Community members of MDC with skills and knowledgeable on Income Generating Activities (IGAs) by June, 2011 F Tr Conducting training to 30 local leaders and community members on how to establish SACCOS Conducting training to Group leaders on IGAs Conducting Supervisory to the trained leaders Fund, Stationeries, Human resources June, 2012 Capacity built among households by July, 2011 Conducting meeting on establishing revolving fund by July,20, 2011 Fund and human resources July, 2012 Establishment of viable income generating projects P-M&E Conducting project evaluation and report writing Fund, tationeries, Human Resources August 2012 Source: Research Findings, (2012). 4.4 Project Implementation 4.4.1 Project Implementation Strategy The implementation of the project was through participation of all stakeholders including CED student, cooperative officer, and CBO and Community Development officer. It started by identifying the basic inputs for the project implementation. 4.4.2 Inputs for Implementation Included physical, material, financial, human and social resources: Physical inputs: Training Venue Material Training Aids Financial Inputs required for accomplishing the training Human Resources Facilitators
4.6 Project Implementation Plan Table 4.10: Project Logical Framework Hierarchy of objectives Objectively Verifiable Indicators (OVI) Means of Verifications (MOV) Assumptions Goal Reduced poverty among Meru district residents How the overall objective is to be measured- including quality, quantity & Time Meru District Income poverty survey National policies regarding to poverty reduction through the establishment of cooperatives among Tanzanians are sustained Purpose Enhanced income among Meru people through SACCOS Number of persons with income greater than 50,000/- participating in IGAs As above As above Majority of people are willing to join SACCOS and IGAs but due to lack of education some of them fails to join Outputs Access to financial services improved Existence and capacity of the serving and credit system e.g SACCOS established Monthly/ quarterly/ annual SACCOS reports Existence of credit and serving systems, where providers are willing to provide services relevant to the project Access to business development skills improved Production and quality of income generating products increased IGA opportunities increased Some of the selected Meru district SACCOS members acquired business skills Number of SACCOS members with IGAs established Monthly/ quarterly/ annual SACCOS reports Monthly/ quarterly/ annual SACCOS reports Ability of trainees to implement the acquired knowledge Large number of SACCOS members are willing to save and borrow
Activities Pilot study and pre-testing tools as well as to build rapport to the respondents each for three villages Lunch allowance, stationary and fuel 300,000/= Availability of transport and permission from employer Meeting with SACCOS leaders to present the project methodologies, monitoring strategy and data collection tool, also discussing their involvement in the implementation of the monitoring Lunch allowance, stationary, transport and fuel300,000/- Availability of transport and permission from employer Sensitization and raising awareness to the SACCOS members by conducting seminars/ meeting with SACCOS representatives Transport, lunch and refreshments 400,000/- Availability of transport and permission from employer Community monitoring and team training Transport and lunch allowances 400,000/- Availability of transport and permission from employer Participatory data analysis Transport and lunch allowances 64,000/- Compilation of the research report for the project Stationary, printing and fuel 950,000/= Availability of transport and permission from employer
5.12 : Information for Monitoring PROGRAM Operation/ Training Manual Categories of information What to monitor What records to keep Who collects data Who uses data How to use information What decision can be made Work Plan Activities Consulting a CBO; Defining Problem Acceptance letter; Monthly work plans - Researcher - CBO -Project manager Ensure Availability of CBO –activities; According time and resources. Costs and Expenditure Budgeted amount as attached in figure 4.2.2 Ledger a/c of Receipts; Bank transaction Financial officer from; Donor Agency Auditor (SACCOS) Donor Agency Ensuring that funds for the research project are available Determine need for other funding sources Staff and Supervisor Educational of staff - Salaries & benefits Performance reviews; Feedback from training attended Supervisor -Trainers Supervisor - CED Director Advice staff on career Training Stationary - Computer Stock register Workers report Logistics personal Project Manger Donor Agency Ensure availability of commodities and distribution Quantity to - when to order Results Training was conducted Field Workers reports on project Field Supervisor Field Supervisor Ensured that Objectives were Revised project strategy and SACCOS members Improved performance SACCOS progress and setback Agency was able to measure SACCOS Performance SMART - Quality of training Approach for more efficiency and effectiveness Source: Research Findings, (2012 5.2.2 Monitoring Findings and Results The project implementation and monitoring done in cooperating SACCOs members who enabled researcher to get actual information especially reports and results. In this issue, 80% of activities done successfully, 70% of members trained on how to keep records, business skills and preparation of work plan which will enable them to organize themselves on projects which they will establish after getting loans from their SACCOS.