Evaluation Report of the Project ESTABLISHMENT OF DISTRICT INDUSTRIAL HOME (SANATZAR) CHINIOT & NANKANA SAHIB
DIRECTORATE GENERAL MONITORING & EVALUATION, PLANNING & DEVELOPMENT DEPARTMENT, GOVERNMENT OF THE PUNJAB 72 - Garden Block, Garden Town, Lahore .Pakistan Tel: +92-42-99233177-91 www.dgmepunjab.gov.pk / info@dgmepunjab.gov.pk
December 2017
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A CRONYMS ADP
Annual Development Programme
DGM&E
Directorate General Monitoring & Evaluation
DIH
District Industrial Home
DDSC
Departmental Development Sub Committee
EPB
Export Promotion Bureau
MIS
Management Information System
O&M
Operation & Maintenance
PC-I
Planning Commission Performa-I
PC-IV
Planning Commission Performa-IV
P&DD
Planning & Development Department
PD
Project Director
RBM
Result Based Monitoring
SNE
Schedule of New Expenditures
SW & BMD
Social Welfare & Bait-ul-Maal Department
SAMEDA
Small And Medium Enterprises Development Authority
TDAP
Trade Development Authority of Pakistan
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T ABLE OF C ONTENTS Acronyms ...........................................................................................................iii List of Tables ............................................................................................................v List of Figures & Graphs.................................................................................................... vi Executive Summary .......................................................................................................... 1 1 Introduction ........................................................................................................... 2 1.1 History of SW&BMD ......................................................................................... 3 1.2 Functions of SW&BMD ..................................................................................... 4 1.3 Project Description & Justification ................................................................... 4 1.4 Project at a Glance ........................................................................................... 5 1.5 Project Objectives and Interventions ............................................................... 6 1.6 Discussion on Project Implementation Strategy .............................................. 6 1.7 Project Staff as Approvedin PC-I .................................................................... 10 2 Evaluation Methodology .............................................................................................11 2.1 The Evaluation Report: Purpose & Structure ................................................. 12 2.2 Team Formation ............................................................................................. 12 2.3 Documents Review ......................................................................................... 12 2.4 Identification of Key Indicators ...................................................................... 13 2.5 Project Site Visits ............................................................................................ 13 2.6 Interviews with Project Officials .................................................................... 14 2.7 Project Beneficiaires’ Survey .......................................................................... 14 3 DG M&E Assessment DG M&E Assessment...................................................................15 3.1 Physical targets & Achievments vs. DG M&E Assessment ............................. 15 3.2 Financial Assessment (Planned Vs. Actual) .................................................... 16 3.2.1 Yearly Cost Breakdown................................................................................... 16 3.2.2 ADP Allocation vs. Actual Release .................................................................. 17 3.3 Project Procurement ...................................................................................... 17 3.4 Project duration.............................................................................................. 19 3.5 Process Analysis.............................................................................................. 19 3.5.1 Training Centre Analysis ................................................................................. 20 3.5.2 Certified Trainees Analysis ............................................................................ 22 3.4.3 Production Centre Analysis ............................................................................ 27 3.5.4 DIH (Sanatzar) Management Analysis ............................................................ 28 4 Observations ..........................................................................................................30 5 Recommendations ......................................................................................................31 Annexure – A Advisory Body – Chiniot & Nankana Sahib ...............................................32 Annexure – B Buildings of DIH(Sanatzar) .........................................................................34 Annexure –C Schedule of New Expenditures (SNE) for Project Staff .................................35
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L IST OF T ABLES Table 1 Project at a glance ......................................................................................................................................... 5 Table 2 Project Staff - DIH(Sanatzar) Nankana Sahib ............................................................................................... 10 Table 3 Project Staff – DIH (Sanatzar) Chiniot .......................................................................................................... 10 Table 4 Project Site Visits ......................................................................................................................................... 13 Table 5 Interview with Project Officials.................................................................................................................... 14 Table 6 Sample Size Collection ................................................................................................................................. 14 Table 7 Physical Targets & Achievements vs DG M&E Assessment ......................................................................... 15 Table 8 Planned vs Actual Expenditures................................................................................................................... 16 Table 9 ADP Allocation vs. Actual Release ............................................................................................................... 17 Table 10 Procurement of Furniture & Fixture .......................................................................................................... 17 Table 11 Procurement of Machinery & Equipment ................................................................................................. 18 Table 12 Enrolled & Certified Trainees ..................................................................................................................... 20 Table 13 Training/Trade wise Status, Nankana Sahib .............................................................................................. 21 Table 14 Training/Trade wise Status, Chiniot........................................................................................................... 21 Table 15 Certified Trainees & Registered Trainees at Production (Work & Earn) Centers ...................................... 27
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L IST OF F IGURES & G RAPHS Figure 1: Schematic Flow/ Diagram of Evaluation Process ...................................................................................... 11 Graph 2 Year wise Planned Vs. Actual Expenditures ................................................................................................ 16 Graph 3 ADP Allocation vs Actual Release ............................................................................................................... 17 Graph 4 Enrolled vs. Certified Trainees ................................................................................................................... 20 Graph 5 Training vs. Trade wise status, Nankana Sahib ........................................................................................... 21 Graph 6 Training vs. Trade wise status, Chiniot ....................................................................................................... 22 Graph 7 Advertisement of DIH (Sanatzar) Services ................................................................................................. 23 Graph 8 Why did you join the Sanatzar.................................................................................................................... 23 Graph 9 Process of Course Selection at DIH (Sanatzar)........................................................................................... 24 Graph 10 Qualification level of Trainees at DIH (Sanatzar) ...................................................................................... 24 Graph 11 Reason to select DIH (Sanatzar) ............................................................................................................... 25 Graph 12 Quality of Training/Trade at DIH (Sanatzar) ............................................................................................. 25 Graph 13 Employment Status.................................................................................................................................. 26 Graph 14 Income after getting Training .................................................................................................................. 26 Graph 15 Socio-Economic Empowerment ............................................................................................................... 27 Graph 16 Certified & Registered Trainees ................................................................................................................ 28 Graph 17 Attitude of the Instructor at DIH (Sanatzar) ............................................................................................. 28 Graph 18 Satisfaction with the Intervention ............................................................................................................ 29
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E XECUTIVE S UMMARY The main purpose of this terminal evaluation was to review the implementation process, achievement of objectives and drawn lessons of the project entitled “Establishment of District Industrial Homes (Sanatzar) at Chiniot & Nankana Sahib.” Main focus of terminal evaluation was on efficiency, effectiveness and sustainability criteria to assess the extent to which annual development scheme has achieved its physical targets and achievements as well as to take decision about transfer of project to non-development side. First PC-I was approved with cost of Rs. 30.278 Million and later on revised with the approved cost of Rs. 31.816 Million. The project “Establishment of District Industrial Homes at Nankana Sahib and Chiniot” was conceived in September 2014 with gestation period of two years till September 2016. But latter on PC-I was revised and gestation period extended for nine months till June 2017. DG M&E team had adopted participatory monitoring and evaluation methodology. The team had a comprehensive review of desk literature, PC-I, PC-IV and other necessary required documents. Data analysis was carried out. Detailed field visits of project districts were planned and executed during the evaluation process. Although the target of certified trainees is achieved at both District Industrial Homes (DIH) (Sanatzars) yet registration of certified trainees could not be achieved at production (work and earn) centers. Management of both DIH (Sanatzars) has not developed course calendars. Equipment and machinery was not in accordance with requirements of enrolled trainees. Neither production (work & earn) centers are established nor display centers. Both the DIH (Sanatzars) have started working in rented buildings but their managers could not identify suitable land for construction of permanent buildings as planned in PC-I. At both DIH (Sanatzar) managers are on additional charge and craft designers are not hired. Some of the physical targets are achieved; others are either partially or not achieved. On the basis of findings of DG M&E team it is concluded that the achievements of planned physical targets is partially satisfactory.
Faisal Aziz (Individual Consultant)
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1 I NTRODUCTION The project was conceived “to achieve the ultimate goals of welfare state through socio-economic uplift of people free from economic adversity, discrimination and vulnerability with special emphasis on empowerment of women both socially and economically� with major objectives to improve the skills of women to increase their livelihood opportunities and to uplift the social and economic stature of women in the society by promoting women entrepreneurships and business development. The concept of social welfare is not new in our country. The spirit of doing well to the fellow beings and the enthusiasm for taking part in activities for the well-being of the under-privileged can be traced back to times immemorial. The concept of Social Welfare in Pakistan is drawn from the cardinal principles of Islam based on Adl-o-Ehsan and Haqooq-ul-Ibad, making the state and society together responsible for the welfare of the people. It is on the basis of the national constitution that the government has established Social Welfare Department. This department has sought to serve the development and rehabilitation needs of the weaker sections of society especially the physically and socially handicapped, women and children, the vulnerable sections of the community in rural and urban areas. The idea of district industrial homes works towards economic empowerment of downtrodden, disadvantaged, marginalized local women of low income families. It works towards the betterment of native women with the utilization of their spare and leisure time by imparting training and engaging them for production. After getting training these industrial homes register their passed out trainees and give them order work by which they earn money to uplift the financial status of their families. District industrial home is training cum production center commonly known as SANATZAR. The initiative for district industrial homes was taken back in 1979 in all districts of Punjab. It was initiated for socio-economic empowerment of local women of each district of Punjab by imparting training and through work order. Presently District industrial homes are working in 36 district head quarter of Punjab. Nankana sahib and Chiniot emerged as independent districts in 2009 and 2011 respectively so that industrial homes were established here now. The main concept is to utilize spare and leisure time of women by engaging them to learn new skills for their livelihood. Almost half of the population is feminine so it is quintessential to make them asset rather than liability. Having training in particular skill and working at their own will make them economically independent. According to the economic survey of Pakistan 2016-17 near about 29% of the population is living below poverty line so strengthening the capacity of industrial home (Sanatzar) should be prioritized for socio-economic empowerment of the marginalized segment of society. 2|Page
1.1
HISTORY OF SW&BMD
In 1951 when the Government of Pakistan sought the assistance of the United Nations with a view to formulate a social welfare program befitting a free country. A year later the first batch of the UN Social Welfare consultants arrived in Karachi and this marked the beginning of a new orientation in the field of social welfare. In the absence of trained social workers, they advised the government to give priority to social work training as without qualified workers, social welfare projects and programs cannot be properly implemented. On the recommendation of the UN Adviser, the Government of Pakistan (Health Division) drew up a plan for initiating an organized social welfare program in the country in 1953. In the initial stage the government’s responsibilities were confined to imparting social work training, encouraging voluntary agencies and sponsoring of urban and rural community development projects. The government, thenceforth, set up a Planning Board in 1953 to prepare a plan of economic development for the country. A social welfare section was created in the Planning Board to investigate social problems and social needs arising out of social change and economic development in the country; to review the social policies and legislation in the various fields of social welfare; and to prepare a five-year plan for social welfare programs. This section was later on named as the National Planning Commission. The Council was created in 1956 to stimulate the welfare activities of the voluntary organization by providing financial assistance and consultative services. Subsequently, provincial councils were formed in the provinces with the objective of helping the voluntary welfare agencies both in expansion and coordination. The central Directorate of Social Welfare was abolished in 1962 as a result of decentralization of certain subjects under the new constitution. In September, 1964 the Directorate General of Social Welfare was created in the government of the then West Pakistan. After the dismemberment of one unit in West Pakistan in July, 1970 the former provinces of Sindh, Punjab, NWFP and Baluchistan were revived. As result the West Pakistan Directorate General of Social Welfare and the West Pakistan Council of Social Welfare were bifurcated into four parts. One Directorate and one Council were established in each province as such. In other words, two organizations have principally been set up by the provincial governments to look after social welfare programs in their respective provinces. In 1979 a separate department of Social Welfare was established. Afterwards in 1996, the segment of Women Development and in 1998 the segment of 3|Page
Bait-ul-Maal was also attached with Social Welfare Department. Later on in 2012, a separate department of Women Development was established and the segment of women development was separated from Social Welfare and Bait-ul-Maal Department. 1.2
FUNCTIONS OF SW&BMD
According to Rules of Business 2011, Social Welfare and Bait-ul-Maal Department perform following functions:
Registration, technical assistance and monitoring of social welfare agencies
Social protection including institutional care, skill development and rehabilitation
Registration, assessment, training, employment, and rehabilitation of disabled persons
Eradication of social evils
Coordination with and grant-in-aid to non-governmental organizations engaged in the field of narcotics control and rehabilitation of drug addicts
1.3
Relief during calamities and emergencies
Financial assistance to poor and needy through Punjab Bait-ul-Maal PROJECT DESCRIPTION & JUSTIFICATION
District industrial homes (Sanatzar) are work & earn centres established by Social Welfare Department across 34 districts of Punjab. These industrial homes work towards the socio economic empowerment of local women through imparting various technical & vocational skills to them. Sanatzar have two major components i.e. Training & Production. It provides different short and long term certificate training courses in different marketable skills. One major aim of Sanatzar is the promotion of local art and crafts, its renaissance and fusion with modern trends to keep alive the handicrafts of that particular region. Second component is production which comprises of centre work and order work. Through order work, trained women are provided work assignments which some individual or company can order, they have to prepare it and charge for it. At production centre, Sanatzar gets some work order and engage the registered trained workers for completion of work order and pay the workers accordingly. The other related activities of Sanatzars are as following: Preparing prototypes of local crafts popular in each district and to supply their standard designs to local and foreign markets to obtain bulk supply orders.
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Opening / strengthening the existing / new smaller centres at tehsil/town level with local participation on matching basis Establishing liaisons with Small Industries Corporation, Export Promotion Bureau, and similar related agencies. Organizing exhibitions for the purpose of popularizing the products of these industrial homes. Also providing additional outlet for marketing of these products. Training of teachers of industrial homes located at lower level at the district industrial home or through mobile team of the technical staff of DIH. After devolution of power in 2002, Nankana Sahib in 2009 and Chiniot in 2011 emerged as independent districts, therefore district industrial home could not be established there earlier. Each district has its own individual culture and crafts e.g. Chiniot is famous for its wood work, embroidery from Raja village and parades from Lillian. These crafts are not only the recognition of this district but also help the local women earn through making these crafts. Nankana sahib is frequently visited by tourists and Sikh community. Thus promotion of local culture and its sale in local market can be very beneficial for local women. Therefore, for the economic uplift of local women, the establishment of district industrial homes is mandatory. 1.4
PROJECT AT A GLANCE
The Project brief, as described below in Table 1, provides an overview of the project that entails a project to reflect its progress from an idea or feasibility study to a formal approval, implementation /execution and ultimately for evaluation Table 1 reflects project brief at glace describing project locations, budgets and generation period Table 1 Project at a glance
Project Title
Establishment of District Industrial Homes (Sanatzar) at Chiniot &Nankana Sahib
Location
Chiniot & Nankana Sahib
Sponsoring Agency
Government of the Punjab
Executing Agency
Social Welfare & Bait-ul-Maal, Department, Punjab
Operation & Maintenance
Social Welfare & Bait-ul-Maal, Department, Punjab
PC- I Cost 29th August 2014
Rs. 30.278 Million 5|Page
Revised PC-I Cost 11th November 2016
Rs. 31.816 Million
PC-IV Actual Cost
Rs. 23.839 Million
Planned Date of Completion 29th August 2014 Revised Date of Completion 11th November 2016
June 2016 June 2017
Actual Date of Completion as per PC-IV June 2017 Actual Gestation Period
33 Months
Beneficiaries
Young women and girls
1.5
PROJECT OBJECTIVES AND INTERVENTIONS
One major aim of Sanatzar is the promotion of local art and crafts, its renaissance and fusion with modern trends to keep alive the handicrafts of that particular region. Main Objectives of establishing Industrial Home (Sanatzar) are as under:
Socio economic empowerment of local women through skill development
Creating an opportunity of self-employment through order work for the native women
Promotion of fusion of local arts and crafts of the district with the market trends
Main Interventions as mentioned under Input in Result Based Monitoring are as under; I. Hiring of suitable buildings of sanatzars II. Purchase of Furniture & Equipment III. Provision of Transport Facility IV. Recruitment, Hiring & Posting of Staff V. Training Courses VI. Display of finished products 1.6 DISCUSSION ON PROJECT IMPLEMENTATION STRATEGY
1.6.1 Project Implementation Strategy: These industrial homes were established in rented buildings. After successful completion of this project and evaluation of the project from Planning & Development Department, in coming years, prototype building of these centres would be constructed. 6|Page
At a time, training in 05 out of 09 different courses in different skills is being provided at each Sanatzar. The duration of these courses is for 3 months (short courses) and six months (long courses). A comprehensive course calendar will be developed determining the courses for each quarter of the year. Each course will accommodate approximately 20-25 workers/ trainees at a time. Five craft instructors will be hired from market @ Rs. 30,000/- per month on contract basis with the consultation of advisory body. Additional vocational instructors (if required) will be hired from the local market on profit sharing basis. After completing the training, a test will be conducted and only those passing the test will be awarded the certificate. Any woman whether familiar with the basic skills or not can be admitted into these Sanatzar. A media campaign will be developed for promotion of this project through print and electronic media. These Sanatzars will have two major components (a) Training (b) Production Centre. After getting training, those trainees who got certificate and registered themselves as workers with Sanatzar, would be able to work in production centre on daily wages. Management will arrange work orders for the production centres as well as order work on individual basis. A display centre will be established within sanatzar so that the items prepared can be exhibited there. In this way creating opportunities for sales, order work and supply work for the trainees. Following is a broad outline of the courses going to be offered at these sanatzars. However it is pertinent to mention that courses are not limited to just these courses but any course which compliments the local art and crafts can be offered at this centre or any other course on the demand of trainees /workers.
Sr. No.
Courses
1
Dress making
2
Hand & machine embroidery
3
Ada Work
4
Cooking
5
Computer courses
6
English language course
7
Personal grooming & Parlor work
8
Dress making
9
Wood work (Chiniot) 7|Page
Both sanatzars will be provided working capital amounting to Rs. 500,000/- each. This will be the revolving amount to pay wages to the workers promptly as well as purchase of raw material for the work order placed with district industrial home. A Market oriented strategy will be evolved to prepare the products according to the prevailing trends for adding value to the finished goods of these Sanatzars. Exhibitions and sales fares will be arranged periodically. Moreover efforts will be made by the management of these Sanatzars to participate in local fares and exhibitions as well. In this context linkages will be developed with SAMEDA, EPB, TDAP, chamber of Commerce etc. to keep these Sanatzar updated about their latest venture, so that they could take part in those events. Advisory body will be constituted for managing and monitoring the working of these Sanatzars. 1.6.2 Discussion on Implementation Strategy: Implementation strategy mentioned 09 separate courses in different skills at each sanatzar. But there was no baseline survey conducted for need assessment of these courses. No course calendars were shared with DG M&E team during field visits by management of both sanatzars. During in-house data analysis and field visits certain variations were observed in the number of enrolled workers/trainees and the prescribed limit of 20-25 In DIH (sanatzar) at Chiniot hired only 02 instructors and remaining 03 as volunteers for 05 different courses/skills. For effective and efficient utilization of both components i.e. training and production of DIH (Sanatzar) database /management information system should be developed and connected with central server at DG SW&BMD. Online database should be supervised and updated in real time for smooth tracking in real time of course calendar, status of enrollment, certification from training component. Registration of certified trainees, display centre, dates of exhibitions & fares, status of work orders, form production centre and Geo tagging of DIH (Sanatzar) buildings, list with contact details of advisory body members, marketing partners of DIH (Sanatzar). Advisory body is constituted for managing and monitoring the working of DIH (Sanatzar). DG SW&BMD notifies Advisory Body (Notification at Annexure–A) for two years with consultation of manager and head of local government authorities. DG SW&BMD, managers should organize multi stakeholder’s consultative dialogue with heads of local governments, technical experts from specialized agencies such as SMEDA, TDAP, EPB, PITB, TEVTA as well as successful entrepreneurs, civil society, philanthropists, policy makers along with representatives from chamber of commerce, relevant departments of governments to review, restructure for further strengthening and improving the 8|Page
existing structure of Advisory Body after 18th amendment and for sustainable and impact oriented capacity building of local women. Both DIH (Sanatzar) could not establish and make functional production centres. No certified trainees were being registered nor did being provide work orders at their homes. It is adversely impacting the project objective of socio-economic empowerment of local women. Both DIH (Sanatzar) badly failed to design a market oriented strategy in order to evolve and prepare the products according to the prevailing trends for adding value to the finished goods of these Sanatzars. To arrange exhibitions and sales fares periodically on regular basis is the most effective marketing tool. But both sanatzars seemed reluctant to use it either due to technical incompetence or financial constraints. Management of these Sanatzars made efforts to participate in local fares and exhibitions but could not get work orders for their institutions. In the context of marketing strategy no linkages developed with SAMEDA, EPB, TDAP, chamber of Commerce etc. to keep these Sanatzar updated about their latest venture, in order to take part in those events. Social Entrepreneurship is very much emerging trend in developing societies for poverty reduction, gender equality and social inclusion. DG SW&BMD, Managers, Advisory Bodies should collaborate and make institutional arrangements with National Rural Support Program (NRSP), AKHUWAT other financial, non-financial institutions providing micro finance services for their certified trainees who get themselves register with (production centre) at their DIH (Sanatzar) on priority basis.
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1.7
PROJECT STAFF AS APPROVEDIN PC-I
Following posts were created through this project. Current status of posts created through this project is as under; Table 2 Project Staff – DIH (Sanatzar) Nankana Sahib
Sr.
Position
BPS
Part/full Time
1
Manager
18
Full time
No. of Current Status of Posts Posts 1 Additional Charge 1
2
Craft Designer
17
Full time
1
1 Vacant
3 4 5 6
Assistant Market Organizer Junior Clerk Store Keeper
16 11 11 05
Full time Full time Full time Full time
1 1 1 1
7
Driver
04
Full time
1
8
Peon
01
Full time
2
Filled Filled Filled Filled Filled *No Purchase of Transport Facility Filled
9
Sweeper
01
Full time
1
Filled
10
Chowkidar
01
Full time
1
Filled
Table 3 Project Staff – DIH (Sanatzar) Chiniot Sr.
Position
BPS
Part/full Time
No. Posts
of Current Status of Posts
1
Manager
18
Full time
1
1 Additional Charge
2
Craft Designer
17
Full time
1
1 Vacant
3 4 5 6
Assistant Market Organizer Junior Clerk Store Keeper
16 11 11 05
Full time Full time Full time Full time
1 1 1 1
7
Driver
04
Full time
1
8
Peon
01
Full time
2
Filled Filled Filled Filled Filled *No Purchase of Transport Facility Filled
9
Sweeper
01
Full time
1
Filled
10
Chowkidar
01
Full time
1
Filled
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2
E VALUATION M ETHODOLOGY
Following scheme has been used to carry out evaluation of the project as elaborated in flow chart at figure 1.
TEAM FORMATION
PC-I REVIEW
PROJECT DOCUMENTS REVIEW
PC-IV REVIEW
OTHERS OBJECTIVES COST
IDENTIFYING PROJECT KEY INDICATORS
FINANCIAL ACHIEVEMENTS
DURATION
SITE VISITS
PHYSICAL ACHIEVEMENTS
PHYSICAL ACTIVITIES AND DATA COLLECTION
PERIODIC PHYSICAL PROGRESS REPORTS
PERIODIC FINANCIAL PROGRESS REPORTS
INTERVIEWS
PROCUREMENT RECORDS SITE SNAPS
DATA ANALYSIS AND INTERPRETATION PROJECT COST ANALYSIS
DGM&E ASSESSMENT
OBSERVATIONS/ RECOMMENDATION
REPORT SUBMISSION
Figure 1: Schematic Flow/ Diagram of Evaluation Process
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2.1
THE EVALUATION REPORT: PURPOSE & STRUCTURE
This evaluation report is divided into 5 different parts. The first part starts with introduction giving details about the project domain and structure of the project evaluation report. The second part of this report focuses on evaluation methodology, followed by documents review, selection of performance indicators, project site visit plan etc. The third part of the report depicts the DGM&E’s assessment pertaining to the actual status of the project performance against its planned objectives and data analysis based on project cost and beneficiary analysis of the project. The fourth part of report consists of observations regarding the project activities made by the evaluation team of DGM&E, P&D Department. The fifth part reflects recommendations for improvement in running process as well suggestions for the effective usage of available resources. This section addresses the suggestions for improvement in project planning and execution as well as, identifying matters requiring follow up actions. The rationale for the recommendations is clearly explained and linked with the information collected during the evaluation. 2.2
TEAM FORMATION
Evaluation team was constituted under the patronage of Director General (M&E) in a meeting held in the office of DGM&E for evaluation of the “Establishment of District Industrial Home (Sanatzar) Chiniot & Nankana Sahib” project having expertise in project’s domain, data collection methods, data analysis and interpretation along with preparation of evaluation report. The project was assigned to Mr. Faisal Aziz (Individual Consultant) DGM&E, P&D Department. Report Review:
Mr. Ghazanfar Mubeen (Sr. Specialist R & D )
Project Field Visits:
Mr. Faisal Aziz (Individual Consultant)
Mr. Ihsan Nadir (Project Assistant)
In-House Data Analysis & Report Writing:
Mr. Faisal Aziz (Individual Consultant)
Mr. Ihsan Nadir (Project Assistant)
2.3
DOCUMENTS REVIEW
Following project documents, evaluation tools and techniques were consulted.
Planning Commission Form-I (PC-I, Original) of the Project
Revised Planning Commission Form-I (PC-I, Original) of the Project 12 | P a g e
Planning Commission Form-IV (PC-IV) of the Project
DG(M&E) approved Evaluation Guidelines
www.pndpunjab.gov.pk/system/files/ADP%202014-15_0.pdf
https://www.punjab.gov.pk/social_welfare_and_bait_ul_Mall
https://swd.punjab.gov.pk/district_industrial_home
2.4
IDENTIFICATION OF KEY INDICATORS
Progress of planned objectives against achieved objectives
Financial assessment(Planned Vs. Actual) i.
Cost Analysis
ii.
ADP allocation vs. Actual Releases
iii.
Procurement and physical verification of procured items and Comparison of Estimated vs. Actual Cost
IV.
2.5
Project duration
Training Center Analysis
Certified Trainees Analysis
Production Centre Analysis
DIH (Sanatzar) Management Analysis
PROJECT SITE VISITS
The project site visit conducted by the Evaluation Team of the Directorate General, Monitoring & Evaluation, Planning & Development Department for data collection and evaluation purposes as depicted in below Table Table 4 Project Site Visits Sr. No.
LOCATION/ DISTRICT
DATE OF VISIT
1.
District Nankana
21-09-2017
2.
District Chiniot
22-09-2017
3.
DG SW & BMD
11-10-2017
TEAM MEMBERS
Mr. Faisal Aziz Mr. Ihsan Nadir Mr. Faisal Aziz Mr. Ihsan Nadir Mr. Faisal Aziz Mr. Ihsan Nadir
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2.6 INTERVIEWS WITH PROJECT OFFICIALS The interviews and telephonic conversation were conducted with officials who were directly linked with this project. The detail of the officials belonging to sponsoring & executing agency is as follow. Table 5 Interview with Project Officials Sr. No.
NAME
DESIGNATION
CONTACT No.
1
Mr. Waheed Akhatar Ansari
Director General SW&BMD, Punjab, 042-99204148 Lahore
2
Mr. Muhammad Suleman
Director Planning & Evaluation
0321-9464597
3
Mr. Muhammad Ashraf Janjua
Statistical Officer – I
0333-3104666
4
Mr. Amjad Fakher
Evaluation Officer
0333-6145076
5
Ms. Khalida Rafique
Manager DIH (Sanatzar), Chiniot
0333-8381520
6
Mr. Shahid Waseer
Manager DIH (Sanatzar), Nankana
0300-5127100
2.7
PROJECT BENEFICIAIRES’ SURVEY
To take the feedback of the beneficiaires a survey was designed for the certified trainees of both the DIH. Population Proportion sampling technique used on Unit of Analysis/outcome in both DIH (Sanatzars). Unit of Analysis was “Certified Trainees.” Using simple population proportionate sampling technique , DG M&E team selected 15% (163) certified trainees out of total population size of 1,081 and interviewed during field visits of DIH (Sanatzar) Chiniot & Nankana Sahib. Following table 6 describes the methodology of sample size collection. Table 6 Sample Size Collection
Sampling Technique
15% Population Proportion Sampling
Unit of Analysis
Certified Trainees
Population of DIH (Sanatzar) Nankana Sahib
624
Sample Size DIH (Sanatzar) Nankana Sahib
94
Population of DIH (Sanatzar) Chiniot
457
Sample Size DIH (Sanatzar) Chiniot
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3 DG M&E A SSESSMENT
DG M&E A SSESSMENT
DG M&E Assessment has been carried out regarding planned objectives/interventions of the project and with reference to result based monitoring indicators & targeted impacts mentioned in as revised PC-1 3.1
PHYSICAL TARGETS & ACHIEVMENTS VS. DG M&E ASSESSMENT
DG M& E Assessment of Physical Targets is as under; Table 7 Physical Targets & Achievements vs DG M&E Assessment Physical Targets
Actual Achievements
DG M&E Assessment
Hiring of Suitable Building of Completed Sanatzars Purchase of furniture & fixture Completed
Achieved
Purchase of transport facility
Not Achieved
Purchase of machinery equipment Recruitment of staff
Start of Services
CM did not approve & Completed Partially Completed
Services has been started
Achieved
Achieved Partially Achieved 02 Posts of Managers are filled with Additional Charges 02 Post of Craft Designers are Vacant 03 Trade Instructors at DIH (Sanatzar) Chiniot are vacant Partially Achieved Production Centres at both DIH (Sanatzar) yet to be established
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3.2
FINANCIAL ASSESSMENT (PLANNED VS. ACTUAL)
Financial assessment of the project is carried out in the following parameters; I. Yearly Cost Breakdown II. ADP allocation vs. Actual Releases & Actual Expenditures III. Procurement and physical verification of procured 3.2.1
YEARLY COST BREAKDOWN
Yearly Cost Breakdown Analysis of the Planned & Actual Expenditures is as under; Table 8 Planned vs Actual Expenditures PLANNED EXPENDITURES (Millions)
YEAR
ACTUAL EXPENDITURE(Millions)
2014-15
Rs
13.000
Rs
11.460
2015-16
Rs
2.784
Rs
1.274
2016-17
Rs
16.034
Rs
11.105
Rs
31.818
Rs
23.839
18.000
Cost Analysis
16.034
16.000 14.000 12.000
13.000 11.460
11.105
10.000
8.000 6.000 4.000
2.784 1.274
2.000 0.000 2014-15
2015-16 PLANNED EXPENDITURES.
2016-17
ACTUAL EXPENDITURES.
Graph 2 Year wise Planned Vs. Actual Expenditures
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3.2.2
ADP ALLOCATION VS. ACTUAL RELEASE
Year wise “ADP Allocation”, “Actual Release” analysis is as under: Table 9 ADP Allocation vs. Actual Release ADP ALLOCATION (Millions)
YEAR
ACTUAL RELEASES(Millions)
2014-15
Rs
13.000
Rs 13.000
2015-16
Rs
2.784
Rs 2.784
2016-17
Rs
16.034
Rs 16.034
Rs
31.818
Rs 31.818
Financial Phasing ADP ALLOCATION.
ACTUAL RELEASES. 16.034
13.000
16.034
13.000
2.784
2014-15
2.784
2015-16
2016-17
Graph 3 ADP Allocation vs Actual Release 3.3
PROJECT PROCUREMENT
Following is the brief of project procurements as verified by the DGM&E team during evaluation; 3.3.1
Procurement of Furniture & Fixture:
Table 10 Procurement of Furniture & Fixture
S.R.
Item
Quantity
PRICE per unit
(Amount in Rupees) Total amount Actual
FOR USE OF OFFICERS 1
Officer table
2
40,000
80,000
66,500 17 | P a g e
2 3
Officer chair Wooden Almirah
4 5
Visiting Chairs Side rack
2 2
15,000 20,000
30,000 40,000
29,300 77,000
10 2
7000 10,000
70,000 20,000
158,000 31,500
2,40,000
362,300
Sub total FOR USE OF STAFF 6 Office tables 7 8 9 10
Office chairs Computer table + chair Steel Almirah File rack
5
20,000
1,00,000
245,200
25 1+1 5 5
6,000 20,000 20,000 8,000
1,50,000 20,000 1,00,000 40,000
200,000 47,000 114,300 151,000
4,10,000
757,500
Sub total FOR CLASSES 11 12
Teacher’s table Teacher’s chair
5 5
20,000 6,000
1,00,000 30,000
243,500 107,500
13 14
White board Cutting table (big)
7 2
2,000 8,000
14,000 16,000
87,500 94,000
15
Stools
50
2,000
1,00,000
1,57,250
16 17
Class Room Chairs Steel almirahs
150 7
8,000 20,000
12,00,000 1,40,000
1,187,500 432,000
18
Computer table + chairs
15
20,000
3,00,000
750,000
19
Kitchen table (Big)
1
30,000
30,000
77,000
20 21
Kitchen cabinet Crockery
1 Lum sum
20,000 1,00,000
20,000 1,00,000
99,000 230,000
22
Parlour chair
3
30,000
90,000
128,000
Sub total Display Centre 23 24
Show cases Silver trunks
2 Lum sum
20,000
Sub total Grand Total
21,40,000
3,593,250
40,000 50,000
144,000 282,000
90,000
426,000
28,80,000
5,139,050
3.3.2 Procurement of Machinery & Equipment: Table 11 Procurement of Machinery & Equipment
S.R. Item FOR COMPUTER LAB 1 Computer with printer &UPS ( 4th generation model 4i5) 2 Air conditioner 3 Generator
Quantity
PRICE per unit
(Amount in Rupees) Total amount Actual
15
1,00,000
15,00,000
2,825,500
2(1.5 tons) 1 ( 5kv)
1,00,000 2,00,000
2,00,000 2,00,000
138,000 1,240,000 18 | P a g e
Sub total COOKING CLASS 4 Cooking range 5 Refrigerator 6 Oven Sub total DRESS MAKING CLASSES 7 Sewing Machine (manual without motor) (Singer/Seleka/Gold Seleka) 8 Electric motor 9 Computer Karai Machine 10 Over lock machine 11 Kaj Machine 12 Button Machine (Single thread ) 13 Single Lock Stich Industrial Machine 14 Aari Machine 15 Kroshia Pico / Kingri Pico 16 Ada work frame with stand 17 Electric motor 180w coper wind Sub total LANGUAGE CLASS 18 Multi Media with screen 19 Computer with printer &UPS ( 4th generation model 4i5) Sub total 20 Fire extinguisher equipment Sub total Grand total
3.4
19,00,000
4,203,500
1 1(15 cubic) 1
45,000 35,000 20,000
45,000 35,000 20,000 1,00,000
50,000 130,000 33,000 213,000
25
10,000
2,50,000
322,050
5 5 1 1 1
15,000 20,000 50,000 1,60,000 70,000
75,000 1,00,000 50,000 1,60,000 70,000
25,350 520,000 84,000 84,000 85,000
5
40,000
2,00,000
201,600
2 1 25 20
35,000 1,25,00 4,000 2,000
70,000 1,25,000 1,00,000 40,000
48,000 340,000 31,500 36,000
12,40,000
1,777,500
1,00,000 1,000
370,000 110,000
101,000 50,000 50,000 3,391,000
480,000 44,000 44,000 6,718,000
1 1
Lum sum
1,00,000 1,000
50,000
PROJECT DURATION
The project “Establishment of District Industrial Homes at Nankana Shib and Chiniot� was conceived in September 2014 with gestation period of two years to be completed till September 2016 with the total financial cost of 30.278 Million rupees. But latter on PC-I was revised and gestation period extended for another nine months till June 2017 with revised cost of 31.816 Million. 3.5
PROCESS ANALYSIS
The Project Process Analysis was carried out against the following factors; i.
Training Center Analysis
ii.
Trade Analysis 19 | P a g e
iii.
Certified Trainees Analysis
iv.
Production Center Analysis
v.
DIH Management Analysis
3.5.1
TRAINING CENTRE ANALYSIS
Current status of total enrolled and certified trainees of both DIH (Sanatzars); Table 12 Enrolled & Certified Trainees
District
Total No. of Enrolled Trainees
Total No. of Certified Trainees
Nankana Sahib
762
624
Chiniot
457
457
Enrolled Trainees.
Certified Trainees.
762 624 457
457
Chiniot
Nankana Sahib
Graph 4 Enrolled vs. Certified Trainees
Status of certified trainees till June 30, 2017 clearly indicates that in DIH (Sanatzar) Chiniot all trainees who were enrolled completed their course and received certificates whereas in Nankana Sahib 624 trainees completed their course out of a total of 762 enrolled students. While during field visit it was observed that there were only two paid instructors. It shows serious gaps in enrollment and certification process.
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3.5.1.1
TRAINING/TRADES WISE TRAINEES OF DIH (SANATZAR) NANKANA SAHIB;
Current status of Training/Trades wise Trainees of DIH (Sanatzars) Nankana Sahib is depicted in Table 13 below; Table 13 Training/Trade wise Status, Nankana Sahib
Training/Trades
Enrolled Trainees.
Certified Trainees.
Ada Work
77
57
Computer courses
169
131
Dress making
201
170
Fine arts
115
96
Personal grooming & Parlor work
200
170
Grand Total
762
624
Enrolled Trainess.
Certified Trainees.
201
200 170
169 131 77
170 115
96
57
Ada Work
Computer courses
Dress making
Fine arts
Personal grooming & Parlor work
Graph 5 Training vs. Trade wise status, Nankana Sahib 3.5.1.2
TRAINING/TRADE WISE TRAINEES OF DIH (SANATZAR) CHINIOT
Current status of Training/Trade wise Trainees of DIH (Sanatzars) Chiniot is mentioned in table 12 below; Table 14 Training/Trade wise Status, Chiniot Training/Trades
Enrolled Trainees.
Certified Trainees.
Computer courses
70
70
Cooking
10
10
Fine arts
10
10
Hand & machine embroidery
114
114
21 | P a g e
Industrial stitching, cutting & sewing
174
174
Personal grooming & Parlor work
79
79
Grand Total
457
457
Enrolled Trainess.
Certified Trainees.
Registered Trainess. 174 174
114 114 70
79
70
10 Computer courses
10
Cooking
10
79
10
Fine arts
Hand & machine Industrial stiching, Personal grooming embroidery cutting & sewing & Parlor work
Graph 6 Training vs. Trade wise status, Chiniot
3.5.2
CERTIFIED TRAINEES ANALYSIS
A survey was designed to assess the trainees’ view about the training and institutions. For this purpose a sample of 15% of the certified trainees was taken and a semi-structured interview tool was designed to execute the survey. From District Nankana Sahib out of a total of 624 certified trainees a sample of 94 trainees was taken for survey whereas from District Chinot out of a total of 457 trainees the sample of 69 was taken for survey. Hence a total of 163 beneficiaires were selected randomly for survey. Following are the findings of the survey. 3.5.2.1
HOW DID YOU COME TO KNOW ABOUT SANATZAR?
A total of 98 beneficiaries (60.12 %) responded that they came to know about District Industrial Home (Sanatzar) through her friend or neighbor (word of mouth). And only 36 beneficiaries (22.09%) were reached out through advertisement efforts made by management of DIH (Sanatzar). It is clear from the fact that the advertisement was not effective in accessing the beneficiaires which needs to be looked into by the department.
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Advertisement.
Word of Mouth.
Officials
Others.
98
36
17
12
How did you come to know about Sanatzar?
Graph 7 Advertisement of DIH (Sanatzar) Services 3.5.2.2
WHY DID YOU DECIDE TO JOIN THE SANATZAR?
The next question was regarding their motivation to join the DIH (Sanatzar). In response to it 100 beneficiaires (61.34%) said that they joined the DIH to income generation through better employment opportunities. Whereas, 58 respondents (35.5%) said that they learned the skill for their skill development. Hence the project beneficiaires’ perspective to join the project looks like gaining the employment opportunities and learning skills for their livelihood.
Why did you join the Sanatzar 120 100
100 80 60 58
40 20
5 0 Income Generation & Employment
Skill Development
Other
Graph 8 Why did you join the Sanatzar
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3.5.2.3
HOW DID YOU SELECT THE TRAINING COURSE/TRADE AT SANATZAR?
About one third of the respondents i.e. 53 (32.52 %) responded that they selected courses at DIH (Sanatzar) from the offered courses (course calendar), 49 beneficiaries (30.06 %) responded that they joined the course due to personal interest. As low number of beneficiaires as 29 (17.79 %) responded that they selected course as per market need. There emerges need for the revision of course calendar and inclusion of market based courses for the trainees. Course Calendar.
Employer requirement.
Market Need.
Personal Interest.
Others.
53 49
29 19 13
How did you select the training course/trade at sanatzar?
Graph 9 Process of Course Selection at DIH (Sanatzar) 3.4.2.4 WHAT WAS YOUR QUALIFICATION LEVEL WHEN YOU JOINED TRAINING COURSE/TRADE?
As many as 64 beneficiaries (39.26 %) responded that they had passed their Elementary Grade when joined at DIH (Sanatzar), 51 beneficiaries (31.29 %) responded that they had completed Primary Grade. 32 beneficiaries (19.63 %) responded that had passed their SSC exams. Primary.
Middle.
Matriculation.
Intermediate.
Others.
64 51 32
11 5 What was your qualification level when you joined training course/trade?
Graph 10 Qualification level of Trainees at DIH (Sanatzar) 24 | P a g e
3.4.2.5
WHY DID YOU SELECT SANATZAR FOR LEARNING YOUR TRAINING COURSE/TRADE?
A total of 71 beneficiaries (43.56 %) responded that they selected courses at DIH (Sanatzar) because of “No Fee”, 36 beneficiaries (22.09 %) responded that due to “Quality of Training course/Trade facilities. 29 beneficiaries (17.79 %) responded that due to availability of “Qualified Trainer” while 24 (14.7%) responded that they joined the DIH for the certification. It shows that free technical education is the key source of motivation for the students whereas quality of training, good trainers and certifications also encourage them to join DIH. Qualified Trainer.
Quality of Training/Trade Facilities.
NO Fee.
Certification.
Others.
71
36 29
24 3
Why did you select sanatzar for learning your training course/trade?
Graph 11 Reason to select DIH (Sanatzar) 3.4.2.6
HOW DO YOU DESCRIBE THE QUALITY OF TRAINING/TRADE PROVIDED?
A total of 63 beneficiaries (38.65 %) responded the quality of training/trade provided at DIH (Sanatzar) very “Very Good”, 41 beneficiaries (25.15 %) responded “Good”. 29 beneficiaries (17.79 %) responded as “Neutral”. As many as 30 (18.4%) responded it poor or very poor. Overall the assessment shows that majority of the respondents were satisfied with the quality of training. Very Good.
Good.
Neutral.
Poor.
Very Poor.
63
41
29 22 8
How do you describe the quality of training/trade provided?
Graph 12 Quality of Training/Trade at DIH (Sanatzar) 25 | P a g e
3.5.2.7
WHAT IS YOUR CURRENT EMPLOYMENT STATUS AFTER TRAINING?
A total of 64 beneficiaries (39.26 %) responded that they are “Employed” after getting certified from the DIH (Sanatzar) whereas 99 beneficiaries (60.7%) responded “un-employed”. But not even a single certified trainee got registered with “Work & Earn Centre” at DIH (Sanatzar). The management of the DIH should take measures to make the Work & Earn Centers functional.
Employment Status of the Trainees
150
105
100 39 50 0 Polite
Neutral
Graph 13 Employment Status 3.4.2.8
WHAT IS YOUR MONTHLY INCOME AFTER GETTING THIS TRAINING?
49 beneficiaries (30.06 %) responded that they are earning “Above Rs. 5,000”, while 73 beneficiaries (44.79 %) responded that they are earning “Rs. 5,000”. 41 beneficiaries (25.15 %) responded that earning below “Rs. 5,000”. It shows an income generation impact of the training. Below Rs. 5,000.
Rs. 5,000.
Above Rs. 5,000.
73
49 41
What is your monthly income after getting this training?
Graph 14 Income after getting Training
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3.5.2.9
HAS TRAINING FROM SANATZAR INTERVENTION IMPACTED AND EMPOWERED YOU SOCIALLY AND ECONOMICALLY?
A total of 64 beneficiaries (39.26 %) responded that they feel socially and economically empowered as an impact of this training, whereas, 47 beneficiaries (28.83 %) responded as neutral and 52 (31.9%) said that their status has not been improved. YES.
Neutral.
NO.
64 52
47
Has training from sanatzar intervention impacted and empowered you socially and economically?
Graph 15 Socio-Economic Empowerment
3.4.3
PRODUCTION CENTRE ANALYSIS
Production Centres are important component of DIH (Sanatzars). In order to achieve the objective of social-economic empowerment both training & production Centres are to work systematically If production Centres are not working it clearly indicates no work orders are being collected by marketing team through its exhibitions and promotional activities. Both DIH (Sanatzars) have stated to provide trainings but not any certified trainee could be registered at Production Centres or through work orders after completing course because Marketing team could not get Work Orders for engaging them. Table 15 Certified Trainees & Registered Trainees at Production (Work & Earn) Centers
Description
Chiniot
Nankana Sahib
Grand Total
Certified Trainees.
457
624
1081
Registered Trainees.
0
0
0
27 | P a g e
700
624
600 457
500 400 300 200 100
0
0
0 Certified Trainees.
Registered Trainess.
Chiniot
Nankana Sahib
Graph 16 Certified & Registered Trainees
3.5.4
DIH (SANATZAR) MANAGEMENT ANALYSIS
Certified Trainees were interviewed and asking about the quality of Instructors, Staff and Management 3.5.4.1 WHAT IS YOUR OBSERVATION ABOUT THE ATTITUDE OF THE INSTRUCTOR?
About 2/3rd of the respondents i.e. 105 (64.4%) said that they found their trainers Polite whereas 39 (23.93%) remained neutral to this question and 19 (11.6%) said that the attitude of the trainers was rude. It shows an overwhelming good attitude of the DIH management towards the trainees.
Attitude of the Trainers 120
105
100 80 60
39
40
19
20 0
Polite
Neutral
Rude
Graph 17 Attitude of the Instructor at DIH (Sanatzar)
28 | P a g e
3.5.4.2 ARE YOU SATISFIED FROM THE INTERVENTION OF SANATZAR?
A total of 78 beneficiaries (47.85 %) responded that they are “Satisfied” from the intervention of DIH (Sanatzar). 71 beneficiaries (43.56 %) did not respond and remained “Neutral”. Only 14 beneficiaries (08.59 %) responded “NO”. YES. 78
Neutral.
NO.
71
14
Are you satisfied from the intervention of sanatzar?
Graph 18 Satisfaction with the Intervention
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4
O BSERVATIONS 1. A suitable land was to be identified by the management of DIH for the construction of building of DIH (Sanatzar) but DG M&E team observed that it has not been identified. 2. It was observed and noted that installed security cameras are functional at DIH (Sanatzar) Chiniot building only. 3. Although machinery and equipment for training/trades have been purchased yet it is not in accordance with the number of enrolled trainees 4. Mobility facility to the staff is not provided as CM did not approve the purchase of vehicles but drivers have been recruited and salaries are being paid 5. DG M&E team seriously observed that key positions of Managers (BPS 18) are filled with additional charge and that of Craft Designer (BPS 17) are vacant. While only two out of five Trade Instructors have been hired in DIH Chiniot. 6. DG M&E team found that no local art and craft has been identified at DIH Nankana Sahib 7. It was very difficult to verify, authenticate enrollment and certification process, records at both training centers of DIH (Sanatzars). 8. It is observed that no certified trainee has been registered with DIH (Sanatzar) at production (work & earn) centers for work orders. 9. DG M&E team observed that neither Course Calendar had been developed nor being followed and revised on regular basis for the trainees. 10. It is observed that no exhibition or display centers have been established to showcase finished products at both DIH (Sanatzars). 11. Managers, market organizers established no linkages to strengthen liaison and coordination with other organizations and institutions like SMEDA, TDAP, EPB, and Chambers of Commerce at district levels. 12. It is observed that DIH (Sanatzars) management had not developed and implemented any standard operating procedures (SOPs) for strengthening institutional capacities.
30 | P a g e
5
R ECOMMENDATIONS 1. It is recommended to identify suitable lands and ear mark it for construction of building of Sanatzars at Chiniot & Nankana Sahib 2. It is recommend to install security cameras and get tagging of buildings of DIH (Sanatzar) 3. It is recommend to procure adequate machinery & equipment as per need of trainees 4. Provision of Mobility facility should be ensured at both DIH (Sanatzars) subject to approval of the authorities otherwise there is no need to hire drivers when there is no vehicle. 5. Recruitment process should be completed immediately in both districts for improvement in service delivery and sustainable socio-economic development of young women and girls. 6. It is recommended to conduct baseline survey/market research in both districts to identify and develop local arts & crafts 7. It is strongly recommended that database should be developed and maintained for enrollment, certification and registration process of trainees in training centers at DIH (Sanatzar) 8. It is strongly recommended that Management Information System (MIS) should be developed and implemented for smooth functioning of DIH (Sanatzar) in production centers at DIH (Sanatzar) 9. It is recommended to develop and follow course calendar as per need assessment of trainees 10. Display centers should be established at exhibitions extensively to showcase finished products at both DIH (Sanatzars). 11. It is recommended to establish and strengthen linkages with other organizations and institutions like SMEDA, TDAP, EPB, and Chambers of Commerce at district levels 12. It is strongly recommended that DG SW&BMD, managers DIH (Sanatzar) and advisory body should develop and implement standard operating procedures (SOPs) for strengthening institutional capacity. 13. Financial management system and reporting standards should be improved with mutual
consultation of finance department and AG Office both in PC-I & PC-IV.
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A NNEXURE – A
A DVISORY B ODY – C HINIOT & N ANKANA S AHIB
Advisory Body - District Chiniot
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Advisory Body - District Nankana Sahib
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A NNEXURE – B B UILDINGS OF DIH(S ANATZAR )
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A NNEXURE –C S CHEDULE OF N EW E XPENDITURES (SNE)
FOR
P ROJECT S TAFF
Schedule of New Expenditure (SNE) for project staff DIH (Sanatzar) Chiniot
Sr.
Position
BPS
Part/full Time
No. of Posts
Current Status of Posts
SNE of Project Staff
1 Additional
Recommended
1
Manager
18
Full time
1
2
Craft Designer
17
Full time
1
1 Vacant
Recommended
3
Assistant
16
Full time
1
1 Filled
Recommended
4
Market Organizer
11
Full time
1
1 Filled
Recommended
5
Junior Clerk
11
Full time
1
1 Filled
Recommended
6
Store Keeper
05
Full time
1
1 Filled
Recommended
1 Filled
Recommended
7
Driver
04
Full time
1
Charge
*No Purchase of Transport Facility
8
Peon
01
Full time
2
2 Filled
Recommended
9
Sweeper
01
Full time
1
1 Filled
Recommended
10
Chowkidar
01
Full time
1
1 Filled
Recommended
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DIH (Sanatzar) Nankana Sahib
Sr.
Position
BPS
Part/full
No. of
Time
Posts
Current
SNE of Project
Status of
Staff
Posts
1 Additional
Recommended
1
Manager
18
Full time
1
2
Craft Designer
17
Full time
1
1 Vacant
Recommended
3
Assistant
16
Full time
1
1 Filled
Recommended
4
Market Organizer
11
Full time
1
1 Filled
Recommended
5
Junior Clerk
11
Full time
1
1 Filled
Recommended
6
Store Keeper
05
Full time
1
1 Filled
Recommended
1 Filled
Recommended
7
Driver
04
Full time
1
Charge
*No Purchase of Transport Facility
8
Peon
01
Full time
2
2 Filled
Recommended
9
Sweeper
01
Full time
1
1 Filled
Recommended
10
Chowkidar
01
Full time
1
1 Filled
Recommended
36 | P a g e
Š Directorate General of Monitoring and Evaluation, Planning and Development Department, Govt. of Punjab (December, 2017)
Soft form of the report and corresponding MOM may be downloaded from www.dgmepunjab.gov.pk 37 | P a g e