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Project Management

 

The scope of the component is

A.      the establishment of the State Nodal Office at its headquarters in Jaipur;

B.      the establishment of a Project Management Unit at Jodhpur and six Block Project Management Units (BPMUs) one each in Bap (Jodhpur), Pokharan (Jaisalmer), Baitu (Barmer), Balli (Pali), Sanchore (Jalore) and Abu Road (Sirohi);

C.      capacity building of the executing and the implementing agencies at Block levels in the form of orientation training and study tours; and

D.      establishment of Monitoring and Evaluation system i at the PMU and Block Levels and facilities for installation of MIS software and its maintenance, development, hoisting and maintenance of an exclusive project website, undertaking baseline surveys, RIMS surveys, MTR surveys and project completion surveys and also conducting special studies on carbon sequestration and climate change to be carried out by CAZRI and establishment of a Partnership Committee under a retired senior civil servant. The project will provide required office facilities, computers and other support and also adequate provisions for vehicle hiring and office operating costs to PMU and BPMUs.

       The Department of Rural Development (DoRD) under the Principal Secretary, RDPR, Government of Rajasthan will be the nodal agency responsible for the project implementation, supervision and monitoring and evaluation. As the government has decided to set up the PMU in Jodhpur, at the state headquarters, a special cell will be created in Jaipur in the Department of Rural Development under the Secretary Rural Development. The cell will have a Nodal Officer, an Accountant, a Computer Programmer/Assistant and facilities for office operating and also facilities for vehicle hiring or vehicle operations. The Nodal Officer will report to the Secretary, Rural Development Department directly. This office will also be responsible for submitting withdrawal applications to IFAD through Government of India.

       A fully-equipped and staffed Project Management Unit (PMU) will be established within the Department of Rural Development and Panchayati Raj (RDPR) but based at Jodhpur. The PMU will include Project Coordinator, M&E Specialist, Gender Specialist, Capacity Building Specialist, Rural Finance Specialist, Accounts Officer, and other administrative staff. The PMUs Private Sector Promotion Team will be supported by  Marwar Chamber of Commerce and Industry (MCCI). The team will be under the oversight and supervision of the PMU but will receive technical and professional support from the MCCI.

       In the respective Project Block Project Management Units will be established and these will have full time staff comprising the Block Managers, M&E specialists/Computer operator or Programmer, Livelihoods specialist and Accountants, etc.  Each BPMU will be provided with facilities for hiring of vehicles for undertaking field visits and computer and internet facilities and office operating expenses and office rentals. 

       All PMU and BPMU staff will be competitively recruited and will be appointed on contracts, renewable every year subject to satisfactory performance. The selection of experts and staff for the PMU and Block PMUs  so also the staff with the respective NGOs will aim to achieve an appropriate gender balance. Development of gender policy and building gender perspective and sensitivity of the project management unit, NGOs and community institutions through trainings and workshops will be key to promoting gender mainstreaming in the project

 

Monitoring and Learning :

The M&E system for the Project will be developed in the context of IFAD’s Results and Impact Management System (RIMS) and indicators that are generally required by the GoR.

Risks :  The following risks, for which appropriate mitigation strategies are proposed, could pose

serious threats to Project:

         i.            credit not being supplied on a timely and adequate basis;

       ii.            the marketing groups are unable to engage with the markets on terms that increase producer prices;

      iii.            the requisite impact in terms of undertaking drought mitigation measures are not realised;

     iv.            Government schemes that are expected to be implemented through convergence are not realised; and

       v.            elite capture of CBOs as well as project benefits that will render the project less effective than desired.

Financing Plan. Total estimated cost of the project is USD 95.54 million and it will be financed by IFAD loan of USD30.3 million, SRTT USD3.2 million, GoR USD21.4 million, banks USD 37.4 million and beneficiaries USD2.64 million and IFAD grant amount of USD0.6 million. IFAD grant will be used for financing the following activities: beneficiary training, technology field trails on Opuntia ficus for animal production, cultivation trails of tropical sugar beet in Sanchore Block, pilot plant for animal feed production using prosopis juliflora pods in Balli or Sirohi, setting up of pilot market support for BPL, gender policy studies and workshop and also advocacy and legal support to women, conducting carbon credit and climate change studies etc

Exit Strategy. The focus of the project is to develop sustainable institutions that work for the benefit of the target group and can operate without project assistance following the end of the project.

There are three elements to this approach:

         i.            the establishment of cohesive SHGs which are capacitated to operate and access services and technical support without the assistance;

       ii.            the establishment of MGs, VDCs to provide livelihood, skill development and extension services to the households; and

      iii.            the formation and development of financially viable MGs during the project period able to provide  marketing services to the SHGs. Project assistance will be phased so that it is completed before the end of the project period with no new  SHG, MGs established after PY5.

Limiting the support period for each group and VDC will avoid creating dependencies by ensuring that these local institutions build up sustainable structures. This exit strategy also helps to allocate scarce financial and human resources efficiently. Project activities will have no adverse long-term impact on the government’s finances.

 
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