Annual PROJECT PROGRESS REPORT

CPWF Project Annual Report

Project Leader: Dr. Nowsher Ali Sarder (to April 2012) Project Number: G5 (BA3797CPWF) Project Title: Coordination and Change Enabling Project 5: Increasing the Resilience of Agricultural and Aquaculture Systems in the Coastal Areas of the Ganges Delta Reporting Period: Apr 1, 2011 to Mar 31, 2012 Report Serial G5_CPWF_PPR-2_12_03_15 Number: Starting Date: April 1, 2011 Completion Date: March 31, 2014

Date: April 2012

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Contents
Guidance ....................................................................................................Error! Bookmark not defined. Section 1: Research .................................................................................................................................. 3 1.1. What were your teams main activities over the last twelve months?.................................... 3 1.2. Adjustments to your research questions ................................................................................. 6 1.3. Describe how (research) best bets are evolving based on interaction with potential users and on accumulated learning by your project. .......................................................................... 6 1.4. Surprise and success................................................................................................................. 6 Section 2: Outputs and programmatic contributions .............................................................................. 7 2.1. Present your projects milestone plan ..................................................................................... 7 2.2. Contributions to and from the BDC and its projects, joint work.............................................. 7 2.3. Partnerships ............................................................................................................................. 9 2.4. Gender and diversity integration ............................................................................................. 9 2.5. Contribution to and from Topic Working Groups (TWG) ......................................................... 9 2.6. Research publications and communication outputs .............................................................. 10 2.7. Capacity building of people engaged in the project............................................................... 11 2.8. Outreach to actors or actor groups identified in the OLMs or others ................................... 13 Section 3: Outcomes .............................................................................................................................. 14 3.1. Working towards developmental goals ................................................................................. 14 3.2. Your projects theory of change ............................................................................................. 14 3.3. Challenges when working towards developmental goals ...................................................... 14 Section 4: Financial Management.......................................................................................................... 15 4.1. Summary financial report ...........................................................Error! Bookmark not defined. 4.2. Project leaders commentary on the summary financial report ............................................ 15 Section 5: Implications for future action ............................................................................................... 16 5.1. Response to previous change requests .................................................................................. 16 5.2. Emerging opportunities and risks........................................................................................... 16 5.3. Assistance needed .................................................................................................................. 17 5.4. Feedback for improving this reporting format ....................................................................... 17 5.5. Additional comments ............................................................................................................. 17 Annexes .................................................................................................................................................. 17 Annex 1: Updated Project Workbook .................................................................................................... 17 Annex 2: Intellectual Property Rights (IPR) ............................................................................................ 17

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Section 1: Research
1.1. What were your teams main activities over the last twelve months and why are they important?

Workshops, Meetings, other forums for sharing and learning:

Launching and Inception Workshops: Convened on 1-2 June 2011, and 31 October-1 November 2011, the important role of these workshops was to bring together as many team members as possible from GBDC projects, and key members of the public and private sector who have an interest in the research from a range of perspectives. Common understandings of individual project research plans, inter-dependencies, personalities, partners, limitations and opportunities all helped to build a team approach to the BDC, along with some level of knowledge by those not intimately connected with the BDC. Network Mapping Coordination Workshops: Identifying a strong network of influential players who can help G5s efforts in turning GBDC research outputs into outcomes was assisted through this process. Coordination workshops were held in Khulna (16 January 2011) and Barisal (14 February 2011). Scaling up and out, as well as discussions on financial support that may be required to leverage greater uptake were all part of the workshop sessions. This is a core activity for G5 as the process identifies the key next users who could be members of multi-stakeholder platforms for sharing of information and generating development outcomes. Theory of Change Training Course: Held on the 29-30 October, this course was led by Boru Douthwaite for 25 CPWF and CSISA (Cereal System Initiative South Asia -WorldFish component). This workshop enabled net mapping and participatory impact pathway analysis to better understand the partners, their roles, and the opportunities and barriers to completing the research task. Coordination Meetings: The function of these meetings, convened by G5 and held in the WorldFish office, is to provide a forum for projects to meet regularly and share information. Better technology options to ensure the three PLs who are based outside Bangladesh can be included in the discussions are being explored. PLs place a lot of importance on these bi-monthly meetings and appreciate efforts to be inclusive and the transparency of information sharing. IFWF3: The GBDC was represented by 21 professionals from GBDC, including providing a member of the Policy Impact Panel, and a journalist who developed story lines from IFWF discussions. All GBDC team members contributed to the many elements of the Forum ensuring that the specific role and environment within which the GBDC operates contributed to discussions and decisions. The forum assisted to understand the global perspectives of CPWF and sharing of knowledge between basins. Reflection Workshop: Not in the reporting period, but included here to ensure up to date information on program activities. In a word is was successful with solid progress to share, and very timely to come to terms with the budget cuts and sunrise plans of the CPWF. There were 55 participants at the workshop representing a broad range of partners across all projects. A high level of connectivity and integration was clearly displayed with constructive, lively and exploratory interjections, discussions and feedback during all sessions. Various opportunities presented themselves to discuss the funding situation, with a project leader meeting hearing from Boru from the perspective of both a CPMT member and a WorldFish staffer, Bill Collis to expand, particularly for integration into CRP1.3, and later Kevin Kamp on AAS itself, and where CPWF could contribute.

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Reputational risk potential was high at this workshop but because of the recognition by WorldFish of the usefulness of many aspects of the program, leading to adoption of the GBDC forms as a nucleus of activities that AAS can build on (and shared this with the teams) there was appreciation of the long term nature of the partnership with WorldFish and plans for intellectual and financial support. Basin Leader Meeting: William J Collis, Regional Director of WorldFish Center, Bangladesh and South Asia Office attended Basin Leader meeting at Montpellier, France on 6-9 Feb 2012 to share the experiences of the GBDC and hear those of the other basins.

Coordination and building internal capacity:

Training of BRAC staff has also been provided with the assistance of G5, using hub office facilities of CSISA. Technology demonstrations on aquaculture and agricultural systems are planned using the collaborative platform of CSISA-Worldfish and BRAC. CSISAs network, including seed companies, hub-offices, GoB connections, is being utilized as one of the stakeholder platforms. Two meetings have been conducted with the Federation of WUA (Polder management committee) to better understand the practical limitations of water management in polder 3 following completion of IPSWAM operations. Adaptive Management Guidelines: The document is now finalized and about to be released to project leaders and the broader CPWF community via the G5 wiki. The guidelines provide a succinct description of the M&E process of the CPWF and links to adaptive management practices. The most useful outcome so far of this document is that the preparation phase provided an opportunity for the M&E Specialist to understand the concepts involved and move beyond log frames and other traditional methods of compliance M&E. Gender mainstreaming: The first draft of a paper on Mainstreaming Gender Equity in the GBDC has been circulated to all project leaders (attached). The paper contains specific suggestions to all projects on how to better integrate gender into their activities A company has been identified to design and provide gender training workshops to members of project teams, prior to which a needs analysis will be undertaken to ensure relevant, targeted and timely.

Outcome oriented activities for impact:

Stakeholder platforms: G5 has partnered with BRAC to access their long experience and depth of connections with the rural communities of Bangladesh. Two Inception workshops were held to promote linkages among researchers, entrepreneurs, development and extension agents, and service sectors from GO-NGO and Private agencies in January and February 2012 under a common understanding of the CPWF GBDC. To better understand the strengths and weakness of the various stakeholders a baseline study is being undertaken. This will enable BRAC to target their future activities for out and up scaling of research outputs. Communication: The Communications Strategy of Ganges BDC is has been distributed to BDC projects and the Communications Coordinator is working with Project Leaders to focus target audiences and products. Research progress is shared among the BDC projects at regular coordination meetings convened by G5. GBDC activities have been aired by a local TV channel, videos on field activities have been distributed all BDC projects for use in up-scaling messages for technologies being generated. A News letter has been initiated (Mar 2012) planned to be quarterly, in Bangla, both printed and on the web (which will be in English also). Data management is via a wiki.

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The Communications Coordinator attended a CPWF Repackaging Workshop intended to review and finalize the publications of phase 1 of CPWF using professional from different sectors. We communicate regularly with CPWF Comms Central to assist with quality control and dissemination activities in general. This includes agreement that GBDC will not establish a new web presence but utilize the Ganges pages of the CPWF platform. Institutional learning: Checklists have been designed in order to draw up institutional profiles of key organizations such as LGED and BWDB working in agricultural development in the Ganges coastal area. Data, such as manpower strength, coverage of working area, nature of services being provided to the farm families have been compiled. This survey will feed into the plan for engagement of actors and to formulate policy change options described below. Engagement of Development Actors: A paper has been drafted entitled, `initial visioning of engaging the development actors with the Ganges BDC to foster changes. The document illustrates how a range of agricultural development organizations including GO, NGO and private sectors could associate with CPWF for up/out scaling of research outcomes. CPWF is taking a broader view of this important aspect of the project through a close partnership with BRAC and from the perspective of feeding into the CRP1.3 in the longer term. Initial visioning for policy change of partners: The existing strength and services available with the Government, non-government and private organizations is being mapped to guide plans to promote policy changes of partners and other development organizations working in the Ganges coastal area. This is one aspect of a larger push to connect with the major policy makers and influencers in Bangladesh to bring together a critical mass of GoB personnel. While the formation of the CGIAR Advisory Committee (explained below) is a high level advisory group, activities are underway to form a leaner, focused group for the CPWF in the form of a CPWF Sub Committee. This Committee could meet more often to exchange views and advise on critical entry points for policy formulation and revisions. This is in the early days, with an analysis being undertaken now on established connections within the GBDC projects and who could usefully be approached. CGIAR Advisory Committee (CAC): Weis Kabir, the Executive Director of BARC is very supportive of this initiative which has a CGIAR/Donor/GoB joint membership. WorldFish, through CPWF, is taking the lead for CIMMYT and IRRI in this endeavor, and IWMI is interested to join. As with all things governmental it is a long bureaucratic process but we press on as it is an important aspect of up scaling and a forum for policy advocacy and promoting a cross sectoral and system wide presence of the CGIAR CRPs. Innovation Research: A research proposal was prepared by G5 on farmers innovation practice, which was planned to be submitted for the next round of funding in May 2012. The intent of this proposal is to out scale the innovative knowledge/practice of farmers in one polder to others. The unavailability of innovation research funds will not allow this to go ahead. Field Visits: The basin leader visited project site in Khulna, Satkhira and Barisal 6 times: 1st time with WorldFish HQ team August, 2nd time in polder 3 to have interaction with WMA, 3rd one in connection with preparing TV program on Ganges BDC, 4th & 5th time for attending the coordination workshop in Khulna and Barisal. The BL accompanied the field visit of G2 in 24-28 Mar 2012. The M & E specialist visited field with G2 team in last Oct 2011. The communication coordinator visited Khulna in connection with photo film training organized HQ of WFC. Budget permitting, more field visits are desirable for all team members to truly understand BDC progress, out-scaling activities, and collect quality communications information and images. Potential to relocate secretariat to Khulna is worth exploring.

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1.2.

Adjustments to your research questions

There are 4 research questions that G5 is attempting to address all of which remain unchanged. 1. What mechanisms does research trigger, in which contexts, in efforts to transform research into development outcomes? 2. When and where does networking, in the form of engagement in multi-stakeholder platforms and other modalities, work to link research to generation of outcomes? 3. What effect does BDC research have on research and development networks in the basin (eg in links between agriculture and the water sector in government) and what is the development contribution of these links? 4. How can dialogue and negotiation in stakeholder platforms be most effectively informed regarding the likely consequences of different strategies?

1.3.

Describe how (research) best bets are evolving based on interaction with potential users and on accumulated learning by your project.

It is the innovation of the CPWF itself that is presenting the most effective best bet as WorldFish see there are lessons to be learned from the programmatic approach of CPWF, as well as utilizing the field level activities (including those of BRAC) as the entry point for AAS. However, while CPWF works in an RforD environment, AAS will take this further into a RinD environment, adapting CPWF to involve the farming communities more closely as farmer researchers. CPWF is the starting point for that. The partnership with BRAC is adding value the Agriculture and Food Security Programme as it enables the establishment of an aquatic systems cell in their programme. There are plans to link BRAC with two regional NGOs working on very similar agricultural systems (CODEC and SpeedTrust) as part of the WorldFish managed USAiD funded Feed the Future Aquaculture Program, where a win-win situation can be developed. BRAC is currently revisiting their workplan and budget to best utilize their scarce resources. Fortunately they are linked in with CSISA who are providing matching funds for on the ground operational work and access to their stakeholders.

1.4.

Surprise and success

There were no surprises over the past year to report. Difficulties have been faced with identifying a Bangladeshi with the breadth of experience and expertise to lead the project, with a third search for a BL currently underway. WorldFish appreciates the support from CPWF to enable the position to move to an international hire. A suitable candidate has been identified and is in the final stages of the appointment process. This has negatively impacted on the project in that there has not been consistent leadership and vision. Proud point: The commitment of project teams to the development goals of the CPWF GBDC, and the high level of cohesion/integration between project teams. Suspect this has resulted in some measure from the approach used by CPWF to develop the research and the process of delivery. This is a very positive aspect of the GBDC and G5 staff are proud to be involved in the as it has such a strong livelihoods component.

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Section 2: Outputs and programmatic contributions

2.1. Present your projects milestone plan

The milestone plan is annexed with adjustments. Note, however, that the plan will be revisited for 21% budget reductions (if this affects the milestones). Most milestones have been met with reports and guidelines drafted, meetings, workshops and forums arranged and/or attended. Note that two Reflection Workshops are held in the Ganges. The rationale is that as three of the four PLs are out of country, the workshops are set to coincide with the presence of G2 PL in country and the completion of a field trip that all Gs are involved in. May need to revisit though with the budget cuts and if the involvement of out of country PLs can be better provided for in the bi-monthly coordination meetings. Papers for the initial visioning of engaging policy and development actors (milestones 4a and 5a) have been completed in a first draft. An extension on completion date is requested though as the papers need more input. Consequently other milestones dependent on these papers are also delayed. Meeting milestones for output 6 on innovation research is dependent on the success of the proposal from 2011 that will be resubmitted in 2012. Advice is requested as to whether there will be a call in 2012 due to budget restrictions. The detailed explanations and justifications are provided in the attached milestone plan (Annex 1). The review of the milestone schedule by PL and BL is duly stated in the attached milestone plan.

2.2.

Contributions to and from the BDC and its projects, joint work

Contribution to other BDC projects Significance of your contribution to other BDC projects objectives (i.e., outputs, outcomes) 1. Finance and staff G3 lacks office facility at Dhaka, so as part of coordination G5 supporting financial transfer and staff management support management of G3 2. Uploading information of other Gs 3. Workshop (G4) 4. Reflection Workshop Contribution from other BDC projects 1. Field Trip Work carried out jointly 1. Coordination workshop G5 assisted to upload the documents of other Gs in the Ganges wiki as part of communication support As part of internal communication G5 supported G4 to organize workshop on identification of external drivers G5 supported all GBDC projects in their planning for workshop participation. Significance of their contribution to your projects objectives (i.e., outputs, outcomes) G5 is taking part in the field trip organized by the project G2 Significance of the work carried out jointly to projects and BDC objectives (i.e., outputs, outcomes) Coordination and awareness build up workshop is organized by BRAC (G5 partner). Representatives from all Gs jointly

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participated there under the leadership of G5. All stakeholders committed to collaborate in respect of better water management in the polders and up scaling of GBDC research products. Contribution to the BDC as a whole Significance of your contribution to the BDC as a whole Offered opportunity of all projects stakeholders to share the 1. Launching Workshop goals and objectives of the CPWF program in Bangladesh. The representatives from Government and private sectors were discussed together and attained to achieving a common goal of increasing resilience to farm families in the Ganges coast whose livelihoods are depending upon aquaculture and agriculture production All PLs had the opportunity to present their forthcoming activity 2. Inception Workshop plan for attaining the development objectives and goals of Ganges BDC. The participants focused emphasis on important common issues need immediate actions like Ganges BDC calendar, formation of advisory committee, coordination meeting etc. The TOC training offered an opportunity for the GBDCs M&E 3. TOC Training staff to understand outcome impact pathway, network mapping, methods of scale up and scale out and M&E strategy and guidelines of CPWF 4. Attendance of IFWF3 Forum Ensured global access of Ganges BDC actors to the CPWFs networking, input, output/outcomes throughout the world especially in the 6 river basins of Asia, Africa and Central America. Provided an opportunity for PLs and BL to attend TWG, MT meetings to improve understanding and connectivity with broader members of the CPWF family. The gender strategy of the GBDC prepared to: support high 5. Gender Strategy Paper adoption rates of new practices and technologies among men and women, reduce gender gap in technology adoption rates, equitable access to resources and skills for women and men, equitable uptake of training, financial and business services by men and women, and increase in the number of men and women engaged in production and market organizations 6. Adaptive Management The guideline is prepared to ensure practicing adaptive management systems by all BDC projects (G1-G5). This opened Guideline opportunity to measure the outputs/outcomes of BDC projects and to communicate the changes reflected by the basin development researches Offered easy communication and sharing of documents among 7. Establishing Ganges wiki development partners. It facilitated better interaction among BDC projects and other river basins globally Once established, this committee will support collaboration 8. Advisory Committee between CGIAR centers and concerned Government departments. Improved accessibility of Government agencies to CGIAR research activities in the country including the CPWF research in the Ganges coastal areas 9. Bi-monthly Coordination PLs consider this an important method to share on-going project progress and to capture the emerging opportunities of

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meeting research agendas in the coastal areas. This coordination meeting provides opportunities to make democratic decisions in respect of BDC issues.

2.3.

Partnerships

The BDC project proposal endorses the establishment of a partnership with BRAC to identify opportunities for scaling up/out of research findings from G1-G4 and assisting in the organization of policy dialogue and advocacy to the Government, private and non-Government organizations. G5 completed the LOA with BRAC in late October 2011. BRAC has significant strengths that it brings to the Ganges BDC: wide experience in poverty alleviation and empowerment of the poor; existing cooperation with the CGIAR system; a strong participatory development focus and a wide network in the coastal regions of Bangladesh reaching large numbers of the poor. Its major relevance to the BDC goals is the ability to identify opportunities for scaling out/up of research findings and its participation in innovation research projects to test processes and lessons. BRAC started to implement their work in January 2012 with the hiring and training of field staff on the technology transfer and possible ways of collaboration with BDC projects. Two collaborative come awareness build up workshops one at Khulna (polder 3) and another at Barisal (polder 43/2F) have been completed with local stakeholders involved in technology transfer activities. A workshop in Faridpur is scheduled for 25 April 2012. There is a lack of operational funds for BRAC so linkages have been made also with CSISA to add value to both projects by forming a closer partnership. A critical mass of trained extension personnel should result (local DOF, DAE, NGOs) for longer term extension needs. There is a lead farmer in each group formed by BRAC willing to share experiences more widely. Farmer groups are linked to BRAC hatcheries in Khulna, Barisal and Jessore to access fingerlings. G5 is developing collaboration with BARC, DAE and DoF for technology transfer (up-scaling) matter of crops and aquaculture and this activity will be both broadened in scope and increased in priority of time when the Basin Leader joins. It is early days for the CAC and sub-committee planning, and partnering with other WorldFish programs under AAS as G5 integrates into the CRP.

2.4.

Gender and diversity integration

A gender strategy guideline is in advanced draft form for GBDC research. It has drawn on the gender strategy of CRP1.3 on Aquatic Agricultural Systems. The paper provided specific recommendations to each GBDC project aligned with their particular research strategy on how to improve gender mainstreaming in their work. Two training programs for field staff is planned, based on the strategy. However, before this reaches final design PLs have requested that G5 undertake a gender analysis of projects to ensure that the training has the appropriate content, target, and timing. This is currently being undertaken by the CSISA gender specialist with input from the WorldFish Gender Specialist based in Penang.

2.5.

Contribution to and from Topic Working Groups (TWG)

Significance of contribution to project and BDC objectives (i.e., outputs, outcomes) Would like to link the M&E specialist into activities of this TWG. Other than that the G5 has not had any interactions with TWGs.

Contribution to TWGs (specify) 1. Innovation

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2.6.

Research publications and communication outputs

Reference (Author, year, title/ output name, etc.) Target audience (as in OLM) How disseminated / promoted / used Any feedback on its use, or how monitored/ evaluated

Output Type (see above) c. c. c. e. f. g. k. j. c. c.

Nowsher Sarder, 2011: The update of project G5 Nowsher Sarder, 2011: The Ganges BDC Inception report Salma Sultana, 2011: The draft communication strategy Nowsher Sarder, 2011: Update of Ganges BDC Nowsher Sarder, 2011: Report on IFWF3 Forum in SA Linda Crissman, 2011: Gender Strategy for Ganges BDC Salma Sultana, 2012: Ganges Insight Salma Sultana, 2012: Ganges wiki Dr. A Hamid Mia, 2012: Initial visioning and planning for policy change with partners and other Ganges BDC projects Dr. A Hamid Miah, 2012: Initial visioning and planning for engaging with development actors

CPWF staff and Ganges BDC Project Leaders of G1-G4 CPWF and Ganges BDC community CPWF community Researchers of G1-G4 PLs of G1-G4 Researchers of G1-G4 Researchers of G1-G4 Researchers of G1-G4 Researchers of G1-G4

Power Point presentation Project reports Power point presentation PP presentation in IFWF3 Reports Reports News letter of BDC Website of Ganges BDC Project report Project report

Not yet

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Annual PROJECT PROGRESS REPORT 2.7. Capacity building of people engaged in the project
Please list any people engaged in the project whose capacity has been strengthened (students, trainees, fellows, project staff, key beneficiaries, etc.) built in the last twelve months (up-dating any previous list). Staff member or group Dinabandhu Pandit Frederick Rossi Md. Shahjahan A.B.M. Tajul Islam A.K.M. Ferdous Maksudur Rahman M.A. Saleque Md. Harunur Rashid Ashoke Kumar Sarker Benjamin Belton Gopal Chandra Datta Md. Mazhurul Islam Md. Mokarrom Hossain Murshed E-Jahan Sattya Roy Benoy Kumar Barman Camelia Dewan Farhana Akhter Kamal Zahir Ul-Haque Khan Charlie Crissman Md. Emdad Hossain Md. Sirajul Islam
1

Gender M M M M M M M M M M M M M M M M F F M M M M

Nationality Bangladeshi American Bangladeshi Bangladeshi Bangladeshi Bangladeshi Bangladeshi Bangladeshi Bangladeshi English Bangladeshi Bangladeshi Bangladeshi Bangladeshi Bangladeshi Bangladeshi Swedish Bangladeshi Bangladeshi Bangladeshi Bangladeshi Bangladeshi

Type of training TOC1 TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC TOC

Research / thesis subject Not appropriate.

Output and/or OP* Theory of Change training with the intention of Improving understanding of net mapping, PIPA, OLMs, ideas on up and out scaling techniques. Developed Theory of Change templates for individual projects.

Theory of Change

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Nowsher Ali Sarder Salma Saltana Martin van Brakel M F M Bangladeshi Bangladeshi Dutch TOC TOC TOC

FAMILY NAME, Given Gender Nationality Level (e.g., MSc, PhD), affiliated Name University/ type of training

Research / thesis subject Emdad providing input theory of change workshop BRAC and CSISA staff training BRAC field staff training BRAC farmer training

Output and/or OP*

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Annual PROJECT PROGRESS REPORT 2.8. Outreach to actors or actor groups identified in the OLMs or others
Please list any outreach activities carried out in the last twelve months for target group identified in the OLMs or others updating any previous lists. Type of outreach activities (e.g. informal/ Actors/ Actor groups (taken from OLM or formal meeting, stakeholder consultation, any other newly identified target group). seminar, training, forum) How many participants (gender/ diversity distribution)? Launching workshop Around 75 participants: all BDC PLs and their partners, Representatives from Government organizations of BARC, BRRI, BARI, DAE, DOF, LGED, BWDB, BAU, BUET etc. and non-Government organizations like BRAC, Socioconsult, etc. Inception workshop of Ganges BDC Around 75 participants: all BDC PLs and their partners, Representatives from Government organizations of BARC, BRRI, BARI, DAE, DOF, LGED, BWDB, BAU, BUET etc. and non-Government organizations like BRAC, Socioconsult, etc. Theory of Change Training for GBDC staff 24 Participants from researchers/field workers of CSISA, WFC, G5, and BARC Bi-monthly meeting for Ganges BDC 12-15 participants from all G projects and BRAC Advisory Committee Under process, yet to be finalized Coordination/awareness build up workshop at Khulna Coordination/awareness build up workshop at Barisal Training of Trainers - BRAC personnel Dates, venue (location, Any feedback or how monitored/evaluated? Any country) evidence that your outreach activities led to some positive change? June 1-2, 2011 at Dhaka, Bangladesh. The goal, objectives, outcomes of the project (GBDC, CPWF) became known to the Government, non-government and private agencies

The G projects shared their progress of works, and revisit milestone plan, OLM and OTIB

The participants accessed to the Participatory impact pathway analysis of GBDC/CPWF The G-projects shared their progress, limitations and calendars of GBDC All local stakeholders committed to cooperate with the GBDC/CPWF All local stakeholders committed to cooperate with the GBDC/CPWF The probable technology transfer activities of GBDC/CPWF

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Section 3: Outcomes
3.1. Working towards developmental goals
Describe how your project is progressing towards achieving development outcomes defined in your outcome pathways and give evidence. Practices of the adaptive management system are being implemented, such as bi-monthly coordination meetings, reflection workshop and production and analysis of BDC reporting requirements. Evidence is the strong integration of projects all of which are progressing to a satisfactory level. Communications activities are increasing with various printed and electronic information sources available, and plans to upload onto the Ganges section of the CPWF web page. Gender mainstreaming is gearing up with recommendations to all projects on where to adjust work plans to improve gender perspectives; and training is planned following the current analysis of needs. Planning for policy advocacy and improved ties with development partners

3.2. Your projects theory of change No major changes made except adjustment of deadlines for certain milestones as reported. 3.3. Challenges when working towards developmental goals
There has been a significant turnover of staff since implementation. The initial Basin Leader was replaced in October 2011 and a third will join in July 2012 contingent on a successful result from the international hiring process. The initial Communications Coordinator was replaced in September 2011, at the same time as the M&E specialist joined. These three personnel are the core formally contracted group of G5, with expertise contracted in as necessary. This lack of continuity, especially from the Basin Leader, has significantly impacted on the intellectual leadership of the project. While senior WorldFish staff provide their expertise and substantial network ability to the CPWF this has limitations when there needs to be continuous and strategic decisions and actions. CPWF, together with CRP1.3 AAS, is assisting with increasing the attractiveness of the BL position to candidates by contributing funds to the BL budget salary line. A general statement though is that development oriented staff are firmly grounded in traditional project management approaches, making the adoption and implementation of CPWF philosophy and procedures a challenge, even though they are highly skilled. Establishing relationships with field staff beyond the personal, is contingent on receiving clearance from GoB Dhaka to invest time and other resources to any activity. Ensuring this clearance is a long and frustrating process. Farmer fatigue is creeping in we need and intend to be more aware of the time that farmers have available to be involved in one or more projects. This will only increase in areas such as Southern Bangladesh where donors are increasingly focusing their investments.

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Section 4: Financial Management

Inserted as a separate sheet as signed version is a pdf. 4.2. Project leaders commentary on the summary financial report
Expected date of expenditure

Please explain any significant commitments currently being held: Commitment is held against payment to which partners or Amount, providers? USD Current commitments are for staff salaries, although this is not shown on the table.. Payments in 2012 to BRAC USD50k

If you are over-spent / under-spent please explain why or any aspect of the financial progress of your project that has or will affect progress:

The project is currently working on deficit, so receipt of the tranche payment due last December would be highly appreciated as soon as funds arrive into CPWF coffers.

If you had moved budgets across line items please explain why: The excess budget required for attending IFWF3 forum adjusted from communication and budget. One journalist attended the forum by the request of CPWM management.

Any other comments about financial aspects of your project, and any advice you would like to receive:

None

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Section 5: Implications for future action

5.1. Response to previous change requests
Describe your response to requests made in the MT evaluation of your last Project Progress Report (six months back) What were the requests made in the MT evaluation of your Project Inception Report? Resolve any outstanding personnel issues in G5 Find a way of meeting PLs request to be included in regular planning meetings Describe and provide evidence of what you did to address the issues New BL is under process recruitment Technology options are being explored central conference calling and sharing of laptop displays being among them. Conference skype does not work. Neither does the power supply often. TORs completed. Chair on side. Establishment still under discussion. Exploring sub committee option. Monthly project plan shared among project staff and in bi-monthly meeting with other projects Updated in the project workbook (attached)

1 2

Resolve issue over GBDC Advisory Committee to G2s satisfaction Respond to MT suggestion above

4 5 6

Update project workbook: write the status of progress in the milestone plan Submit other documents that were not included in Submitted with the annual report the inception report: CVs of other team members, signed LOA; 3rd Party IP audit Tighten up the OTIP Plan with implementation in OTIP plan made in a way that can be mind implemented during the project period

5.2.

Emerging opportunities and risks

Output/OP

Emerging opportunities Implications for future action 1. Initiated collaborative activities with CSISA for Closer ties with BRAC. scaling out of the production technologies 2. Integration with AAS CRP1.3 Emerging risks 1. Uncertain financial situation. 2. Affordability of the Basin Leader candidate
CPWF Sunrise strategy.

Implications for future action Output/OP Reputational and potential for individual projects to cease operations, putting others at risk. may need to move to second choice.

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Annual PROJECT PROGRESS REPORT 5.3. Assistance needed

Please list assistance the project might require, e.g., help with cross-basin learning, methodological assistance, capacity building needs, assistance with M&E, communications, and generally issues that are affecting the project deliver its outputs and outcomes. Assistance needed with By whom (e.g. TWGs and/or the CPWF Research Team, Coordination Project and/ or CPWF KM team)
TWG on innovation systems MT lead for adaptive management

Why is it important?

M&E

Communications

Communications Coordinator MT Lead although interim basin leader will provide lots of handover.

New Basin Leader

Specialist needs to broaden understand of the methodologies and concepts both for his work and capacity building for future. Improve communications products and planning for improved sharing of information. For shortest familiarization time as possible and targets priority areas of where to concentrate time.

5.4.

Feedback for improving this reporting format

Please tell us what you liked and what you think needs to be changed or improved in this reporting format. Interesting to be on the other side of the fence as I contributed to the layout! We urge people to use this in an innovative manner, but quite frankly it is difficult to innovate when the format is so very prescriptive and draws you in. You will notice that I removed the boxes for text as they were quite annoying. Not sure what to suggest though as an alternative other that totally opening the report out but are we learning a lot more through this process beyond what came out of the Reflection Workshop power points, the progress in the polders session, and general discussion?

5.5.

Additional comments

I feel that the strong progress and the integration level of this GBDC has emerged partly because of the investments up front by the CPWF on dev eloping the research agenda, and on who should carry it forward. Particularly the early workshops where all the teams worked together. Current issues of budget cuts and future uncertainty is certainly contained by the positive support emanating from WorldFish senior management.

Annexes
Annex 1: Updated Project Workbook
Attached as a separate document.

Annex 2: Intellectual Property Rights (IPR)

G5 is not accessing any protected intellectual property.

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