G5 Project Workbook-Revise in Reflection 01apr2012

Project Workbook
This file contains spreadsheets of information submitted to the CPWF by the project team, and spreadsheets that we have developed to aid our review process. Please change the 'PNX' to identify your project, e.g. Ganges Project 3 would be G3
Table of Contents
1 Title Page with Reviewers' Comments
Tab Name: PNX Title Page This page contains main project information and the contracting and inception reviewers' comments.
Project Partners and Contact Information

Tab Name: PNX Contacts Please list all your project participants with their contact details. This information will be fed into the CPWF contact database. Please ensure that you inform the CPWF about any changes in your team.
Outcomes Logic Model

Tab Name: PNX OLM The OLM is a table that describes the project's theory of change (ToC), or how the project is expected to work. It is a description of the projects activities, outputs, outcomes and impact and their inter-relationships. Each line describes an Outcome Pathway, with a short narrative description. The last row in the model is a narrative description of how the project predicts that the outcomes it achieves are likely to reinforce each other and eventually contribute to longer-term impact. For more information, visit:
CPWF M&E Guide- OLMs 4 Outcome Target Indicators Plan

Tab Name: PNX OTIP The Outcome Target Indicators Plan (OTIP) contains specific description(s), for each Outcome Pathway (from OLM), of who/ how many exactly the project expects to change (Practice and/or KAS) and by how much, by the end of the Project. Indicators and tools to measure them are included for each outcome target. For more information, visit:
CPWF M&E Guide- Outcome Indicators Plan 5 Milestone Plan

Tab Name: PNX Milestone Plan The milestone plan focuses on the end-dates by which your activities need to be completed and outputs need to be delivered. It contains the project start and end date, and other important milestones. Progress reporting is directly made on the original milestones as defined in the milestone plan. For more information, visit:
CPWF M&E Guide- Milestone Plan
CPWF Project Workbook
Table of Contents
Page 1 of 41
Gantt Chart
Tab Name: PNX Gantt Chart The Gantt Chart focuses on the activities to be carried out to complete the project. This chart contains the project schedule, work breakdown structure, i.e. activities with their milestones as the terminal elements, their start and finish dates, responsible project team member and their affiliations. For more information, visit:
CPWF M&E Guide- Gantt Chart 7 Schedule of Reports and Payments

Tab Name: PNX $ Schedule This spreadsheet will be filled out by CPWF finance officer for contracting according to the budget details the project has submitted. It shows the schedule of budget release, which depends on the satisfactory submission and approval of the required progress reports.
= filled by CPWF Finance Officer for contracting
Budget Summary
Tab Name: PNX $ Summary This spreadsheet shows the breakdown of the project budget per line item and per year.
Budget Comments
Tab Name: PNX $ Comments The comments worksheet is where budget explanations and details are explained.
10
Staff Time Allocation and Breakdown of Personnel Costs

Tab Name: PNX $ Time Allocation In this worksheet the project team compositon is listed with their names, institution, expertise and contribution to the project (e.g., Output 1, Communication, Policy, etc.), the number of days per year, and the daily rate per staff.
11
Indicative Breakdown of Budget by Outputs

Tab Name: PNX $ By Outputs This table shows the distribution of budget by output then by institution. The overhead costs are not included in the distribution.
12
Indicative Breakdown of Budget by Institution

Tab Name: PNX $ By Institution This table shows a summary of the budget allocated to the project partner institutions (left part). The right part of the table could be of support to work out each project partners budget share by line item.
Table of Contents
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Title Page with Reviewers' Comments

Project Leader Project Number Project Short Title Reporting Period Starting Date Completion Date Review Questions (RQ) Dr. Nowsher Ali sarder G5 Ganges Coordination and Change Enabling June 01, 2011 March 31, 2014 Reviewer Remarks on status (inlcude date) Changes required to proceed to contracting
Cells highlighted in yellow must be dealt with for contracting
Response from the Project Leader (include date)
Status of changes required after resubmission [to be filled in by the reviewers]
PL response (include date), round 2
Status of changes required after resubmission [to be filled in by the reviewers], round 2
RQ1: Are documents in order, provide information required, and is there consistency between them?
Documents according to Standard Clauses and Procedures 3.02 and 3.03 (see list below)
Yes
Cells highlighted in orange must be Major changes in worksheets dealt with by time of inception in blue report
Revised proposal Contact sheet
KM Point Person
First submission 2011.02.28 First submission 2011.02.28
Revised document provided on 2011.04.18 No contacts from India India contacts added (initial Project participants from BRAC points of contact via ICAR are not specified. Please partner institutes). Contact include them. point in BRAC added. 2011.04.10
Satisfactory For clarification: the additional partners in the contact sheet are not included in the 'project 'payroll'. They are not project team members but contact persons from other Ganges projects. Ok, expect some reworking by time of Inception Report
Gantt chart
First submission 2011.02.28
Suggested few changes in red ink Suggested few changes in red ink Please supply the dates that are consistent with the Gantt chart
Changes accepted and incorporated. 2011.04.10
Milestone plan
Changes accepted and Ok, expect some reworking by incorporated. Dates revised for time of Inception Report consistency with Gantt chart. 2011.04.10 Ok, expect some reworking by time of Inception Report Ok, expect some reworking by time of Inception Report
OLM
OTIP
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Review Questions (RQ)
Reviewer
Remarks on status (inlcude date) First submission 2011.02.28
Changes required to proceed to contracting
Status of changes required after resubmission [to be filled in by the reviewers] Satisfactory. However the 2% levy is already extracted at the time of fund receipt to CPWF and should therefore be reallocated in the budget.
Budget
Budget is $70,000 over the $70,000 reduced, now total is proposed budget in the EOI. $-900K. Local Contract budget Local contract budget for is 33.60%. 2011.04.10 Bangladesh-based institutions in 28.8% but will change.
Plan for baselining of outcome targets Signed MOUs corresponding to milestone plan Third party intellectual audit
Required by time of Inception Report Ditto Ditto
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Reviewer
Remarks on status (inlcude date)
Status of changes required after resubmission [to be filled in by the reviewers] No changes in share of budget to partners.
RQ2: Have there been changes in budget share going to partners, and if so, are they consistent with the changes in responsibilities? RQ3: Does the budget appear consistent with the promised outputs? RQ4: Looking at the people responsible for producing the outputs, do these teams contain people with the requisite skill and is team size appropriate?
Program Manager
Program Manager MT Point Person
Yes - no issues
Boru says: Yes, pleased to see the addition of a National PI on M&E, adaptive mmgt and innovation research
RQ5: Is there a clear assignment MT Point of responsibility for producing Person outputs and milestones to both individuals and organizations?
Ok, TBIs to be filled in by time of Inception Report
RQ6: Have reviewers' comments been addressed?
MT Point Person
Yes, all reviewers' commets have been addressed
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Reviewer
Remarks on status (inlcude date)
Status of changes required after resubmission [to be filled in by the reviewers]
Approved by Boru, 6th May 2001

From Standard Clauses and Procedures
3.02 The documents required for contract signature are: Revised project proposal that has addressed reviewers comments in particular negotiation points and incorporates changes from workshops and other consultation processes. Revised budget reflecting changes in project proposal Gantt Chart Milestone plan developed for at least the first year of operations Draft Outcome Logic Model Any other documentation agreed to between the Project Leader and the CPWF 3.03 The following documents are to be provided in electronic form to CPWF Basin Leader with the Inception Report: Outcome Logic Model agreed with partners Milestone plan developed for the duration of the project Outcome target indicators plan Plan for base lining of outcome targets Signed MOUs corresponding to milestone plan Third Party Intellectual Asset Audit Any other documentation agreed to between the Project Leader and the CPWF.
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Project Partners and Contact Details

Please remember to provide a CV for each person listed below as Annex B to your proposal. Indicate in particular who has responsibility for communications, M&E, knowledge sharing and gender analysis. Given Name Family Name Institution Role in the project Professional Email Alternate Email Work Phone Mobile Phone Fax Postal Address discipline
Nowsher Sarder WorldFish Project Leader/ Basin Leader
Country
Expertise
nsarder@cgiar.org nsarder@gmail.co 00880-2-8813250 m

Director, WorldFish W.Collis@cgiar.org South Asia wjcollis@gmail.com 00880-2 8813250 00880-2 8813250 Ext: 301
William
Collis
WorldFish
Principal Investigator (Int'l)
-28810271 The WorldFish Center-Bangladesh Bangladesh Office House 22B, Road 7, Block F, Banani, Dhaka-1213, 0088 01711-591613 00880-2 8811151 The WorldFish Center-Bangladesh Bangladesh Office House 22B, Road 7, Block F, Banani, Dhaka-1213, BANGLADESH 0060-4 626 5530 The WorldFish Center-Malaysia Malaysia Office (HQ) Jalan Batu Maung, Batu Maung, 11960 Bayan Lepas, Penang, Malaysia PO Box 500, GPO 10670, Penang, MALAYSIA The WorldFish Center-Malaysia Malaysia Office (HQ) Jalan Batu Maung, Batu Maung, 11960 Bayan Lepas, Penang, Malaysia PO Box 500, GPO 10670, Penang, MALAYSIA
1711383687
Agriculture:project management, crop science, poverty eleviation Agriculture, fisheries, program management
Charlie
Crissman
WorldFish
Impact assessment
C.Crissman@cgiar.or g
00604 -626 1606 Ext: 192 Direct Line: 006046202192
Agriculture scientist, impact assessment
Michael
Phillips
WorldFish
Aquaculture
M.Phillips@cgiar.org mjpaqua@gmail.co m
00604- 626 1606 Ext:160 Direct Line: 006046202160
60124755606 0060-4 626 5530
Brackishwater aquaculture, environmental impacts
Ben
Belton
WorldFish
Aquaculture, social science
B.Belton@cgiar.org
beltonben@google mail.com
00880-2 8813250 00880-2 8813250 Ext: 305
0088 01726-864674 00880-2 8811151
The WorldFish Center-Bangladesh Bangladesh Office House 22B, Road 7, Block F, Banani, Dhaka-1213, BANGLADESH
Aquaculture, social science
Fiona
Chandler
WorldFish
Communications
F.Chandler@cgiar. org 00604 626-1606 (274)
Nireka
Weeratunga Starkloff
WorldFish
Gender
N.Weeratunga@c giar.org
The WorldFish Center-Malaysia Communications Malaysia Office (HQ) Jalan Batu Maung, Batu Maung, 11960 Bayan Lepas, Penang, Malaysia PO Box 500, GPO 10670, Penang, MALAYSIA c/o The WorldFish Center-- Malaysia/Philippines Gender, Malaysia Office (HQ) Jalan anthropology Batu Maung, Batu Maung, 11960 Bayan Lepas, Penang, Malaysia PO Box 500, GPO 10670, Penang, MALAYSIA (in transition to freelance consultant based on 08801712-01-2232
Sabina
Islam
WorldFish
Principal Investigator (Nat'l)
Gender
islam.sabina@gmail. com
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Given Name
Family Name
Institution
Role in the project Professional discipline

Principal Investigator (Reg'l) Aquaculture
Email
Alternate Email
Work Phone
Mobile Phone
Fax
Postal Address
Country
Expertise
Benoy Kumar
Barman
WorldFish
b.barman@cgiar.org
00880-2 8813250 00880-2 8814624 Ext: 201
0088 01712-192423 00880-2 8811151
The WorldFish Center-Bangladesh Bangladesh Office House 22B, Road 7, Block F, Banani, Dhaka-1213, BANGLADESH
Aquaculture
Emdad
Hossain
WorldFish
Principal Investigator (Nat'l)
Monitoring and evaluation
md.e.hossain@cgi emdad2003@yaho 00880-2-8813250 ar.org o.com

miah@irri.org 00880-2 9898011 00880-2 9886608 Ext: 111
1713451784
Hamid
Miah
Private (ex-IRRI)
Consultant
Agriculture
0088 01711-593516
-28810271 The WorldFish Center-Bangladesh Bangladesh Office House 22B, Road 7, Block F, Banani, Dhaka-1213, IRRI Bangladesh Office, Bangladesh House #, 9, Road# 2/2, Chairman Bari, Banani, Dhaka-1212, Bangladesh
M&E
Agriculture
Zahurul
Karim
Private (ex GOB)
Consultant
Agriculture policy
zkarim@caseed.org zaharulkarim@hotm 008802-8130875 ail.com (home)
0088 0173 -040583
Apt # 4D, House 74, Silicon Garden, Road # 11/A, Dhanmondi R/A, Dhaka1205, Bangladesh
Bangladesh
Agriculture
Salma
Sultana
WorldFish
Consultant
Communications
s.salma@cgiar.org salma_sultana28@ 00880-2-8813250 yahoo.com

manoranjan.km@br ac.net bimalbkb@gmail.co m jsundaray@gmail.co m 91-3210-255072 1817534341 880 171 1430 203
Manoranjan
Mondal
BRAC
Principal Investigator (Nat'l) Principal Investigator (Nat'l) Principal Investigator (Nat'l) Principal Investigator (Nat'l)
Bimal. K
Bandyopadhyay
Central Soil Salinity Research Institute Central Institute of Brackishwater Aquaculture BARC
Jitendra Kumar
Sundaray
Agriculture and Food Security Program Head Principal ScientistSoil Chemistry and Fertility Principal ScientistAquaculture Chief Scientific Officer
-28810271 The WorldFish Center-Bangladesh Bangladesh Office House 22B, Road 7, Block F, Banani, Dhaka-1213, 1212 Bangladesh 75 Mohakhali, Dhaka
Communications/N GO sector/development Water Management
91 9830044110
91-9531604400
Dr. Md Kabir Ikramul Haque
ikramfish@yahoo. com
8802 8117110
(+88) 01711 466424
Regional Research Station, India Canning Town 743329, West Bengal Kakdwip, 24 Paraganaa India (South), West Bengal 743347 BARC, Farmgate, Dhaka Bangladesh 1215.
Soil Chemistry
Aquaculture
Agriculture and fisheries
Positions where persons remain to be identified Basin Leader M&E Manager Basin/Project Leader Management of M&E program
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Responsible for
Project/Basin leader responsible for overall management of Project G5 (Outputs 0-6)
WorldFish South Asia Director will provide a senior role in oversight of the project and connections/advice to major development actors and senior govt policy makers (Outputs 0-6) Science advice on M&E, adaptive management systems (Output 1) and innovation research (Output 4)
Science support on aquaculture, reporting, communications related to Outputs 1,2 and 3
Science support to M&E (Output 1) and innovation research (Output 4). Social scientist input to assist in G5
Support to development of Ganges BDC communications strategy
Preparation of gender strategy and initial training (Output 1) and oversight in some follow up actions to be defined in cooperation with Bangladesh based research assistant below
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Responsible for
Science support
National-recruited staff to support adapative management and ME system (Output 1)
Agriculture expert with excellent connections to senior policy makers, and will assume responsibility for advising program on strategies for influencing policy related to agriculture and aquaculture research outputs (G2 particularly) (supporting Outputs 1-4, but largely focussed on Output 2) Senior expert in government policy, and will advise program on opportunities for influencing policy and strategies across G1-G4. Supporting Outputs 1-4, but largely focussed on output 2 Development and management of communications program resource management for rice based cropping systems (Bangladesh) rice based systems (India)
aquaculture systems (India)
Focal point for liaison with BARC subject to ongoing discussions on detailed cooperation arrangements (MOU)
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Project Name Date Actor(s) Coordinating and Change Enabling Project February 15, 2011 Desired change in actor(s) practice
A change in practice or behavior is a change in the way people (in this case, the 'actors' in the 1st column) DO things. So here, try to use action words- such as 'use', 'coordinate', 'plant', 'participate in', 'integrate', 'implement', etc.
Required change in actor KAS Project strategies and Project outputs for change to happen prototypes for bringing about changes
To be able to 'use' something, people usually need to first know/ understand it, and its advantages, and/ or have developed the skills to use it, or at least to believe or trust the benefits of using it. Look at your practice change, and make explicit 2-4 KAS changes that are key to having the actor groups change their practice. How will your project contribute to make these changes happen? What are your ideas on how to help people change? Here, it may help to think what other projects have done before that has NOT worked well- what will your project do that is different? Better? Strategies can be the way (for example, codevelop instead of impose) you do things. Strategies are also the timing, methods, partnerships, language, etc. you choose to use These come straight out of your road map/ research questions and/ or your contracted deliverables. Which is (are) your project's main output (s) related to this 'line of change?
Risks and Assumptions
Hint: Start with this question: if this project is successful, WHO will change? What groups of people or organizations will be affected? Be realistic, and prioritize the most 'affected'. Then, try to be as specific about the actor groups as possible- in some actor groups as possible- in some cases you have the names or exact location of the actor(s)- use them here.
Outcome Pathway 1
BDC Researchers (project G1G4 teams)
G1-G4 project teams using adaptive management systems, resulting in increased self-reflection, effective cooperation between projects, improved communication between projects and effective engagement with users
Knowledge, Attitude and Skill for M&E and adaptive management within project teams; enhanced communication skills; willingness to engage with stakeholders for change
Establish M&E system and develop adaptive management system Conduct necessary activities such as: (i) establish management team; (ii) conduct monthly meetings and create regular space for reflection by project teams. Support communication and capacity building events.
High quality research products - Lack of well structured reports and other outputs incentives, communication produced according to agreed difficulties among teams milestones and indicators established in the M&E system; and more generally a well coordinated Ganges research program with teams working effectively with each other and partners to deliver positive development outcomes and impacts
Narrative 1
Projects G1 to G4 will use an adaptive management system that contributes to achieving positive development outcomes from research. The results based M&E system would provide the tools and space to practice adaptive management. Project G5 will guide and support implementation, but responsibilities will lie with all individual projects to establish their M&E system. G5 will convene and early meeting of G1-G5 project teams to develop the M&E and adaptive management system, and support capacity building to implement the system.
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Project Name Date Actor(s)
Coordinating and Change Enabling Project February 15, 2011 Desired change in actor(s) practice Required change in actor KAS Project strategies and for change to happen prototypes for bringing about changes Provide a policy framework and Knowledge and Attitude among Demonstrating value of incentives for applying and policy makers as required for integrated solutions from scaling out of practices policy change. Approach needs projects G1-G5 towards demonstrated through the to be tailored to senior policy achieving progress. CPWF Ganges BDC makers. Teasing out policy implications and strategies from research. Identification of communication strategies, champions and pathways though which change may occur Use of adaptive management system to respond to share lessons and respond to opportunities Project outputs Risks and Assumptions
Outcome Pathway 2
Government, and particularly influential policy makers
Policy changes through delivery and application of knowledge products, policy briefs, other interventions that are effective with policy makers. Documentation of lessons learned for wider sharing Products that create visibility of project outputs to government and development actors
Natural disasters in project target areas. Lack of ownership of project outputs due to ineffective or late engagement of policy makers
Narrative 2
Policy adoption by government is assumed to create an enabling environment within which larger investments from development partners can achieve significant change within the brackishwater areas of the Ganges. Project G5 will play an enabling role in change processes, either by direct engagement or supporting/facilitating other projects to more directly work for government policy change.
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Project Name Date Actor(s)
Coordinating and Change Enabling Project February 15, 2011 Desired change in actor(s) practice Development actors pursue programs in the Ganges basin using the development solutions arising from G1-G4 research Required change in actor KAS Project strategies and for change to happen prototypes for bringing about changes Government to provide Communications directives to relevant Capacity building organizations to upscale Building partnerships with validated technologies and development partners to apply management systems. Ganges basin research Awareness among Assist NGOs to identify the government, NGO and private training needs. sector of how Ganges BDC research can achieve outcomes and impacts and capacity to apply research findings Project outputs Risks and Assumptions
Outcome Pathway 3
Development actors making large scale investment in project areas and/or similar locations. These may include government, development banks, NGOs and private sector investors.
Demonstrated approaches for scaling out effectively in specific conditions of focal hubs. Capacity building tools, extension materials. Lessons learned documents. Outputs from innovation research activities.
Natural disasters in project target areas. Lack of ownership of project outputs due to ineffective or late engagement of development actors.
Narrative 3
G5 will work with development partners, including civil society, international banks and donors, and private sector to encourage wider scaling out or project outputs. This will be achieved through communication of Ganges BDC research outputs and outcomes; demonstrating their relevance to the goals of development partners; and helping actors to build the skills to apply these. Key NGO partners (BRAC) are expected to play a significant role in scaling out.
Impact Narrative Project G5 will use adaptive management systems and create a working environment among G1 to G5 project teams that delivers research outputs that are relevant and influential in acheiving the Ganges BDC goals. It will collaborate with development actors, primarily government, NGO and private sector in influential ways that can achieve positive development outcomes and impacts from the scaling out and up of research outputs from Ganges BDC projects.
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Outcome Targets Indicator Plan

The Outcome Target Indicators Plan (OTIP) contains specific description(s), for each Outcome Pathway (from OLM), of who/ how many exactly the project expects to change (Practice and/or KAS) and by how much, by the end of the Project. roject is committing to measure. THe expected output in this OTIP is a list of indicators ONLY for the Outcome Targets that the Indicators and tools to measure them are included for each outcome target.
Project Name Date No. ACTOR and how they will CHANGE
Coordination and Change Enabling Project February 15, 2011 Outcome target(s) Indicator(s) of progress towards Outcome Target(s)
What you will observe and measure to know you are moving towards the Outcome Target (other than milestones)?
Tools to measure progress towards Outcome Target(s)

What will be your instruments to observe and measure your progress towards the Outcome Target ?
Taken from the OLM: Actor group and Specific description(s) of who/ how many the practice, knowledge, attitude or skills exactly the project expects to change change (Practice and/or KAS) and by how much, by the end of the Project. There can be more than one Outcome Target per each Outcome line (first column- actor + expected final change)
Project G1-G5 teams
G1-G5 teams share a focus on outcomes as an important part of program implementation.
A change in attituce and priorities to include outcomes in addition to outputs.
Project reports and most significant change analysis Minutes and participant feedback during monthly and annual reflection meetings Project reports; descriptions or minutes of engagement
Opportunities identified for Monthly and annual reflection improving development outcomes meetings generate positive lessons and impacts from Project G1-G5 team and opportunities for improvement. work; BDC stakeholders that can influence Stakeholders are aware of policy or Systematic engagement with the policy or practice at the local, regional practice messages and choose to relevant BDC stakeholders via or national levels include them in policy, plans or other selected information pathways actions.
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Project Name Date No. ACTOR and how they will CHANGE Development actors that can influence the scaling up or out of project outputs and outcomes
Coordination and Change Enabling Project February 15, 2011 Outcome target(s) Indicator(s) of progress towards Outcome Target(s) Stakeholders are aware of policy or Systematic engagement with the practice messages and choose to relevant BDC stakeholders via include them in policy, plans or other selected information pathways actions. Development partners recoginze and Partners utilized gender analysis and address issues related to gender in gender sensitive practices and their work technologies in their work Tools to measure progress towards Outcome Target(s) Project reports; minutes of reflection meetings
Technical and progress reports of development partners that contain reference to gender-related activities.
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Milestone Plan
Project Name Date To be filled by PLs and Project Teams No. Milestones = your progress markers Deadline Responsible Partner Institution Responsible Staff Project Member
For delivery of Milestone, can only be one
For Reporting
Coordination and Change Enabling Project April 12, 2011 To be reported by PLs and Project Team Status report on delivery of milestones
Outputs required by other projects
Means of verification
Description of deliverable required to achieve change, from Gantt
For delivery of For delivery of Milestone, Milestone, can format: yy-mm- only be one
Yes or no? If yes, What the project will deliver to please specify the CPWF as evidence of completion of the Milestone
Report on delivery of milestones or changes to plan. Changes to Milestone Plan must be justified.
0 Project Management and Implementation 0.a 0.b Contract signing Inception workshop 2011/04/01 2011/10/31 CPWF WFC BL No Yes (G1-G4) Not relevant Inception report 10-May-11 Launching workshop on 01-02 June 2011; Inception workshop on 31 Oct to 01 Nov 2011
0.c 0.d
Inception report submitted Annual report submitted
0.e 1.a
Final report submitted Adaptive management system completed
2011/12/15 2012-03-31 2012-12-30 2013-12-30 2014/03/31 2012/03/30
WFC WFC
BL BL
Yes (G1-G4) Yes (G1-G4)
Inception report Annual report
20 Nov submitted to BL Report submitted to BL on lasr week of March 2012
WFC WFC
BL CC/EH
Yes (G1-G4) Yes (G1-G4)
Annual report Adaptive management guidelines Gender strategy document
2.a
Gender guidance document/strategy released for CWFP Ganges researchers/partners Communication strategy completed
2012/03/31
WFC
Consultant
Yes (G1-G4)
The guidelines prepared and submitted to HQ/CPWF on 18 Mar 2012 Gender guidelines of G5 prepared and submitted on 23 Oct 2011 Prepared and submitted to HQ/CPWF on 18 Mar 2012
3.a
2012/06/30
WFC
SS
Yes (G1-G4)
Communications strategy document
Milestone Plan
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Project Name Date To be filled by PLs and Project Teams No. Milestones = your progress markers
Deadline
Responsible Partner Institution WFC
Responsible Staff Project Member SS
Outputs required by other projects Yes (G1-G4)
3.b
Web site launched (Private wiki, public Ganges BDC component of CPWF/links to other relevant sites) Initial visioning and planning for policy change with partners and other Ganges BDC projects Interim evaluation Policy lessons prepared Initial visioning and planning for engaging with development actors Interim evaluation Lessons prepared
2012/03/31
Web site
Launched wiki and it is in operation
4.a 4.b 4.c 5.a 5.b 5.c 6.a 6.b 6.c
2012/03/30 2013/03/31 2014/03/31 2012/03/30 2013/03/31 2014/03/31
WFC WFC WFC WFC WFC WFC WFC WFC WFC
BL/consultant BL/EH BL/Consultant BL/Consultant BL/EH BL CC/EH EH CC/EH
Yes (G1-G4) Yes (G1-G4) No Yes (G1-G4) Yes (G1-G4) No Yes (G1-G4) No No
Report Evaluation report Science papers, evaluation report Report Evaluation report Science papers, evaluation report Concept Note Report, science papers Science papers, policy briefs
Prepared and submitted to HQ/CPWF on 31 Mar 2012
Research plan completed 2012/06/30 Outputs as defined in final Innovation Research plan 2013/06/30 2014/03/31 Final synthesised output on Innvovation Research 2014/03/31 (science paper, lessons learned synthesis document)
Milestone Plan
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Project Name Date To be filled by PLs and Project Teams No. Milestones = your progress markers
Deadline
Responsible Partner Institution
Responsible Staff Project Member
Outputs required by other projects
Milestone Plan
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For review by BL
For review by CPWF
Review of evidence of delivery of Review of evidence of delivery of milestone and of research quality milestone and quality check of BLs and relevance review
To be assessed by Basin Leader To be assessed by CPWF
G5 organized two workshops one as launching and another as inception instead of one. Participation was appreciable from Government, research and other G projects Both reports submitted Submitted to MT on due date (16 April 2012)
Milestone Plan
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For review by BL
For review by CPWF
Review of evidence of delivery of Review of evidence of delivery of milestone and of research quality milestone and quality check of BLs and relevance review Launched wiki and it is in operation Prepared and submitted to HQ/CPWF on 31 Mar 2012
Milestone Plan
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For review by BL
For review by CPWF
Review of evidence of delivery of Review of evidence of delivery of milestone and of research quality milestone and quality check of BLs and relevance review
Milestone Plan
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Milestone Plan
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Milestone Plan
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Milestone Plan
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Milestone Plan
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Milestone Plan
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Milestone Plan
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Gantt Chart
Project Name Date No. Coordination and Change-Enabling Project April 12, 2011 Activity/ Milestone Q1 2011 Q2 Q3 2012 Q2 Q3 2013 Q2 Q3 2014 Q2 Q3
Q4
Q1
Q4
Q1
Q4
Q1
Q4
Activities
0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 0.10 0.11 0.a 0.b 0.c 0.d 0.e
Output 0: Project management systems in place, resulting in a well coordinated research program delivering high quality research outputs and effective engagement with development partners Contract Signed Complete staff recruitment Prepare Project Inception Workshop and Launch Event Host Inception Workshop and Launch Event (May 2011) Submission of Inception Report Host Bi-monthly Project Meetings Prepare and Host Annual Project Meeting and Reflection event Participate in International Forum on Water and Food (3,4) Prepare annual project progress reports Prepare and Host Final Project Meeting/Event Final report Contract signing Inception workshop Inception report submitted Annual report submitted Final report submitted
Milestones
0.a 0.b
0.b 0.c
0.c 0.d
0.d
0.d
0.d 0.e
Activities
Output 1: Adaptive management system 1.1 Prepare plan and develop adaptive management system including M&E/learning for innovation 1.2 Complete documentation on adaptive management system 1.3 Provide support to G1-G4 team as needed to implement 1.4 system Bi-monthly meetings of Dhaka team leaders 1.5 Bi-annual team leaders and reflection events
Milestones
1.a Adaptive management system completed
1.a
1.a
Gantt Chart
Page 28 of 41
Project Name Date No.
Coordination and Change-Enabling Project April 12, 2011 Activity/ Milestone Q1 2011 Q2 Q3 2012 Q2 Q3 2013 Q2 Q3 2014 Q2 Q3
Q4
Q1
Q4
Q1
Q4
Q1
Q4
Activities
Milestones
Output 2: Gender strategy 2.1 Develop a gender guidance document/strategy based on CSIA and CRP1.3 strategy 2.2 Hold training and awareness raising actions to support teams (G2 and G3 in particular) to implement gender strategy in their research 2.a Gender guidance document/strategy released for CWFP Ganges researchers/partners Output 3: Communication strategy 3.1 Engage with G1-G4 partners and CPWF management to develop strategy 3.2 Complete communication strategy inc. data management among other Ganges projects 3.2 Establish internal communications systems/web 3.4 site/wiki/software Implement communications strategy/engagement with 3.a stakeholders strategy completed Communication 3.b Web site launched (Private wiki, public Ganges BDC component of CPWF/links to other relevant sites)
2.a
Activities
Milestones
3.a 3.b
3.a
Activities
Output 4: Policy products and processes derived from research outputs, supporting wider scaling up and out of Ganges research outputs 4.1 Conduct program baseline survey (community, institutions, relevant development actors, using tools such as netmap) 4.2 Policy dialogue engagement strategy prepared 4.3 Policy communication materials released 4.4 Evaluation of lessons learned (via reflection events, and M&E processes) 4.a Initial visioning and planning for policy change with partners and other Ganges BDC projects 4.b Interim evaluation 4.c Policy lessons prepared
Milestones
4.a
4.a
4.a 4.b 4.b 4.c
Gantt Chart
Page 29 of 41
Project Name Date No.
Coordination and Change-Enabling Project April 12, 2011 Activity/ Milestone Q1 2011 Q2 Q3 2012 Q2 Q3 2013 Q2 Q3 2014 Q2 Q3
Q4
Q1
Q4
Q1
Q4
Q1
Q4
Activities
Output 5: Development actors (government, NGO, private sector) effectively engaged with a range of knowledge and capacity building products and activities that support translation of research outputs to development outcomes and impacts 5.1 Conduct program baseline survey (with 2.1) 5.2 Development partner engagement strategy prepared (with 2.2) 5.3 Communication materials released, training activities 5.4 Evaluation of lessons learned 5.a Initial visioning and planning for engaging with development 5.b actors evaluation Interim 5.c Lessons prepared Output 6: Innovation research that contributes to increased understanding of ways of creating development outcomes and impacts from research 6.1 Prepare research plan for Innovation for Learning Research 6.2 Consult with CPWF and Learning to Innovate TWG for inputs to research plan, and prepare concepts for any complementary research required 6.3 Identify/obtain complementart funds for Innovation research 6.4 Implement Innovation Research 6.5 Sharing of outputs and experiences 6.a Research plan completed 6.b Outputs as defined in final Innovation Research plan 6.c Final synthesised output on Innvovation Research (science paper, lessons learned synthesis document)
Milestones
5.a
5.a
5.a 5.b 5.c
Activities
Milestones
6.a
6.a 6.b 6.b 6.b 6.b 6.c
Gantt Chart
Page 30 of 41
Schedule of Reports and Payments

This worksheet will be filled by CPWF Finance Officer for contracting
Project Name Date No. 1 2 3 4 Amount (US$)
Coordination and Change Enabling Project (G5) April 12, 2011 Comment Due Date Paid on return of the signed Award Letter. These funds are to cover the first six months activities of the Project Paid following satisfactory assessment of progress of the first 6 months of project implementation. Paid following satisfactory assessment of progress of the first 12 months of project implementation. Paid following satisfactory assessment of progress of the 18 months of project implementation. Paid following satisfactory assessment of progress of the 24 months of project implementation. The milestone plan for the following two years of project activities must also be approved. Paid following satisfactory assessment of progress of 30 months of project implementation. Paid following satisfactory assessment of progress of 36 months of project implementation. A review may also be undertaken at this point at the discretion of the CPWF. Paid on acceptance of the Project Completion Report and an external audit report.
6 7 8
Schedule of Reports and Payments
Page 31 of 41
Budget Summary
(Before working on the Personnel budget cells, complete the other spreadsheet named PNXX $ Time Allocation) Project Name Coordination and Change Enabling Project (G5) Date April 12, 2011 2011 1 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.2 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6 2 2.1 2.1.1 2.1.2 2.1.3 2.2 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 PERSONNEL REMUNERATION, TRAVEL AND ACCOMMODATION PERSONNEL Project Leader Principal Investigators (Int'l ) Principal Investigators (Nat'l) Consultants- national contracts Support Staff Other Project Participants TRAVEL AND ACCOMMODATION Project Leader Principal Investigators (Int'L & Reg'l) Principal Investigators & other Science staffs(National) Consultants Support Staff Other Project Participants RESEARCH OPERATION EQUIPMENT Office equipment Laboratory equipment Field equipment CONSUMABLES General communication expenses Office supplies Laboratory supplies Field research supplies Other support services (IT services, public areas, facilities, rent, utilities) 2012 2013 2014 TOTAL
16,758 32,725 17,133 20,592 -
31,026 26,636 39,654 37,862 -
33,508 15,835 40,843 38,179 -
12,063 11,768 4,792 1,500 -
93,356 86,964 102,422 98,132 -
3,000 3,000 8,000
5,000 5,000 11,000
5,000 5,000 10,000
1,500 2,500 4,000
14,500 15,500 33,000 -
6,500
6,500 -
2,520 2,200 1,000
3,600 4,000 2,000
3,600 4,000 2,000
1,200 1,200 500
10,920 11,400 5,500
1,600 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 3 COMMUNICATIONS Communications products Bi-monthly team meetings Team/partner training events Participation in Reflection Workshops National Contract Participation in IFWF3 and IFWF4
2,400
2,400
800
7,200
6,000 1,200 3,000 8,000 10,000
8,000 2,000 3,000 8,000
8,000 2,000 3,000 8,000 10,000
1,000 600 500 5,500
23,000 5,800 9,500 29,500 20,000
LUMP SUM CONTRACT AGREEMENTS FOR SPECIFIC DELIVERABLES
3.1 3.2
BRAC sub-contract Training sub-contract
25,000 10,000
50,000 20,000
50,000 20,000
20,000 7,500
145,000 57,500
Budget Summary
Page 32 of 41
4 4.1 4.2
MISCELLANEOUS CONTINGENCY (% OF BUDGET) OVERHEADS [WorldFish (19.21% - direct cost [WorldFish (7% on totalsubcontrcat] [INSTITUTION (% ] [INSTITUTION (% ] [INSTITUTION (% ] 124,306 110,111 14,195 -
29,964 27,514 2,450
41,241 36,341 4,900
41,661 36,761 4,900
11,439 9,494 1,945
TOTAL REQUESTED FROM CPWF
208,192
300,420
303,026
88,362
900,000
Budget Summary
Page 33 of 41
Budget Comments
Please provide as much information as possible to enable a good understanding of the key expenditures required.
Project Name Date
Coordination and Change Enabling Project April 12, 2011 COMMENTS
MATCHING FUND (if any) 1 PERSONNEL REMUNERATION, TRAVEL AND ACCOMMODATION PERSONNEL Project Leader Principal Investigators (Int'L & Reg'l)
US$225,454
1.1 1.1.1 1.1.2
Includes budget for "Senior coordinator" (William Collis, Director WorldFish South Asia) who will support the Basin leader and complementary high level and change-enabling support; and necessary international staff responsible for certain project activities. Costing are based on WorldFish norms, but without service charges which is provided by WorldFish as a matching fund. Some partial support to the Coordination role of William Collis is also provided by CSISA Includes budget for several national staff supporting the project in various roles. Costing are based on WorldFish norms, but without service charges which is provided by WorldFish as a matching fund. Several Bangladesh consultants are included. They have been identified because of their ability to advise on policy influence within government, adding considerable value to the work of Project G5
1.1.3
Principal Investigators (Nat'l)
1.1.4
Consultants
1.1.5 1.1.6 1.2 1.2.1
Support Staff Other Project Participants TRAVEL AND ACCOMMODATION Project Leader
1.2.2 1.2.3
Principal Investigators (Int'L & Reg'l) Principal Investigators & other Science staffs(National)
Domestic travel for project leader, covering field visit travel, rent a car/petrol as needed, living allowance, accomodation and related expenses. Domestic and international travel, living allowances and accomodation for project staff. Domestic travel for project staff, covering field visit travel, car rent as necessary or petrol for WorldFish vehicle depending on needs, living allowances, costs of accomodation. This travel cost is necessary for proper and effective management of the project. Costs will follow WorldFish norms.
1.2.4 1.2.5 1.2.6
Consultants Support Staff Other Project Participants
Budget Comments
Page 34 of 41
2 2.1 2.1.1 2.1.2 2.1.3
RESEARCH OPERATION EQUIPMENT Office equipment Laboratory equipment Field equipment
Computers,printers and other minor furniture items required for projects staff.
Budget Comments
Page 35 of 41
2.2 2.2.1
CONSUMABLES General communication expenses
Telephone, internet and mobile phone allownace for project related staff. This budget is exclusively for project staffs. Contribution to stationery, office supplies, cleaning materials, computer printing supplies and others. Field research activities such as data collection and related purposes. Hub office rent, electricity, water, gas, office facility maintenance, and others IT services.
2.2.2 2.2.3 2.2.4 2.2.5
Office supplies Laboratory supplies Field research supplies Other support services (IT services, public areas, facilities) COMMUNICATIONS Communications products Bi-monthly team meetings Team/partner training events Participation in Reflection Workshops Participation in IFWF3 and IFWF4 LUMP SUM CONTRACT AGREEMENTS FOR SPECIFIC DELIVERABLES BRAC sub-contract
2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 3
Various items (publications, policy briefs, posters, etc depending on needs) Minor expenses associated with organisation of bi-monthly meetings Costs associated with training events and meetings for project participants and partners. National contract will be provided for organisation of reflection workshops Participation in IFWF3 and IFWF4
3.1
3.2
Training sub-contract
Lump sum contract will be provided to the Bangladesh Rural Advancement Committee (BRAC) for deliverables associated with largely with Output 3 (75%) and advisory service related to the remaining Outputs (25%) This budget is for a training subcontract(s) to a Bangladeshbased organisation. Discussion are being held with a Bangladesh agency named "Programme Support Professionals Limited" with experience in developing training tools, and delivering training to government, donor projects and NGOs.
3.3 4 4.1 4.2 MISCELLANEOUS CONTINGENCY (% OF BUDGET) OVERHEADS OVERHEADS [INSTITUTION (% ] [INSTITUTION (% ] [INSTITUTION (% ] [INSTITUTION (% ]
WorldFish audited overhead costs are applied Partners amount - 7% OH has been calculated (though WorldFish overhead rate is 19.21%)
Budget Comments
Page 36 of 41

Project Name Date No. Personnel Coordination and Change Enabling Project (G5) April 12, 2011 Name Institution
Brief Description of Contribution to Project, as described Type of in G5 Contacts (Project Workbook) Institution
Entries from Column S are added for reviewers' comments and to note items for clarification. There should be a clear assignment of outputs. Mark (with 1) lead and contributed outputs in columns (S) to (X)
Days per Year 2011 2012 2013 2014 TOTAL
Daily Charge Out (US$)
Personnel Costs [@8% inflation] 2011 2012 2013 2014
Total (US$) 0 1 2
Outputs 3 4 5 6
Total
1.1.1 Basin Leader
Dr. Nowsher Ali Sarder
WorldFish
CGIAR
Project/Basin leader responsible for overall management of Project G5 (Outputs 0-6) WorldFish South Asia Director will provide a senior role in oversight of the project and connections/advice to major development actors and senior govt policy makers (Outputs 0-6). Additional 18 days over the period of the project will be covered by CRP1.3. Science advice on establishing M&E/adaptive management systems (Output 1) and innovation research (Output 6) Science support on reporting, communications related to Outputs 3,4 and 5 Science support to M&E (Output 1) and in-basin coordination of innovation research (Output 4). Additional 18 days for Innovation Researhc over the period of the project will be covered by CRP1.3. Support to development of communications strategy, and synergies with WorldFish/CRP communications systems. Participation supported by WorldFish Advice on gender strategy and initial training (Output 2) and oversight in some follow up actions in cooperation with Bangladesh based research assistant below
126
216
216
72
630
133
16,758
31,026
33,508
12,063
93,356
1.1.2 PI (Int'l)
William J Collis
WorldFish
CGIAR
10
12
32
779
7,790
10,096
4,543
4,907
27,336
PI (Int'l)
Charlie Crissman
WorldFish
CGIAR
10
25
890
8,900
5,767
6,229
3,363
24,259
PI (Int'l) PI (Int'l)
Michael Phillips Ben Belton
WorldFish WorldFish
CGIAR CGIAR
10 5
10 5
2 7
2 3
24 20
802 391
8,020 1,955
8,662 2,111
1,871 3,192
2,021 1,478
20,573 8,736
1 1
1 1
2 2
PI (Int'l)
Fiona Chandler
WorldFish
CGIAR
PI (Int'l)
Nireka Weeratunge-Starkloff
WorldFish
CGIAR
10
10
606
6,060
6,060
32,725 1.1.2 PI (Reg'l) 1.1.3 PI (Nat'l) PI (Nat'l) Benoy Kumar Barman Sabina Islam WorldFish WorldFish CGIAR CGIAR Science support Gender strategy development and Gangese G5 implementation support (inputs - 10% of time) paid for by CSISA National-recruited staff to support adapative management and M&E system and Innovation Research (Output 1, and contributions to 4-6) National-recruited staff for support through Outputs 4-6 according to need National-recruited staff for support through Outputs 4-6 according to need 7 7 4 4 22 123 861
26,636
15,835
11,768
86,964 2,985 1 1 1 1 1 1 1 0
930
574
620
6 1
PI (Nat'l)
Md. Emdad Hossain
WorldFish
CGIAR
90
216
216
36
558
92
8,280
21,462
23,179
4,172
57,093
PI (Nat'l) PI (Nat'l)
TBD
WorldFish
CGIAR
108
216
198
0 522
37
3,996
8,631
8,545
21,172
0 6
PI (Nat'l)
TBD
WorldFish
CGIAR
108
216
198
522
37
3,996 17,133
8,631 39,654 8,400
8,545 40,843 7,000
4,792 700
21,172 102,422 20,300 1
1.1.4 Consultants
Hamid Miah
Consultant
Private
Zahurul Karim
Consultant
Private
Agriculture expert with excellent understanding of policy processes, and connections to senior agriculture policy makers, and will assume responsibility for advising program on strategies for influencing policy related to agriculture and aquaculture research outputs (G2 particularly) (supporting Outputs 4-6, but largely focussed on Output 4) Senior expert in government policy, and will advise program on opportunities for influencing policy and strategies across G1-G4. Supporting Outputs 4-6, but largely focussed on output 4 Development of communications strategy, and management of communications program
12
24
20
58
350
4,200
12
20
20
54
400
4,800
8,000
8,000
800
21,600
Salma Sultana
Consultant
Private
126
216
216
558
92
11,592
21,462
23,179
56,232
20,592 1.1.5 Support Staff Support Staff 1.1.6 Other Project Participants 0 0 -
37,862
38,179
1,500
98,132 0 0
0 0 0
Page 37 of 41
Entries from Column S are added for reviewers' comments and to note items for clarification. There should be a clear assignment of outputs. Mark (with 1) lead and contributed outputs in columns (S) to (X)
Date No. Personnel
April 12, 2011 Name Institution

Brief Description of Contribution to Project, as described Type of in G5 Contacts (Project Workbook) Institution
Days per Year 2011 2012 2013 2014 TOTAL
Daily Charge Out (US$)
Personnel Costs [@8% inflation] 2011 87,208 2012 135,178 2013 128,365 2014 30,123
Total (US$) 0 380,874 10 1 8 2 6
Outputs 3 10 4 7 5 7 6
Total
TOTAL
54
Page 38 of 41
Indicative Breakdown of Budget by Output

Project Name Date Output Output 0: Project management systems in place Ganges Coordination and Change Enabling Project April 12, 2011 $ value of the budget 59,937 1,450 6,225 67,612 59,937 1,450 6,225 67,612 59,937 1,450 6,225 67,612 59,937 2,900 6,225 69,062 149,842 21,750 101,161 272,753 149,842 108,750 23,345 281,937 59,937 7,250 6,225 73,412
Institution WorldFish (10%) BRAC (1%) Local consultants (4%) Total for Output 1 WorldFish (10%) Output No. 1: Adaptive management BRAC (1%) system Local consultants (4%) Total for Output 2 WorldFish (10%) Output No. 2: Gender strategy BRAC (1%) Local consultants (4%) Total for Output 3 Output No. 3: Communications strategy WorldFish (10%) BRAC (2%) Local consultants (4%) Total for Output 4 WorldFish (25%) Output No. 4: Policy products BRAC (15%) Local consultants (65%) Total for Output 4 WorldFish (25%) Output No. 5: Development actors BRAC (75%) engaged Local consultants (15%) Total for Output 4 WorldFish (10%) Output No. 6: Innovation research BRAC (5%) Local consultants (4%) Total for Output 4
TOTAL
900,000
Page 39 of 41
Ganges Coordination and Change Enabling Project April 12, 2011 % share of the budget 7% 0% 1% 8% 7% 0% 1% 8% 7% 0% 1% 8% 7% 0% 1% 8% 17% 2% 11% 30% 17% 12% 3% 31% 7% 1% 1% 8%
100%
Page 40 of 41

Project Name Date Institution WorldFish Center BRAC Ganges Coordination and Change Enabling Project (G5) April 12, 2011 Total $ value Total % share Comments 599,367 66.6% 145,000 16.1% Note: the local (Bangladesh) direct contracts are 33.40% of total budget; the proportion will however increase during implementation through sub-contract for reflection events, communication products and training activities . Beside sub contrcat we have separate budget for partners training and development. 155,632 17.3%
Local consultants for provision of expert advice, sub-contracts for communications and partner organizations for conduct of training activities TOTAL
900,000
100.0%
Page 41 of 41

G5 Project Workbook-Revise in Reflection 01apr2012

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G5 Project Workbook-Revise in Reflection 01apr2012

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Project Workbook

Project Partners and Contact Information

Outcomes Logic Model

CPWF M&E Guide- OLMs 4 Outcome Target Indicators Plan

CPWF M&E Guide- Outcome Indicators Plan 5 Milestone Plan

CPWF M&E Guide- Milestone Plan

CPWF Project Workbook

CPWF M&E Guide- Gantt Chart 7 Schedule of Reports and Payments

= filled by CPWF Finance Officer for contracting

Staff Time Allocation and Breakdown of Personnel Costs

Indicative Breakdown of Budget by Outputs

Indicative Breakdown of Budget by Institution

CPWF Project Workbook

Title Page with Reviewers' Comments

Response from the Project Leader (include date)

Status of changes required after resubmission [to be filled in by the reviewers]

PL response (include date), round 2

Revised proposal Contact sheet

First submission 2011.02.28 First submission 2011.02.28

First submission 2011.02.28

Changes accepted and incorporated. 2011.04.10

First submission 2011.02.28

First submission 2011.02.28

First submission 2011.02.28

CPWF Project Workbook

Title Page with Reviewers' Comments

Review Questions (RQ)

Remarks on status (inlcude date) First submission 2011.02.28

Changes required to proceed to contracting

Response from the Project Leader (include date)

PL response (include date), round 2

Required by time of Inception Report Ditto Ditto

CPWF Project Workbook

Title Page with Reviewers' Comments

Review Questions (RQ)

Remarks on status (inlcude date)

Changes required to proceed to contracting

Response from the Project Leader (include date)

PL response (include date), round 2

Program Manager MT Point Person

Ok, TBIs to be filled in by time of Inception Report

RQ6: Have reviewers' comments been addressed?

Yes, all reviewers' commets have been addressed

CPWF Project Workbook

Title Page with Reviewers' Comments

Review Questions (RQ)

Remarks on status (inlcude date)

Changes required to proceed to contracting

Response from the Project Leader (include date)

Status of changes required after resubmission [to be filled in by the reviewers]

PL response (include date), round 2

Approved by Boru, 6th May 2001

CPWF Project Workbook

Title Page with Reviewers' Comments

Project Partners and Contact Details

nsarder@cgiar.org nsarder@gmail.co 00880-2-8813250 m

Principal Investigator (Int'l)

Principal Investigator (Int'l)

00604 -626 1606 Ext: 192 Direct Line: 006046202192

Agriculture scientist, impact assessment

Principal Investigator (Int'l)

00604- 626 1606 Ext:160 Direct Line: 006046202160