. Arrange exposure visit to other IMOs areas for CSKs and VSOs;
7. Ensure regular Visits to VSL groups as per the plan of operation of VSOs and VSSs;
8. Ensure gradual share out of all 1st and 2nd cycle VSL groups and starting of 2nd and 3rd  cycles respectively;
9. Submit monthly progress report, share-out report and quarterly/half-yearly project reports to the respective DMO, in a format provided by the CLP; and
10. Submit quarterly MIS reports to the DMO, in a format provided by the CLP.

There will be two types of VSL groups – one is with core participant households (core VSL group) and the other is with non-core participant households (non-core VSL group). Maximum number of members in both types of group will be 25. Number of non-core VSL groups can be equal to the number of core groups. For example, if an IMOs called Sonali has 30 core VSL groups it can form another 30 VSL groups with non-core households.

Allocation of Core Participant Households for FY 2013-14 is: 990

The MMS will provide training and supervisory support to the VSL groups. Char Shasthya Karmis (CSKs) will provide regular training and guidance to VSL groups within her reachable villages but 1 CSK should not be responsible for more than 8 VSL groups. CSK will receive an honorarium of Tk. 120 for facilitating/conducting each VSL group meeting. She will be reportable to VSO. On an average a VSO will be responsible for 40 VSL groups or 5-8 CSKs.  VSOs will be supervised by the VSS. MMS will develop CSKs and recruit VSOs while they will be assisted and guided by the District Microfinance Officer (DMO) of CLP. It is expected that MMS will prefer experienced VSOs and VSSs (previously worked with CLP VSL project) in recruitment. However, the CSKs, VSOs and VSSs will receive orientation, training, guidance and support from District Microfinance Officer (DMO) of CLP

Background

The most common shocks that drive char households into poverty are environmental and health related. Feedback from the CLP’s implementing organisations (MMS) and the participants themselves also has highlighted the devastating effects of health shocks. It is an established fact that health intervention is needed for improved and sustainable livelihoods. Ensuring access to basic healthcare is a major development challenge for the CLP, as there are a lack of adequate medical practitioners and infrastructure in the chars.

Considering the above, the CLP implemented the Primary Health Care and Family Planning Project in its first phase and is continuing implementing the same in the second phase too.

Objectives

The main objectives of PHC-FP project are to (i) address the health, hygiene, nutrition and family planning issues of CLP’s core participating households (CPHHs); and to (ii) ensure the availability of and char dwellers’ access to health services within the CLP working areas. The specific objectives of the project are:

1. Integrating and implementing PHC-FP project interventions at the community level towards sustainable improvement in maternal health, child health, family planning and nutrition of targeted vulnerable households on the designated island char villages;
2. Establishing and mainstreaming effective referral linkages for easy access to basic services of GOB (CC, UH&FWC, UHC, DH, MCWC), NGO and private sector clinics/hospitals; and
3. Improving health-seeking behaviour and services by the extreme poor people of island chars.

Results Expected

1. Reduced  maternal, neonatal and child mortality and morbidity;
2. Increased contraceptive acceptance rate (CAR);
3. Improved nutrition and reduced acute malnutrition;
4. Decreased prevalence of water and vector borne diseases;
5. Improved health seeking behaviour along with good hygiene practices of all the char dwellers irrespective of whether they are CPHHs or not; and
6. It is expected that these health and FP indicators will improve at least in line with   government targets.

Methodology

The PHC-FP project will be implemented with technical assistance from a Specialist Service Providing (SSP) organisation.

As the contracting agency, the CLP will:

• Facilitate consensus in decision making between MMS and the SSP;

1. Monitor the quality of PHC-FP project of MMS and technical support of SSP; and
2. Ensure financial management of MMS and SSP.

The PHC-FP project will prevent illness through contributing to tackling malnutrition, improving access to safe water and sanitation and providing hygiene education. The project will improve the nutritional status of households, particularly children and pregnant/lactating women, by providing nutritional supplements (Sprinkles), developing homestead gardens and offering nutrition education. It will work with national and local government programmes, as well as with non-state providers, to leverage better provision to the chars.

Participant Selection Criteria

Services of PHC-FP project will be open for all clients requesting services. An initial subsidy will be given to the CLP core participant households through a voucher distribution who will be selected following the standard selection criteria of CLP.

MMS and Other Field Staff Roles

MMS will carry out the following tasks with guidance and technical support from the SSP:

Behaviour Change Communication (BCC): BCC will be one of the major focuses of the Health Project in CLP-2. The focus will be on strengthening the existing Social Development Group Meetings by involving Rural Medical Practitioners (RMPs) and arranging folk songs etc. on various health, hygiene, nutrition, Adolescent Reproductive Health and FP issues in the chars. BCC activities will be undertaken by the Char Shasthya Karmis (CSKs) under the supervision and guidance of Paramedics.

Maternal Health: The CSKs will register and maintain updated information on all pregnant women of their areas together with the schedule of at least 4 Ante Natal Care (ANC), 3 Post Natal Care (PNC) and Essential Newborn Care (ENC) visits. ANC and PNC visits will be carried out by Paramedics at the fortnightly organised satellite clinics and consultation will be free for all, along with provision of iron and folic acid (IFA) tablets. However, if CLP’s Direct Nutrition Intervention Project starts its inputs distribution then PHC-FP project will stop providing IFA tablets. Complicated cases will be referred to the DSF Programme, Smiling Sun and Marie Stopes Clinics, MNHI, Baby-Youth and Women Friendly Hospital initiatives and the maternity allowance programme where available in CLP working areas.

Neonatal Health: The Essential Newborn Care (ENC) approach will be taken by trained Paramedics & CSKs in line with Newborn Health Strategy ’10 adopted by the government.

Child health: Supply and intake of micronutrients (Sprinkles) for U-5 children will be ensured by CSKs. In collaboration with the government, immunisation and periodic de-worming and a Vitamin A campaign will be undertaken. Growth of all the U-5 children will be monitored by CSKs using the Salter Scale. In addition, the Community-Integrated Management of Child Illness (CI-IMCI) project will continue so that diagnosis and management of major child killer diseases such as Diarrhoea and Acute Respiratory Illness (ARI)/Pneumonia undertaken properly. However, if CLP’s Direct Nutrition project starts providing micronutrients and de-worming then PHC-FP project will stop distribution of these inputs. 

Family Planning: Existing coordination with the DGFP will be strengthened and affiliations will be developed in new areas, to ensure the smooth supply of contraceptive pills, condoms and injectables, as well as the availability of counselling and referral for long-term and permanent methods of contraception.

Referrals of complicated cases to government and other NGO facilities will be increased through establishing effective linkages with them. This will reduce the service delivery cost drastically. Primary referral services will be continued as under CLP1 and signed under CLP2.

Networks with RMPs, kabiraj and Community Birth Assistants (CBAs) will be established, to engage them as referral agents and train them to reduce their harmful practices. Interested CBAs will be encouraged to work as assistants to the trained Paramedics to support safe delivery, in relation to which the tablet Misoprostol is already available in the field.

Role of SSP

The SSP will provide all types of support and guidance for the smooth and efficient implementation of the project at field level. Some of the SSP’s responsibilities are outlined below:

1. Basic training for new CSKs for new areas and also for replacement (in the event of any dropouts) CSKs for existing areas;
2. Refresher training for staff and CSKs;
3. Programmatic and clinical training for Paramedics;
4. Workshops (includes referral linkage, GO-NGO coordination)/meetings/seminars with other stakeholders;
5. Orientation for newly wed couples and community and religious leaders on FP and Violence Against Women;
6. Training on safe delivery for Paramedics;
7. Training for RMPs and CBAs;
8. MMS staff training on MIS, documentation etc.;
9. C-IMCI training for CSKs;
10. Staff exchange visits;
11. Field visits for government officials;
12. Training on Supportive Supervision for staff;
13. Revolving Drug Fund for CSKs; and
14. Support for strengthening/shadowing GoB facilities.

Proposal

The proposal should include:

1. A list of the activities (operation of the satellite clinics, staff training, orientation of community and religious leaders and newly wed couples, coordination with GOB line agencies, etc.) and a plan for implementing the identified activities;

1. A list of the spots for conducting satellite clinics (at least 8 spots) per Paramedic;

1. A list of the potential Char Shasthya Karmis who can, with further support/training, be made effective and efficient means of providing primary health care and family planning services in the chars in a sustainable manner;

1. A training plan for relatively literate rural medical practitioners (quacks) and community birth attendants to improve the quality of services they are currently providing;

1. A plan for making the health and nutrition education sessions more effective in collaboration with other components of CLP (SD) avoiding duplication/reiteration of any topics in the weekly group meetings and in health and nutrition education sessions;

1. Suggestions on how the non-beneficiary households can be attracted/motivated to take the services of CLP PHC-FP project.

Background

The CLP seeks to improve the nutrition status of CPHHs through a combination of direct and indirect nutrition interventions. Indirect activities that seek to improve nutrition include improving access to clean water, sanitary latrines homestead plinth raising and the promotion of vegetable gardening. The transfer of a significant income generating asset and a series of modular social development courses over an eighteen month period also aim to indirectly improve household nutrition.

Objective

Core Participant Households (CPHHs) of CLP, classed as extreme poor, selected on the basis of extreme poverty characteristics for inclusion under the CLP-2 will be targeted for this nutrition intervention. Upon entry to the Programme the baseline status of these CPHHs will be assessed against a number of socio-economic, empowerment and nutrition related indicators. They are then monitored, at varying intervals depending on the indicator, through to the end of the Programme (2016). All the pregnant and breastfeeding mothers, U-2 children and adolescent girls of these 66,770 households will be the clients of this nutrition intervention

Proposal

In addition to indirect nutrition-related activities included in the existing CLP package, the CLP will provide essential nutrition inputs free of cost to its selected core participant households. CLP will provide: Iron & Folic Acid (IFA) for pregnant and breastfeeding mothers and adolescent girls, and de-worming tablets for children 1-5 years and  other family members will receive one time de-worming treatments at the beginning of the programme. In addition, one to one counselling and advice on early initiation of breastfeeding, exclusive and continued breastfeeding, complementary feeding, and hygiene promotion will be provided through home visits. The project will provide these products through trained and salaried local female Community Nutrition Workers, or Char Pushti Karmis (CPKs), selected from local chars villages and trained, managed and employed by MMS. A list of interventions is given below:

Selection and Development of Service Providers: A cadre of female service providers, CPKs (1 for 100 HHs on average), will be selected from the community and trained. CPKs will be trained by using a common training module for all DFID partners of this nutrition project. The proposal should include support for all the CPHHs from cohorts 2.1 to 2.5.

Communication and Social Mobilisation: In order to promote good household nutrition practices, the following social mobilization and communication activities will be implemented.

Home visits by CPKs: The project will use visual/job aids for the CPKs for conducting home visits and carry out other relevant responsibilities. Each of the CPKs will be given responsibilities for 100 households.  A CPK will visit 5-6 targeted households per day and will visit all assigned households at least once per month. CPK’s responsibilities will include distribution of IFA tablets and de-worming tablets/suspension, registration of target age groups, identifying pregnant, breastfeeding mothers including early initiation of breast feeding along with colostrums, one to one counselling on exclusive breastfeeding, continued breast feeding, complementary feeding and sanitation. The CPKs, in consultation with Nutrition Supervisor/Officer, will refer severe acute malnutrition cases to public referral centres. During home visits, they will discuss on complementary feeding , hygiene practices, sanitation, clean water, hand washing with soap, and give nutrition advice for pregnant, breastfeeding mothers children and adolescent girls. CPKs will also demonstrate how to make food suitable for children in the household, for example by mashing and separating a portion of the family food for children before adding spice. They will show the amount of food a child needs at various ages and the appropriate consistency of the food when infants begin to eat semi-solid foods. CPKs will demonstrate position and attachment of breastfeeding. They will discuss the importance of food diversification (animal foods and leafy vegetables). They will also discuss about breastfeeding difficulties to remove obstacles during continued breastfeeding period.

Supply of IFA Tablets and De-worming Tablets: IFA tablets will be given to pregnant and breastfeeding mother and adolescent girls Provision of de-worming tablets for all family members (except women who may likely to be pregnant such as breastfeeding women) will be ensured as no other organisations are providing nutrition services in the chars and GOB supply does not reach all hard to reach areas and does not cover all household members with de-worming tablets in areas it does reach. De-worming tablets will be given to only those members of CPHHs who are not covered by GOB and other organization.

The CPKs will maintain a register of all U-2 children, adolescent girls, plus pregnant and breastfeeding mothers in the villages and chars they are assigned. These lists will be updated on a monthly basis.

Staffing

MMS will have one Nutrition Supervisor and one Nutrition Officer. In addition, on average for every 100 households there will be one Char Pushti Karmis (CPKs). In exceptional cases more than one Nutrition Officer could be considered.

A. Asset Transfer Project:

Under CLP1 Livelihoods Unit implemented Asset Transfer Project (ATP) with core participating households (CPHHs). A total of 55,000 CPHHs were supported by a package of assets for generating income to improve their livelihoods. The package included between Tk 13,000 and Tk 17,000 grants for purchasing an income generating asset, plus an asset maintenance stipend of Tk100-250 for 6 months and a monthly family income support stipend Tk300-350 for 18 months. Over 95% of participants choose cattle as their income generating asset. Veterinary support was also included in the package; it is provided directly by MMS staff qualified as DVMs (Doctors of Veterinary Medicine). This support is complemented by the development of a market in veterinary services on the chars, using a voucher system. CLP Livelihoods Unit has been implementing asset transfer project with CPHHs in CLP2.1, CLP2.2, CLP2.4 areas and intends to extend in CLP2.5 areas.

The objectives of asset transfer project are as following:

1. To improve the livelihoods of the most vulnerable char dwellers through increasing income by providing productive assets; and
2. To increase participants’ skill in cattle rearing through training.

Results expected from the project

1. Asset value doubled after 18 months;
2. Households income increased by 50% within 2 years;
3. Participants have developed knowledge about cattle rearing and disease management of cattle; and
4. Increased acceptance of women’s participation in decision making at both the household and community levels

Asset Transfer Package

• All households participating in ATP will receive Income Generating Assets (IGAs) worth Tk 16,500 in the current year;
• MMS will present the following pre-approved list of IGAs to the selected participants. Participants will be free to select one or more of these IGAs from this list through orientation meetings with MMS:
  • Beef Cattle;
  • Dairy Cattle;
  • Land leases;
  • Small ruminant livestock;
  • Rickshaw or Van (and lock and lights);
  • Sewing Machine;
  • Small business; and
  • Any other IGA. These will be considered on a case-by-case basis by CLP and prior approval from CLP is required before funds can be released to participants for the purchase of these assets.

The participants those will receive land lease for crop production as asset, support will be given as per guideline of agriculture support.

• MMS will administer a withdrawal account on behalf of each participant.
•  MMS will deposit a total amount of Tk 24,600, of which Tk 16,500 is for the purchase of assets and Tk 8,100 for income support stipend and asset maintenance stipend.
• Participants will not deposit their own money into the account and MMS cannot earn interest from these accounts.
• All withdrawals will be made free of any handling or service charge to participants. Funds not disbursed will be held by the MMS in a unique, non-interest bearing bank account.
• The allocation of the purchase amount of the principle asset must be:

1. Used within 6 months of being deposited in the account by the MMS;
2. Withdrawn by the participant whenever required but only after giving the MMS one week’s notice of intention to withdraw and;
3. Used to buy an IGA.

• If after the purchase of the principle asset(s), there remain funds unspent worth Tk 1,000 or less these should be given to the participant as cash.
• In case the unspent balance is more than Tk 1,000, it should be used to buy another IGA in addition to the principle IGA already purchased e.g. poultry birds, which have an easy cash convertibility rate and can thus support regular consumption needs, as opposed to cattle, which act as savings for future investments and more expensive consumption.
• This money can also be used to purchase materials for building a cattle-shed and/or for purchasing a feed crib and water bowl (manger).
• All participants are provided with a passbook, in which the withdrawal of funds and how the funds were used should be recorded.

• From the stipend money of Tk 8,100 intended for the monthly income support and monthly asset maintenance costs, participants will withdraw Tk 650 per month (Tk 350 for family income support payments and Tk 300 for cattle feed cost or asset maintenance cost) for the first six months and Tk 350 per month for the subsequent 12 months.
• MMS is being encouraged to distribute the stipend by the 10th of each month.
• It is expected that markets and livelihoods staff along with CDO/CDS will be present during distribution of the stipend.
• If after 18 months there remains an unspent balance in a participant account, this sum must be returned to CLP.

• MMS will organise two orientation meetings with groups formed by CLP Human Development staff within a 3-7 days interval with selected CPPHs.
• MMS who have previously implemented ATP should invite two ex-participants to attend each orientation meeting and they will attend two meetings in a day, to act as mentors to the new participants. Those who have not previously implemented ATP should contact other IMOs in order to source previous participants to serve as mentors. All mentors should be paid allowances for travel and food.
• Provision of ATP funds is conditional upon participants attending both orientation meetings, thus both meetings need to take place before funds are transferred.
• MMS staff will explain what types of support they will receive from CLP and how and when they will get those.
• MMS staff will discuss about the beneficial aspects of homestead gardening and backyard poultry rearing project.
• MMS staff will explore the different options of the use of ATP money. They will discuss about the merits and demerits of different Income Generating Asset (IGA); 
• MMS staff will discuss advantages and disadvantages of crossbred cattle in the ATP participants’ 1st orientation meeting and identify the potential CPHHs considering selection criteria. MMS will prepare a schedule for cattle purchasing and inform participants about the schedule as well as provide it to livelihoods district staff;
• MMS will directly assist participants to purchase local improved or crossbred cattle either from local markets or from long distance markets such as Pabna areas, to reduce damage and transport shock;
• In cases of local improved or crossbred cattle purchased from long distance cattle markets, MMS staffs have to travel long distances with large amounts of cash, which presents a risk of theft. CLP will fund the hiring of a microbus/car for safe travelling with cash;
• During orientation, participants will be informed that no other person, whether staff of the MMS, local official, or member of their community, has any right to their funds. If any person makes a claim on their funds, they should immediately inform their Livelihoods Development Officer (LDO), Community Development Officer (CDO), or in the absence of the LDO or CDO, any MMS staff member.

• Experience from CLP1 suggests that most participants will buy cattle as a principal asset and many will buy sheep /goats with the remaining money. Special procedures for livestock purchasing are therefore required.

1. Participants are encouraged to purchase cattle from local markets to mitigate against damage and transport shock. This also provides beneficiaries with a wider range of choice of livestock than other methods such as buying from local cattle owners. The regulated procedures of livestock markets also reduce the possibilities of fraud.

• In case purchase of other assets like sewing machines, rickshaw/vans, beneficiaries will select their IGA as per their choice. During final negotiations, respective MMS staff should be present. Original copies of the purchasing documents are to be kept by participants and a photocopy by MMS.

• Yard meeting will be conducted to review or remember the issues those have learnt from the training;
• Issues from three major projects ATP, HG and Backyard poultry rearing will be included in the meeting;
• LDO will organize and conduct the meeting;
• Under CLP2.5 CPHHs will attend 12 times/rounds yard meeting during the project cycle. A total of 8 times/rounds yard meeting will be held during the FY2013-14 and subsequent 4 times/rounds will be held during the FY2014-15. CPHHs under CLP2.4 will attend 4 times/rounds yard meeting during the FY2013-14

• Training will be conducted to increase the knowledge and skill of participants about cattle rearing and management.
• Each CPHH will receive the following 3 rounds of training:

1. 1st round on cattle selection and basic cattle rearing skills to be conducted approximately 5 days before cattle purchase nominees will be present in the 1st three sessions of the course;
2. 2nd round on Livestock Common diseases and feed management to be conducted one month after of the 1st training;
3. 3rd round on Cattle breeding, calf delivery and rearing management to be conducted 2 months after the 2nd training;
  Refresher livestock training

• To refresh the knowledge and skill of participants about cattle rearing and management, each CPHH will receive 1 round refresher training.

MIS reporting requirements

Markets and Livelihoods Development Supervisors (MLDSs) will keep participant-wise information with the assistance of LOs (format to be supplied later on). MLDSs will prepare monthly progress reports as per the supplied format (to be supplied later on) and will provide these to livelihoods district staff through Project Managers.

B. Artificial Insemination Project:

To increase the productivity of next generation cattle and maximise income from cattle rearing under CLP’s cornerstone Asset Transfer Project (ATP), an AI project was introduced under CLP1. The project used half bred exotic bulls, as it was felt that the resulting 25% exotic, 75% local breed progeny would be more suitable than those with a higher percentage of exotic blood, in terms of disease resistance, heat tolerance, feed and milk requirement, given the physical environment and economic situation faced by char dwellers. CLP Livelihoods Unit wishes to extend artificial insemination project with CPHHs of CLP2.5 areas.

The objectives of artificial insemination project are as following:

1. To increase selected (able and willing) AI project participants’ income from improved breed cattle rearing, by 25% above the rearing of local breeds;
2. To increase access to AI facilities by 20% from initial levels; and
3. To increase the numbers and coverage of AI sub-Centres serving the chars by 50% by EoP.

Results expected from the project

• 30% of all CPHHs will participate in this project;
• 50% of AI attempts will successfully result in conception
• 97% of incidences of conception will result in successful births of AI calves;
• Income of AI project participants’ will be increased, which will contribute to the improvement of livelihoods;
• Genetic potentiality of local zebu cattle in the chars area will be improved;
• The coverage of AI facilities will be expanded;
• Participants’ knowledge of AI will be increased.

How it will be implemented

• MMS Livestock Officers (LOs) and Livelihoods Development Officer (LDO) will discuss the advantages of AI in the livestock training and identify the potential ATP participants considering selection criteria;
• MMS will supply a list of AI workers known to them. AI workers will work independently;
• To create demand for AI services in char areas, CLP will provide vouchers to those who purchase heifers or cows where AI facilities already exist. The CLP Livelihoods Coordinator will design and produce the vouchers and supply them to district livelihoods staff. Respective livelihoods district staff will supply vouchers to MMSs according to the number of eligible participants, with each participant receiving one voucher to pay for AI services;

• Participants or MMS staff will inform AI workers when cows or heifers show signs of being in heat. AI workers use cell phones to facilitate communication;
• AI workers detect heat properly before insemination of a cow. They have to observe some symptoms of cows to be inseminated i.e. smooth mucus secretion from vulva, the hair of tail becomes ruffled, flanks will become dirty; spend less time eating, increase body temperature etc. A cow is inseminated after 12-18 hours of heat detection;
• AI workers will inseminate cows and collects vouchers from participants (which are signed by both LOs/LDOs and AI workers) and provides the AI card. The card developed by DLS/BRAC where date of insemination, breed of semen, expected date of delivery etc is to be mentioned; LOs/LDOs keep a record of delivery of the AI service in beneficiary passbooks;
• AI workers will be reimbursed accordingly, by submitting vouchers to either LOs/LDOs (who take vouchers to the MMS Accountant in the MMS office, who in turn arranges payment at a regular stipend cash pay point once or twice a month, on a fixed and pre-arranged date) or directly to MMS Accountants (in which case they receive immediate payment, on regular pre-agreed days);
• CPHHs under CLP2.4 will receive feed voucher for their AI calf. It is expected that 6% of the total CPHHs under CLP2.4 will have AI calf during the project cycle. CPHHs will get the voucher when age of the AI calf will become 1 month. Each eligible CPHH will get 3 vouchers for 3 months and the value of each voucher is Tk.200 i. e. total amount of 3 vouchers are Tk.600. Poultry Vaccinator/LSP of the respective area will provide calf feed (calf starter/milk replacer) to the respective CPHHs and collect voucher and will be reimbursed according to the poultry feed voucher.

MIS reporting requirements

LOs keep all the records of the artificial insemination programme in a monthly monitoring format (to be supplied) and submit progress reports to Markets and Livelihoods Development Supervisors (MLDSs). MLDSs will prepare monthly progress reports as per the format and will provide these to livelihoods district staff through Project Managers.

C. Homestead Garden Project:        

Objective

1. For CPHHs to grow fruits, vegetables and spices on their homestead gardens, primarily for household consumption, which will support family nutrition; and
2. For CPHHs to earn additional income through the sale of surplus vegetables, fruits and spices in the market.

Results expected       

1. CPHHs establish vegetables and fruits garden in their homestead as per category;
2. CPHHs establish compost pit and produce compost for the cultivation of vegetables and fruits;
3. CPHHs know about improved production technology of vegetables, fruits, vegetables seeds and compost;
4. 90% CPHHs preserve vegetables seeds for future use; and
5. Selected CPHHs produce ginger and turmeric on their homesteads.         

Activity Outline

Methodology

1. The homestead garden will be established in the homestead area exclusively and different inputs will be delivered as per category;
2. CLP aims to use the area of raised homesteads to cultivate different vegetables throughout the year;
3. Participants will prepare raised beds (recommended size 1m breadth by 5m length, with a 30cm gap for drainage between beds, although size may vary with the availability of space in the homestead area) to grow vegetables while they will grow some creeper vegetables supported by trellis/roofs/sticks/ or non-fruit trees in pits (recommended size 2.5m length by 1.5m breadth and depth, although again size may vary with space availability);

1. The total CPHHs will be classified in to three categories;

1. Category- A: The CPHHs those plinths are not being raised and flooded during the monsoon will belong to the Category-A. The following inputs will be received by the member of this category-A to establish  vegetable garden on homesteads during winter only:

i. Establishment of vegetables garden on CPHHs homesteads during winter

1. Participants will prepare bed and pits to grow vegetables by the use of open space, trellis/roof/sticks/non fruit tree during winter seasons as the period is risk free from the flood free;
2. Fencing for bed vegetables;
3. Four types of bed and creeper vegetable’s seeds will receive by the participants during winter season only( depending on the available space in the homestead);
4. Participants will receive three plastic pots for seeds preservation (capacity 200-250gm);
5. Participant will be encouraged to plant some number of suckers of Aroid( Moulavi Kachu) in shady/swampy places; and
6. Participants will be motivated to plant local variety of banana (plantain) on the boundary of the plinth.     

The above mentioned activities are to be done based on the available spaces in the homesteads.

Category-B: The CPHHs those plinths are being raised and have enough space (having open space for growing vegetables in bed) for homestead garden will belong to the Category-B.

1. Establishment of vegetables garden on CPHHs’ homesteads

1. The following inputs will be received by the member of  category-B to establish vegetable garden on homestead:

1. Four types of vegetable seeds both in summer and winter seasons sufficient for sowing 4 beds (summer seeds to be sown in mid May and winter seeds to be sown in mid October);
2. Four types of creeper vegetable seeds both in summer and winter seasons sufficient for sowing/planting 4 pits;
3. Fencing for bed vegetables;
4. Three plastic pots for seeds preservation (capacity 200-250gm);

1. Establishment of fruit tree gardens on CPHHs’ homesteads

1. The purpose of establishing fruit tree gardens is to provide Vitamin-C and minerals for CPHHs. Surplus produce can be sold.
2. The following inputs will be received by the members of  category-B to establish fruit tree gardens:
3. Six papaya seedlings for planting on the boundary of the homestead area (plant to plant distance should be 2m, although will vary with space availability on the homestead). Avoid planting of papaya seedling during monsoon( June-July) and winter( December-January);
4. One grafted guava, jujube and lemon sapling for planting around the house (recommended pit size for saplings is 60cm long x 60cm breadth x 40cm depth and plant to plant distance should be 4-5m, although again will vary with space availability);
5. One neem sapling for planting around the houses;
6. Fence/Cage for fruit trees; and
7. Fertilisers; zinc and boron (specifically for planting papaya seedlings).
8. Participant will be encouraged to plant some number of suckers of Aroid(        Moulavi Kachu) in shady/swampy places; and
9. Participants will be motivated to plant local variety of banana  (plantain) and drumstick on the boundary of the plinth.       

1. Establishment of compost pit on CPHHs’ homesteads

1. Compost is made using cow-dung (assuming most of the beneficiaries will purchase cattle as their income-generating asset under the Asset Transfer Project), household waste, crop residue etc. and is utilized for the production of vegetables. Soil in char areas is mostly sandy and lacks organic matter. Adding compost to the soil can help improve soil fertility and thus homestead garden productivity at a low cost and in a hazard-free manner; and
2. Participants will receive material cost to construct a shade for compost pit (two pits are ideal but one pit is good if the space is not available).

iv. Establishment of spice crops on CBHHs’ homesteads

1. 
   
   1. Two spice crops (namely ginger and turmeric) will be grown. They grow well in shade, which maximizes the use of the homestead area, fulfil daily family requirements of these spices and the surplus can be sold;
   2. Each CPHH will receive 1kg of turmeric and 0.5kg of ginger seeds.

1. Establishment of grass

1. Each CPHH will establish grass on the slopes of their plinths to feed their cattle;
2. They will receive cuttings of Napier grass worth of budgetary provision.

The above mentioned activities are to be done based on the available spaces in the homesteads.

Category-C: The CPHHs those plinths are being raised and have no/ limited space (no space for growing vegetables in bed) for homestead garden will belong to the Category-C.

1. Establishment of pit vegetables on CPHHs homesteads

The following inputs will be received by the members of category-C to establish pit vegetables on homesteads:

1. 
   
   1. 
      
      1. Participants will prepare pits to grow creeper vegetables by the use of trellis/roof/sticks/non fruit tree;
      2. Four types of creeper vegetable’s seeds will receive by the participants during both summer and winter season;
      3. Five number of suckers of Aroid( Moulavi Kachu) will provide to the participants for planting in shady/swampy places; and
      4. Participants will receive three plastic pots for seeds preservation (capacity 200 250gm).

ii. Establishment of fruit tree gardens on CPHHs’ homesteads

1. 
   
   1. 
      
      1. 
         
         1. The purpose of establishing fruit tree gardens is to provide Vitamin-C and minerals for CPHHs. Surplus produce can be sold.
         2. CPHHs will receive the following inputs to establish fruit tree gardens on homesteads:
         3. Six papaya seedlings for planting on the boundary of the homestead area (plant to plant distance should be 2m, although will vary with space availability on the homestead). Avoid planting of papaya seedling during monsoon( June-July) and winter( December-January);
         4. One grafted guava, jujube and lemon sapling for planting around the house (recommended pit size for saplings is 60cm long x 60cm breadth x 40cm depth and plant to plant distance should be 4-5m, although again will vary with space availability);
         5. One neem sapling for planting around the houses;
         6. Fence/Cage for fruit trees; and
         7. Fertilisers; zinc and boron (specifically for planting papaya seedlings).
         8. Participant will be encouraged to plant some number of suckers of Aroid(Moulavi Kachu) in shady/swampy places; and
         9. Participants will be motivated to plant local variety of banana  (plantain) and drumstick on the boundary of the plinth.       

1. Establishment of compost pit on CPHHs’ homesteads

1. Compost is made using cow-dung (assuming most of the beneficiaries will purchase cattle as their income-generating asset under the Asset Transfer Project), household waste, crop residue etc. and is utilised for the production of vegetables. Soil in char areas is mostly sandy and lacks organic matter. Adding compost to the soil can help improve soil fertility and thus homestead garden productivity at a low cost and in a hazard-free manner;
2. Participants will also receive material cost to construct a shade for compost pit (two pits are ideal but one pit is good if the space is not available).

iv. Establishment of spice crops on CBHHs’ homesteads

1. Two spice crops (namely ginger and turmeric) will be grown. They grow well in shade, which maximises the use of the homestead area, fulfill daily family requirements of these spices and the surplus can be sold;
2. Each CPHH will receive 1kg of turmeric and 0.5kg of ginger seeds.

v. Establishment of grass

1. Each CPHH will establish grass on the slopes of their plinths to feed their cattle;

1. They will receive cuttings of Napier grass worth of budgetary provision.

The above mentioned activities are to be done based on the available spaces in the homesteads.

 Training for CPHHs                                                                                  

1. Training will be conducted on efficient management of homestead gardens for all categories of CPHHs.
2. Each CPHH will receive the following training:
3. One day training on vegetable production, vegetables seed production and its retention; and
4. One day training on compost production, its uses and fruits tree management.

 Refreshers training for CPHHs

1. To refresh CPHHs ‘knowledge, the following refreshers trainings will be conducted:
2. One day refresher training on vegetable production, vegetable seeds production, retention, compost production, its uses and fruits tree management

MIS reporting requirements

Respective MMS staff will keep records of all inputs provided to participants. They will collect information about progress in relation to different project activities on a monthly basis through a format developed by CLP and will provide these to Markets and Livelihoods district staff through Project Managers.

D. Improved Backyard Poultry Rearing Project

Brief Background

Over 90 percent of char households in Bangladesh rear poultry and thus it is an important source of cash flow and means of supplementing household nutrition for poor families. In total, the poultry owned by CLP’s Core Participating Households (CPHHs) across the programme’s five working districts is worth approximately Tk 40 million. Backyard poultry (deshi) rearing predominates, with small flock sizes managed under a scavenging system, kept in traditional housing and fed on household waste, crop residues, etc. In the absence of commercial feed and vaccination, local poultry growth rate and productivity (meat, chick and egg production) is low and mortality is high. Local hens produce about 40-60 eggs per year and annual mortality can reach 100% due to a lack of immunity to Newcastle disease and seasonal pandemic diseases like Avian Influenza (AI).

Under CLP1, the Improved Backyard Poultry Rearing project has proven its potential in terms of providing increased and more regular earning source to char dwellers as a result of minor practice changes and small investments; for example, in improved housing, which has been provided to 900 “model rearers” at a 50% subsidised rate. 25,797 participants have been trained in improved rearing techniques, which most of them are currently practicing, helping them to earn 3-4 times higher profits within a production cycle of 6-8 months than they would under traditional backyard poultry rearing. Project participants are receiving an average of Tk 312.00 a month from chicken and egg sales against an average monthly investment of Tk 53.50.

Despite these successes, a key issue emerging was the low participation rate (28%) of CPHH houses, as the project focused on assisting the broader community. Under CPL2, the project will concentrate solely on CPHHs.

The other key modification to the project will be a shift in the nature of feed and vaccination provision. Under CLP1, Livestock Service Providers (LSPs) undertook this responsibility. However, it was found that, due to high work workloads, LSPs were not that interested in supplying feed and vaccine services to poultry rearers. Thus under CLP2, vaccinators will be introduced. These vaccinators will undertake vaccination of poultry owned by project participants, as well as providing feed directly to households. LSPs will help to get vaccinators with feed and vaccine if they have fridge and feed business locally. CLP Livelihoods Unit wishes to extend backyard poultry rearing project with CPHHs of CLP2.5 areas

Objective

• To increase participating households’ incomes by 20% and egg consumption by 25% through adoption and extension of improved backyard poultry rearing practices and access to necessary supplies and services through vaccinators, 18 months after CLP asset purchase;
• To provide employment opportunities to 600 chars women, who will work as vaccinators.

Expected Results

• At least 80% of CPHHs from the first phase of asset transfer under CLP2 and 55% of participants from 2.2 and 75% of 2.3 and 2.4 and other asset transfer phases will be poultry project participants and practice an improved backyard poultry rearing system to produce and market more chickens and eggs;
• After 6-8 months of participating in the project, each participant will earn at least Tk. 200 per month;
• 50-60% of participants will be involved in egg and chicken sales 18 months after CLP asset transfer;
• At least 600 women will be trained as model vaccinators, earning Tk. 750-1000 per month.

Activity Outline

Methodology

• Model rearers and vaccinators will be selected by the group participants:
  • Model rearers will get housing support of Tk 1,500 and 6 chickens (5 hens and a cock) of another Tk. 1000 and they will receive training on improved poultry rearing techniques;
  • Poultry Vaccinators will be project participants’ work as self-employed business women, serving poultry rearers as independent suppliers/practitioners. Vaccinators (100 participants per vaccinator) will be trained to give BCRDV, RDV, Fowl pox and Fowl Cholera vaccinations and linked to DLS and LSPs to receive vaccine supplies (LSPs having fridge will collect and store vaccine to make it locally available for vaccinators supply as business);
  • Vaccinators will also supply livestock and poultry feed to project participants, which they will procure from local market and LSPs if they have feed business locally.
• All CPHHs will receive one time/round day long training on backyard poultry rearing and management. CPHHs from both cohorts CLP2.4 & CLP2.5 will receive the training during the FY2013-14. LDO/LO will conduct the training;
• All CPHHs will attend yard meeting mentioned in ATP section and learn about poultry rearing different issues;
• Model poultry rearer will receive 3 times/rounds day long training on improved poultry rearing and management and 2 times/rounds day long refreshers training during 18 months period. CPHHs under CLP2.5 will get 3 times/rounds day long training during the FY2013-14. The CPHHs under CLP2.4 will receive 2 times/rounds day long refreshers training during the FY2013-14. LO will conduct the training;
• Poultry vaccinator will receive 8 days training on poultry vaccination and poultry rearing and management through 5 different times/rounds during 18 months period. First 3 rounds are training and last 2 rounds are refreshers training. The duration of first three rounds training are; 1st round 3 days, 2nd round 2 days and 3rd round 1 day. On the other hand the duration of each refreshers training is 1 day. Vaccinators under CLP2.5 areas will receive 3 times/rounds training during the FY2013-14 and the vaccinators under CLP2.4 areas will receive 2 times/rounds refreshers training during the FY2013-14. LO will conduct all the training courses;
• Each selected participant will get vouchers of Tk 850 (Tk 650 for feed and Tk 200 for vaccine) to meet initial feed and vaccine expenses;
• Vaccinator will collect and redeem the vouchers after administer vaccine as well feed to CPHHS by the MMS staff (MMS accountant/LO/LDO will pay in cash pay point near to vaccinators maintaining proper document per accounts) on a periodic time maintaining proper documents of transaction by staff as well vaccinators.
• LSPs will be encouraged to sell poultry feed as a commercially viable business and closely work with vaccinators to promote feed and vaccine services;
• LSPs and vaccinators will be introduced to whole-sellers of feed and vaccine through buyer-supplier meetings;
• Participants will be introduced to local bulk buyers (paikars) of eggs and chicken through buyer-supplier meetings.

Participant Selection Criteria

• Must be CPHHs (non CPHHs can join in training, but will not be entitled to vouchers or housing support);
• Must have 1-3 chickens and be willing to buy and rear poultry;
• Must be willing to attend training/meeting monthly;
• Must be willing to invest small amounts to buy poultry feed and vaccine; and
• Ideally, should possess a locally made poultry shed or model shed.

MMS and other field staff roles

District Markets and Livelihoods Staff:

• DMLM/DMLC/DMLO will be responsible for looking after poultry rearing projects as secretariat representatives;
• Will act as back and forth guides for programme implementation and development and mentor to MMS staff;
• Will be responsible for continuous monitoring of poultry rearing projects, feeding reports to the Market Development Coordinator as required.

Markets and Livelihoods Development Supervisors (MLDSs):

• Will be the coordinating position at MMS;
• Will be responsible for managing the team of LOs/LDO;
• Will report to DMLM/DMLC as well CLP secretariat staff as and when necessary.

Livestock Officers (LOs) and Livelihoods Development Officers (LDOs):

• Will be responsible for participant selection and baseline information collection;
• Will conduct monthly participant training and ensure that producers understand production techniques and risks;
• Will help participants to market their produce (birds and eggs) in close collaboration with the bulk buyers (paikars) who visit the chars frequently to buy poultry birds and eggs as small entrepreneurs;
• Will report to LDSs.

MIS Reporting Requirements:

Project progress will be monitored through gathering of the following monthly data for a 10% sample of participants:

• No. of chickens owned by participants and no. of eggs hatching;
• Bird morbidity and mortality rates and Early separation practice rate;
• Vaccinators poultry feed and vaccine sales;
• Model vaccinator feed sales and vaccination provision rates;
• No. of layer & broody hens and market price data for chickens and eggs;
• No. and usage of hatching pots and model houses and Egg and chicken consumption and sales;
• Household income from chicken and egg sales;
• Household expenditure associated with poultry rearing.

Staff recruitment

Number of staff is to be recruited by MMS. It is suggested that each Livestock Officer and each Agriculture Officer shall work with at least 500 households and each Livelihoods Development Officer (LDO) shall work with at least 175 households in CLP2.5 areas. On the hand, each Livestock Officer and Agriculture Officer shall work with at least 500 households and each Livelihoods Development Officer (LDO) shall work with at least 250 households in CLP2.4 areas. There are one Markets Livelihoods Development Supervisor (MLDS) will be recruited in MMS. Considering the number of CPHHs and geographical location of the working areas MLDS position may be increased. It is expected that these staff members shall be based and shall work on the Char islands. Specimen job descriptions including the specific deliverable for each post will be delivered with contracts.

Passbook Maintenance: Each household shall be provided with a passbook which should be maintained accurately and in a timely manner by those officers providing services to the CPHHs. Records on asset purchases, home gardening and poultry inputs distribution, monthly stipend, training, vaccinations and de-worming, artificial insemination etc should be maintained by the officers assigned by the Grantee to deliver these services. In most cases this is expected to be the Livestock, Agricultural and Livelihoods Development Officers. Ultimate responsibility for ensuring that each CPHH has a passbook and that it is correctly maintained shall be held by the Project Manager who is responsible for assigning staff to ensure this is done.

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E.CLP Milk Market Development Project

Background

Previous studies and milk sector analyses of CLP have strongly pointed to a considerable scope to increase milk production and potentially improving the market system so that it becomes a more efficient income-raising activity for poor households in chars. Based on that CLP’s milk market development project will focus on increasing quality milk production and better income which poor char households can earn from selling more amount of milk and the milk-products. In this way, CLP will put specific attention to overall milk collection system, assembly, transportation, and largely on enabling improvement in better management practices of cattles including feeding, animal husbandry and disease prevention systems. Also, introducing better systems for dissemination of technical knowledge and market information among the actors will be an integral part to improve this sector. In this way, CLP will facilitate better organization and innovation in the marketing of the produced milk, and will work to improve transparency and trust in business relationships and business management practices among the actors on the chars.

Considering the potentials of Char milk sector for prospective success in production and marketing, CLP aims to enhance the scenario by extending the eventual operational area to include maximum Char community households involved in milk production, not simply confining to core beneficiaries.

Objective of the project

To understand the overall scenario of milk sector at char, and to define the market development strategies, the Markets and Livelihoods Unit of CLP has undertaken a comprehensive sector analysis of milk over a 4-month period (July-October, 2012). Accordingly, CLP has planned some strategic steps to under take the following activities as mentioned below:

1. Analyze the sector profile based on sectoral constraints and opportunities.

1. Develop a vision of market system change that describes how the milk market system could work better in the future at chars

1. Design strategic interventions for addressing the constraints identified in the analysis pulling on the existing opportunities.

1. Develop a work plan for implementing the strategic interventions including the budget breakdowns and a results management system for each proposed interventions following DCED standards and a comprehensive Monitoring and Evaluation system for the Work plan.

CLP intends to implement the activities of designed interventions through its selected partner IMOs (will be implemented by 8 IMOs). The milk market development project will focus on the selected work locations (both CLP-1 and CLP-2) for the period of July-2013 to June 2014.

• Seven (7) districts: Kurigram, Rangpur, Gaibandha, Pabna, Lalmonirhat, Tangail and Bogra
• Total coverage of 43 Chars under 13 Upazilas (please find in attached list)
• A total of 9 IMOs: NDP (Pabna), ASEAB (Pabna), ZIBIKA (Kurigram), BDSC (Kurigram), RDRS-K (Kurigram), RDRS-R (Rangpur and Lalmonirhat), MMS (Tangail), GUK (in Gaibandha) and in un-identified IMO in Bogra.

Implementation Strategy

Intervention title: FORMATION OF MILK PRODUCER GROUPS (pilot intervention)

The intervention will facilitate the emergence of locally-managed Milk Business Groups (MBGs) that coordinate decision making with the support of CBC and local service providers for improved linkage with the private sector to increase access of inputs, services, finance and output marketing channels. The group will also promote improve coordination and decision making across all producers in a specific Char resulting improve productivity of Livestock and income.

The groups will physically meet in their respective locality. The group will utilize their local CBC as a collection point to get service, linkage with mainland and in-chars providers and associated market actors. This will enable them to create a market environment facilitating mainland buyers’ attraction to the char-based procurement.

To ensure the MBGs success, the non-CLP producers that have strong ability to become a commercial milk producer will also be included for several reasons: first, they have more number of cattles, they may have land for fodder cultivation and may have greater access to mainland markets. Therefore, they will be well-positioned to support the efforts of the MBGs.

The group will be formed with char households preferably having at least one dairy cattle and strong willingness to become a member of a producer forum for getting better access to the market. Any households either CLP or Non-CLP will have equal access to become a group member.

CLP will pilot the activity in at least 43 chars by the FY 2016. In this way, a total of 120 groups (average 2 groups per Char) will be formed, consisting of 25 producer members per group. It is expected that a total of 3,000 char households will be included in this intervention.

The group will develop their constitution as like: President-1; Vice President-2; Secretary-1; and the rest are general members. All groups will maintain the detail minutes of their respective meetings in a registrar.

The intervention activities will occur as follows:

1. Organize discussion meeting with targeted community farmers: The Business Development Officer (BDO) will be responsible to organize the discussion meeting at the target char with the respective community people. In this meeting, the BDO will share the vision and objective of the CLP milk market development project. Also, the importance and benefit of group formation will be discussed.

1. Organize follow-up meeting and group formation:  The BDO will conduct the follow-up meeting with the interested milk producers and assist the formation of a group with the producer who meets the criterion mentioned above. 

1. Organize the need analysis meeting of the group: Subsequently, the BDO will arrange meeting with the group to identify their primary needs, problems, constraints and scopes of improving the present status of milk production.

1. Prepare group profile and base-line information: In this step, the BDO will visit door to door of the group members and collect information on various issues including HH-level cattle rearing practice, milk production, milk consumption and milk marketing, etc. following the stipulated tools and methodologies.

1. Organize orientation programme on milk market scenario: The BDO will collect preliminary information from different stakeholders like goala, local informal processors like sweet meat shops, tea stalls, etc.; formal processors (like PRAN, Grameen Danone) as well as from the nearest physical markets. These collected market information will be shared with the group members to update and aware the members about the milk market potentials.

1. Organize yard meeting:  Each group will sit twice in a month in the first year, and once in a month in the following years. In this type of meeting, the group will mainly discuss different technical aspects of livestock management and production increase factors that relates their increased profit through better market access. The BDO will implement the activities.

Intervention title: PROMOTION OF ACCESS TO FEED AND FODDER

From the sector study findings of CLP, char milk producer face severe green fodder scarcity during monsoon season and also extreme dry period. It is a fact that natural green grass is much available in the char for significant period. Also, char people have limited knowledge and perception about importance of green fodder cultivation.  In the same way, producers are also reluctant to provide concentrate feed to their cattles. It has been observed that concentrate feed availability is very minimum at Chars. Lack of awareness of producers on benefit of inclusion of concentrate feed in the cattle ration is another problem.

The char producers are lacking the information on mainland market-demand of green fodder due to absence of linkage with mainland fodder and feed seller.

1. Identification and selection of input suppliers (feed seller): Potential feed sellers in Chars will be selected to make available the quality concentrated feed ingredients at the door step of the milk producers. The project will facilitate to introduce the selected feed seller(s) with the respective MBGs.

1. Organize training for feed sellers on quality input storage and supply: Training will be organized for selected feed sellers on importance of concentrate feed, ration formulation and how to store concentrate feed ingredients to maintain the quality standards. Besides, their training will cover small scale business operation. Both the BDO and District Milk Market Development Officer (DMDO) will be engaged to implement this activity at the field.

1. Linkage meeting with input suppliers between mainland and Chars: To facilitate the smooth business relation and product supply channel, linkage meetings will be organized between input suppliers of mainland and Chars. The respective staff like BDO will plan and facilitate these meetings. 

1. Establish demonstration plot of fodder: The BDO will identify potential milk producer for fodder demonstration for the MBGs. The criterion for selecting demo farmer will be: a minimum cultivable land ownership (at least 5 decimal), strong willingness to share the demo cost, social/community acceptability, interested to continue fodder cultivation upon satisfactory business return, etc. In this way, BDO will select 2 members from each group to establish the fodder demo. The project will share the cost (@Tk. 2000/demo) of this activity.

1. Concentrate feed demonstration: The BDO will organize concentrate feed demonstrations in dairy cattles for the MBGs. The purpose of this demonstration will be to show the benefits and importance of concentrate feeds in order to achieve efficient increase in milk production at HH level. To do this, BDO and DMDO will jointly work with future collaboration partners who will be the private sector actors (concentrate feed manufacturing and marketing companies) under the milk market project of CLP.

1. Organize Field day to demonstrate fodder cultivation: BDO will identify a representative demo field of fodder for motivating the MBGs members and the community people on the importance of fodder cultivation. 

1. Organize exchange visits to fodder fields: BDO in assistance with the DMDO will select some ideal fodder cultivation plots either in mainland or in other chars, and will organize exchange visits for the interested MBG members. At least 3-5 interested members (potentially the lead farmers) from each group will be selected for these events.

Intervention title: PROMOTION OF IMPROVED LIVESTOCK HUSBANDRY PRACTICES AND VETERINARY SERVICES

1. Identification of LSPs: LSPs in the programme areas will be selected for providing animal husbandry and veterinary services to the MBGs. Also, these LSPs will be linked with Govt. agencies like Dept. of Livestock Services (DLS) and different veterinary medicine companies. Functionally, these LSPs will provide relevant information mostly on cattle rearing practices, husbandry issues, preventive measures and breed development to the char producer and business groups.

2. Organization of coordination meeting between LSPs and milk producers: To ensure better relationship among the HH milk producers and LSPs, CLP will organize the Coordination meetings in assistance with the BDO. At least one coordination meeting will be organized for each of the MBGs.

3. Training on improved cattle rearing practices: The BDO will provide two trainings per MBG on improved cattle rearing practices and bred development. All the members of MBGs will participate in these trainings to become aware about the benefits and importance of maintaining proper husbandry issues for their dairy cattles. The DMDO will be responsible for overall monitoring of this activity.   

4. Demonstration on Cow-Comfort: To show an improved cattle husbandry and management practices, cow-comfort demonstrations will be organized for MBGs. At least two demonstrations for each newly developed MBG (new 84 MBGs) will be installed at the household level of interested members on a cost sharing basis. The BDO will identify the interested member(s) among the respective MBGs and will ensure motivation, instruction and establish demonstration on this improved management practice. In this way, a total of 168 demos will be installed within FY 2013-2014.    

5.  Result demonstration on cow-comfort: After the successful completion of installing and functioning the cow-comfort techniques, the BDO and DMDO both will organize the result demonstration events to promote its’ importance and benefit to the char community people. It is expected that the result demo will motivate milk producing farmers to adopt this improved management practice for their dairy cattles and will gradually be benefited. At least one result demo will be organized in each of the MBGs (i.e. 84 result demo in FY 13-14).

1. Organize linkage meeting with medicine traders and retailers: Linkage meeting between these stakeholders will facilitate smooth supply coordination among them and thus would ensure availability of quality products within the working chars. Therefore, a coordination meeting will be held at least one per Upazila by the direct supervision of BDO.

Intervention title: IMPROVING MILK SUPPLY NETWROK

1.  Identifying potential milk collectors: At least 2 milk collectors will be selected from each of the newly selected working Chars. These selected collectors will be offered capacity building trainings about the hygienic issues and safety carrying system. Therefore, within FY 13-14, around 50 potential milk collectors will be identified and trained among the newly working chars (25 new chars).   

2. Linkage meeting between producers and selected collectors and profiling of collectors: Linkage meeting will be organized by BDO among the selected Goalas/collectors and the members of MBGs. At least 1 linkage meeting per Upazila will be organized. In this type of meeting, business related issues like milk collections and sales will be discussed. These collectors will be profiled based on their business scale and the impact of milk market project activities will be compared for these collectors during the completion of this project.

3.  Building of capacity of milk collectors: The DMDO will organize training for selected milk collectors (goals) on milk handling and hygienic techniques, transportation, markets and book keeping issues, etc. In this way, one training per Upazila will be held.

4.  Facilitate the safety milk carrying system for the selected collectors/goalas: To facilitate the business of the potential collectors, the milk market project of CLP will facilitate for safety milk carrying system. It would thus reduce the frequent milk spoilage due to the distant connectivity of the working chars with the mainland markets. The project will support them by providing aluminium milk carrying Can on a cost-sharing basis.

5. Cross visits to a collective /functional milk supply system:  CLP will analyze the requirement of exposure visits for both at the producer and collector level. These visits will be organized at where a collective milk supply or a better marketing system is in practice at the household level. It would help MBG members to better understand the criteria, comparative advantages of establishing an alternative milk collection and marketing system. In this visit, BDO will select representative participants both from MBGs and milk collectors.

6. Linkage meeting between milk collectors and informal/formal processors:  To establish a long-term sustainable business relationship amongst collectors and processors in both formal and informal sectors, BDO will facilitate at least 1 linkage meeting per Upazila under the direct supervision of DMDO.

7.  Meeting/workshop with informal and formal processors to establish milk collection centre on pilot basis:  BDOs will be engaged in organizing the consultation meeting/workshop involving formal and informal milk processors along with collectors in order to identify the modalities for establishing a char-based collection point. It is planned that one meeting per Upazila will be held to identify the scope, modalities and strategies of establishing a milk collection centre at Char.

8.  Facilitate to establish milk collection centre:  Considering the issues and potentialities identified in the above meeting/workshop, CLP will proceed for facilitating for installing milk collection centre.

Intervention title: DevelopMENT OF Char-based informal milk processorS

1. Identification of potential milk processors at Chars: CLP will analyze the requirement of developing char-based informal milk processors in selected chars. Based on the requirement CLP will identify potential milk processors to establish a smooth linkage with MBGs.

2. Building capacity (meeting, training, etc.) of the potential processors: After identifying and selecting potential char-based milk processors, the DMDO along with business development officer (BDO) will organize training on milk processing and business operation.

3. Facilitate the char processors to initiate the business: To start char-based milk processing unit, CLP will assist some of the selected processors by sharing some of their cost for business expansion

Intervention title: Promoting Access to Finance

1. Find out potential micro-finance sources/providers interested to work in Chars: To create a provision of easy financial service at the char producer level, the milk market development project of CLP will explore identifying interested financing institutes/sources (eg. MFI like United Leasing Company, Village Savings Loan Association of CLP, etc.). Thus the available financial service would facilitate the milk market stakeholders to expand their businesses ensuring quality production. In this regard, both DMDO and BDO will communicate with those interested funding sources.

2. Organize consultation meeting with the interested financing sources: BDO will be engaged in organizing consultation meeting among interested sources and MBG members to create and develop a better linkage for future financing need.

3. Introducing Milk producer groups with the financial source(s): From the Milk sector study CLP has identified that char people lack access to finance and related services. To enable char people with the easy access to finance, both BDO and DMDO will introduce interested Financer with the existing MBGs. It is planned that one meeting per MBG will be held.

4. Facilitate the financial modalities between the Fitnancial sources and MBGs: CLP will facilitate identifying the modalities in discussion with the financial sources at char context. In this regard, suitable financial strategies and modalities will be generated accordingly. It is expected that the revised modalities will help char business people to get easy access of finance that will eventually boost up their income and will reduce their economic vulnerability.

Intervention-7: Development of Char Business CENTRE (CBC)

1. Formation of CBC committee: The BDO will be responsible for forming a Char Business Centre (CBC) executive committee in each working char ensuring representations from respective MBGs and other market actors in that community.

2. Building capacity of CBC committee: After the formation of CBC executive committee, the DMDO along with BDO will be responsible to build their capacity on business planning, linkage making with external market actors, ensuring better availability of inputs, so that the milk business start functioning within that char. This capacity building initiative will be offered at least twice per year for each CBC committee.

3. CBC committee planning meeting: After the capacity building of CBC executive committee, the BDO will facilitate to conduct planning meeting with its members.

4. Exposure visits to effective collection points and institutional buyers: CLP will identify some model milk collection points and institutional buyers around its working areas. Based on availability, CLP will arrange exposure visits for CBC committee members in those areas to get practical and functional experience from them.

5. Institutional linkage workshop with milk producer group, FBGs, buyer, input sellers: The milk market project will facilitate to conducting institutional linkage workshops among CBC members and other milk market actors like- MBG members and fodder business groups (FBGs) members, institutional buyers, input processor and sellers and others.

6. CBC future planning meeting with Goala, informal/formal processors, LSPs, etc.: BDO will be responsible for facilitating a future planning meeting among CBC committee and respective collectors/goalas, informal/formal processor, LSPs and etc. The main objective of this meeting is to set a vision of this committee and to create an action plan to achieve that goal.

Expected results from the project within the pilot phase (by June-2014):

All IMOs will work on a total of 43 Chars and will perform the following activities:

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   1. 
      
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         1. The milk productivity of char cattle will increase through: (i) forming milk producer groups, (ii) promotion of improved livestock husbandry practices and veterinary services, (iii) promotion of access to feed and fodder.
         2. Developing better milk production coordination through forming Char Business Centres (CBCs)
         3. Strengthening the milk supply system at chars by: (i) developing char-based informal milk processors, (ii) Improving milk supply network
         4. Enabling business environment by creating financial service provision

Staff recruitment:

(A)Low cost latrine:

Background

Open defecation is the common practice in the chars. This practice is hazardous to health. Open defecation pollutes the air and spreads disease. Furthermore, women have to wait until dark for defecation and urination, causing health hazards.

Many latrines funded and installed by a variety of development projects are submerged during high floods in the monsoon period, spreading water-borne diseases. Although the Union Parishad (UP) block grants are being used in Bangladesh for improving sanitation, they reach few char dwellers. Some UPs supplied rings and slabs, but these are not installed with any motivational activities, with the result that they are not widely and sustainably used.

The sandy soil on the chars is not suitable for unsupported pit latrines. The pit walls collapse very quickly, leaving the latrine unusable. This in turn drives the persistence of open defecation. Char dwellers need latrines which are internally supported and remain above flood water level.

CLP has realized that providing latrines to CLP selected core participants leaving vast majority of the other households to go for open defecation will not serve the objective of spreading water borne diseases. So, CLP launched a pilot project in late 2010 -11 to provide subsidy for low cost latrines for all households in a few villages in Rangpur, Nilphamari and Lalmonirhat districts which was expanded as a regular project to all CLP working areas during 2012-13.

Under this project MMS will encourage all households in the selected villages to construct pit latrines on raised plinths. The households on raised plinths will dig pits to be protected by bamboo cages or other locally available materials and those who live off raised plinth will raise plinths for their pit latrines in suitable locations close to their homesteads. CLP will provide cash subsidy (Tk 450 to HHs living on raised plinth and Tk. 850 to HHs living off raised plinth but will raise plinth for latrines) in addition to one concrete slab with pan and water seal to all households. The households will construct fences and roofs of the latrines on their own cost.

1. Objectives

• Open defecation is reduced considerably. All households use sanitary latrines and the hygiene situation in the chars is improved; and
• Char dwellers are better aware of the positive impacts of sanitary latrine use and water borne diseases are reduced.

1. Results expected

• Households on raised plinths will have one low cost slab latrines with pan and water seal on their plinths;
• Households living off raised plinths will raise reasonable size of plinths for construction of low cost slab latrines with pan and water seal;
• All households will be educated on the advantages of slab latrine use through the Group Discussion project teaching modules;
• All family members (young and old) will use latrines and open defecation will be reduced; and
• Water borne and air borne diseases will be reduced and nutritional status of char dwellers will improve.

1. Activity Outline

Methodology

CLP will award contracts to MMS for construction and installation of low cost slab latrines on the raised homestead plinths or raised latrine plinths of char dwellers. Households will dig pits, make/procure and install cages/rings inside the pits to protect wall collapse and construct structure over the latrines. The households will be entitled to a cash subsidy of Tk 450 or Tk. 850 and one concrete slab with pan and water seal. MMS will procure materials and cast slabs in a suitable location. They will follow the CLP approved design and specifications (attached along with this document) in procurement and construction. It will be the responsibility of the MMS to take the slabs on to the raised plinths of the households. 100% cost of the slab and plastic pan attached with water seal will be subsidised by CLP.

MMS staff will help the households in latrine installation place selection so that a safe distance is maintained between the latrine and TW. There must be a minimum of 10 metres (30 feet) between a water source and a source of contamination such as a latrine. MMS Social Development staff will educate the participants on the use of latrine and the benefits it brings.

Participant selection criteria

All households (core and non-core living on or off raised plinths) will automatically qualify for low cost latrines. However, 1 / 2 member households living with close relatives on the same raised plinths may share one latrine.

MMS and other field staff roles

1. MMS will hire technical staff with suitable skills and experience for the project. They will be responsible for supervising the slab construction;
2. MMS management will be responsible for procuring quality construction materials following CLP approved design and specifications. MMS will hire masons with skill and experience for ring and slab casting;
3. It is the responsibility of MMS staff to ensure that the minimum distance of 10 metres is maintained between the latrine and TW. MMS will check and certify that the distance is maintained;
4. MMS Social Development staff will encourage all households to construct low cost slab latrines and educate the beneficiaries and their family members on the benefit of using and maintaining latrines. Great emphasis will be given on the benefit of the water seal so that they don’t break it; and
5. MMS staff will monitor the use of latrines from time to time.

Proposal

We are now inviting proposals for construction and installation of low cost slab latrines on the raised homestead plinths or raised latrine plinths of all households, in their selected villages where plinth raising works is completed, during the period from July 2012 through June, 2013. The latrines should be constructed and installed following the attached design, specifications and draft guidelines. It will be the responsibility of MMS to make sure that quality is maintained at every level of construction and installation. No latrines will be installed on low plinths which go under water during monsoon/flooding.  MMS will manage and supervise the work and the CLP District Infrastructure Manager (DIM) and District Infrastructure Officers (DIO) will assist MMS staff to deliver quality products. They will also provide additional monitoring and supervision. In addition an independent third party organization will verify the output from time to time.

The proposed volume of work should be based on the number of households living in the selected villages where plinth raising works is done and completed. The CLP will finally decide the number of latrines to be funded considering target, 2013-2014 budget available.

MMS will draw implementation plan to cover all households of the selected villages instead of spreading partial works in many villages so that it is done cost effectively.

In your proposal the following three tables, amongst other information, should be incorporated:

(B)Plinth raising project:

Background

Chars are mid-channel islands that periodically emerge from the riverbed as a result of accretion. Chars are features of the main rivers of Bangladesh, which are in a constant state of change in response to seasonal variation in their flow and sediment loads. During monsoon months (July-September), river flows are characteristically high, as a result of snowmelt and monsoon rains in the catchments.

Floods are the main natural hazards faced by char dwellers who have traditionally been left in isolation to develop their own strategies for coping with floods. A shortage of resources combined with changing hydrological conditions has resulted in many households not being able to protect their property and possessions from floods. Even in years of moderate flooding, more than 50% of the homesteads are flooded and income-earning opportunities are scarce during the flood season. Poor and extreme poor households are particularly vulnerable, as they have few resources to cope with floods and to protect their homesteads and livelihoods.

CLP is mandated to protect 70,000 HHs from flooding, focusing on Core Participating Households (CPHHs). This objective is being achieved through the raising of homesteads on plinths above flood level, which proved their worth during the devastating 2004/2007 floods, when each plinth hosted an average of 2.5 other families, giving shelter to almost 500,000 people and their possessions. Other components provided as part of CLP’s package of support to CPHHs, such as latrines and tube wells, are installed on these raised plinths, which also make ideal environments for homestead fruit and vegetable production and provide shelter for cattle purchased by CPHHs through the CLP’s cornerstone Asset Transfer project. 

Plinth rising is undertaken by local residents, including members of CPHHs, during both the dry season and the monga period (a seasonal period of unemployment and hunger). Plinth-raising is done basically through MMS and local government i.e. UPs under grant agreements and following CLP design and specifications.

1. Objectives

• To ensure char dwellers, especially CPHHs, are protected from flooding and can remain safe in the their homes with their assets during high level flooding;
• To create employment opportunities for char dwellers living in extreme poverty; and
• To allow those living on low or non-raised plinths to take refuge on raised plinths during flooding.

1. Results expected

• All CPHHS to be provided with plinths raised 60cm above the highest known flood level reached during the period 2004/2007;
• Non CPHHs living on the same plinth with CPHHs will also have their plinths raised if they fall within the bottom 50% of the community, although non-CPHHs should not constitute more than one-third of the  total raised on plinths;

1. Activity Outline

Methodology

CLP will award contracts to Manab Mukti Sangstha (MMS) and Union Parishads (UPs) for raising plinths 60 cm above the highest flood level recorded in the period between 2004-2010. Approximately 20% of contracts will be awarded to UPs, with the remainder given to MMS. The plinth-raising work will be implemented in two seasons: (i) January through June (the dry season) and September through December (monga season). 

MMS will follow the CLP approved specifications in terms of scheme design, wage rates, contracting model etc. MMS will engage people from the same villages or adjacent villages to that in which the plinth is being raised to move the earth. Women will be encouraged to participate in the project. The top area of the plinth should be a minimum of 753 square feet and maximum 1,700 square feet per household, as specified in the detail technical guidelines. The plinth should allow reasonable space for a house, cow sheds, a TW, sanitary latrine and homestead garden.

In the case of MMS-implemented schemes, MMS will hire the required number of qualified (diploma in engineering) and experienced staff to design and supervise the work. There are two options for scheme implementation: (i) the use of an SIC, as outlined above and (ii) direct household management.

In all cases, labour payments will be made at regular weekly intervals. Payment should be made front of one MMS staff member and one SIC member or MMS staff member and the household owner, depending on the nature of scheme management.

The household owner will cover the plinth slopes with grass turf to help protect it from water erosion and rain cuts.

Proposal

We are now inviting proposals for implementation of Plinth raising Works during the period from January through June 2014. Under the project plinth will be raised for CPHHs as approved by CLP. Plinths for Non-CPHHs may also be raised to make clusters if they fall within the poorest 50% of the households and live on the same plinths with CPHHs. However, the number of such non-CPHHs plinths should not be more than 33% or one-third of the total households to be raised on plinths. The plinths should be raised following the guidelines sent with this document and the CLP approved wage rate. It will be the responsibility of MMS to make sure that the wages as approved is paid to the labourers without any deductions whatsoever. MMS will manage and supervise the work and the CLP District Infrastructure Manager (DIM) and District Infrastructure Officers (DIO) will assist the MMS staff to deliver quality works. They will also provide additional monitoring and supervision. In addition an independent third party organization will verify the output from time to time and will do a survey on peoples’ (both the household members and the labourers) satisfaction.  

The proposed volume of work should be based on the number of CPHHs allotted to MMS under CLP 2 Phase 4 and 5. Attempt should be made to cover all CPHHs living on low plinths. The CLP will finally decide the number of households to be raised on plinths considering target, 2013-2014 budgets available and CLP 2 expansion plan.

MMS will draw implementation plan to cover all CPHHs of the villages proposed to work in this season instead of spreading partial works in many villages so that it is done cost effectively.

MMS will give one day orientation to the laborers (orientation module is available with DIMs) explaining their rights and responsibilities with special focus on wage rate, budget of a plinth, their wages, earth piling procedure, signboard, complain mobile number and most importantly not to pay any part of their wages to anybody under any pressure.

MMS will also construct and install a concrete pillar, with a clear mark of the highest flood level (HFL) on all sides of the pillar, following the attached design and specifications in every village/char where they will work. The HFL mark will be the reference height for plinth raising in that village. HFL marking should be done very carefully after cross checking the highest flood line in that village during 2004/2007 flood. The pillar should be installed in a suitable place from where the height can be shifted easily to other places in that village. In big villages more than one pillar may be installed, if necessary. The pillar should be constructed before the plinth work starts. MMS will seek advices from DIM/DIOs for proper selecting the pillar spots. Usually pillar should not be installed in the middle of open field or close to river bank.    

In your proposal the following information, amongst other information, should be incorporated:

(C)Water and Sanitation project:

Background

Though shallow tube wells (STW) are presently within the reach of the poor people even in chars, still a good number of CPHHs do not have access to clean water within a reasonable distance. This is not because that they can’t afford to install TW but what they buy do not necessarily produce clean and safe water. People mostly do not use proper TW head, proper GI pipe and do not construct platform. Further due to lack of guidance and awareness they install TW off the raised plinth, close to latrine and other sources of water contamination.

CLP is mandated to provide all CPHHs access to clean water. CLP defines access to clean water as the access to a protected (TW on raised plinth with platform) TW within a 10 minutes round walk. To improve the situation of accessing clean water CLP has decided to provide grants for installation of TWs with platforms and also to provide grants for construction of concrete platforms around selected privately owned existing TWs. CLP has further decided to invest in converting substandard TWs into a standard one by repair, change of parts, lifting heights etc.

While providing grants for installation and improvement of TWs and platforms CLP will seek that IMOs follow the conditions and water point selection criteria as described in the guidelines (sent with this request for proposal):

Tube Wells

As there are quite good numbers of TWs in the chars the IMOs while selecting water points will prioritise CLP selected core participant households and strictly follow the criteria mentioned below and install TWs where it is absolutely necessary:

1. New chars should be given preference where no or less water points exist;
2. IMOs will select villages for the water project where no more plinth works will be undertaken;
3. TWs should be installed only on raised plinth (according to CLP definition);
4. Clustered hh plinth to be given preference;
5. Core participant households will get priority;
6. User’s to TW ratio is 1 TW to 5 hhs (at least one CPHH) with some exceptions (please see the details in guidelines)
7. A contribution money of Tk. 1,000 will be collected from one user who will be the owner of the TW. The agreed owner of the TW may buy (not mandatory) the TW head (#4 / #6 TW Head) and the IMO will reimburse him/her the excess amount over Tk. 1000.00. 
8. Owner will be selected by lottery if more than one HH show interest to pay and get ownership;
9. The owner will be awarded a certificate of ownership where names of all users will be mentioned;
10. CLP/IMO will install the TW at its cost by adhering its technical specifications;
11. The owner will be responsible to maintain the TW;
12. The owner shall agree to install the TW in front of her/his house (TW/latrine safe distance to be considered) and allow easy and unconditional access to all its other users;
13.  Educational institutions/disabled hhs will be covered under full subsidy;

Platforms around Tube Wells:

CLP will provide 100% subsidy for installation of platforms around already sunk TWs (funded individually or jointly or by other projects or provided by UPs). IMOs will select the spots based on absolute necessity.

1. Existing TW should meet the following criteria for platform eligibility:

1. The TW is on raised plinth (according to CLP definition);
2. There is no platform or the platform is cracked/unhygienic,
3. Arsenic level of the TW water is below 50 ppb,
4. TW depth is more than 40 ft (DIM can relax this condition in exceptional cases) and in Rangpur, Nilphamari and Lalmonirhat the minimum depth 25 feet,
5. History of year round water availability by the TW,
6. TW location should be 30 ft from latrine/garbage site,
7. TW fixtures (TW head, GI pipes) are intact and proper,

1. Cluster plinth will be given preference;
2. At least 3 (three) hhs (including at least one CPHH) use the TW and some exceptions as detailed in guidelines;
3. The TW should have No. 4 or No. 6 TW head. If not, the owner agrees to replace it;

Repair of TW, change of parts and lifting heights:

CLP will provide subsidy to convert substandard TWs used by CPHHs to standard TWs as defined by CLP. The repair may take place in any form of the following but not limited to:

1. Changing head if the head is defective or open;
2. Changing head and construction of platform
3. Changing GI pipes if the pipe is leak;
4. Further extension of GI pipe and construction of platform if the TW is in a ditch on raised plinth;
5. Further extension of GI pipe, plinth raising and construction of platform if the TW is in on the slope of a raised plinth;
6. Shifting of a TW to new place (using old head, pipes etc) and constructing platform if the TW is in proximity to latrine or other source of contamination;

The condition of minimum 40 feet depth may be relaxed, in consultation with CLP DIM/DIOs, if the 40 and above feet layer contains high level of iron or contains arsenic above 50 ppb.

An existing TW will qualify for a platform subsidy provided that the TW is used by at least one core household and further provided that owner/caretaker of the TW signs a declaration stating that s/he will allow unconditional access of water to other users.

Before finally selecting a TW for platform, arsenic test for that TW water must be done. If the test result is positive (arsenic content more than 50 ppb), platform should not be constructed around that TW.

TWs with proper head will be qualified for platforms. Tara pump and open head TWs will not get platform subsidy.

1. Objectives

• All core participating households (CPHs) have access to clean drinking water, including during flood time.

1. Results expected

• All CPHHS have access to clean water from protected TWs (on a raised plinth and with a concrete surrounding platforms) within a 10 minute round trip; and
• Arsenic data set of test points and Google Earth map with points plotted available to other organisations.

1. Activity Outline

Methodology

The IMO will do a detail survey to assess the requirement of the CPHHs for getting access to clean water. IMO staff will visit all CPHHs and their water source points and identify their needs. The survey data along with the recommendations for improving access to clean water should be recorded properly. The survey data along with cost estimate should be submitted to CLP with the proposal.

CLP will award contracts to Implementing Organisations (IMOs) for installation of TWs, construction of platforms around existing tube wells and change/repair of old TWs  based on the above mentioned criteria, conditions and survey data. The work should be implemented after signing the grant agreement and be completed before December 2013 and 30th June 2014.

The implementing agencies will follow the CLP approved specifications in terms of scheme design, material quality etc.

Background

Khasland or state-owned land is the land which the government is entitled to both lease and give away to citizens of the country who do not own land. The major sources of khas land are:

• Land recorded in Registrar/Khatian 1;
• Abandoned agricultural land;
• Land resurfaced in the river;
• government procured land through auction; and
• Excess land owned by a household above the higher ceiling of 100 bighas or 33.33 acres.

According to the specialists, Bangladesh has 3.3 million acres of khas land and 6-7 million landless households. It is believed that if these extreme poor households are provided with 0.50 acres of khas land, they can climb out of poverty and manage sustainable livelihoods.

Khas Land and Poverty

Agricultural khas land distribution to the poor and landless is one of GoB’s oldest poverty alleviation policies. Khas land is considered as an important livelihood source for the poor and extreme poor and can generate and protect the gains made toward achieving sustainable livelihoods, particularly for those with low quality, under-sized and flood prone land. If all of the khas land in Bangladesh is distributed among the extreme poor and if they are supported to use the land productively, Bangladesh can make significant progress toward eradicating extreme poverty.

Objective

Main objective of this Khas Land Project is to ensure access to khas land for the CLP core participants and other poor landless people of the chars for both homestead and agriculture.

Expected Results

Implementation of the Khas Land Project is expected to create access to khas land for a significant number of CLP’s core participant households and other landless and poor char dwellers for both agriculture and homestead.

Proposal

The proposal should include a list of the proposed working villages and potential beneficiaries, the proposed/required activities, implementation plan and a budget in the format given below. Some indicative activities are:

1. Identification of the working villages and a list of potential beneficiaries of this project;
2. Arranging surveys by the respective government department for recording the unrecorded land as khas land in the government register;
3. Collection of application forms for khas land;
4. Completing application forms, getting them signed by the applicants and submitting them with other documents (photographs, certificate of UP Chairperson, etc.);
5. Maintaining close liaison with Tahsilder, AC Land, UNO, DC, etc. and
6. Pursuing the movement of applications (files).