PA00MBHR

DAIRY PROJECT
ANNUAL IMPLEMENTATION PLAN – YEAR THREE
JUNE 2013
DISCLAIMER
The views expressed in the publication do not necessarily reflect the views of the U.S. Agency for
International Development or the United States Government.
USAID-DRDF Dairy Project Year 3 Implementation Report
Sajjad Moghal
Agreement Officer’s Representative
US Consulate General
50, Shahrah-e-Abdul Hameed Bin Badees
(Old Empress Road) near Shimla Hill
Lahore
Subject: USAID DRDF-Dairy Project Year Three Annual Implementation Plan: July 2013
through June 2014
Dear Mr. Sajjad,
Dairy Project is pleased to submit this Year three Annual Implementation Plan (AIP) per the
Mission’s request. This AIP serves as a guide for project implementation and links project activities,
strategic objectives, and intended results in accordance with the funding available. It is an organic
living document that will evolve with changes in the operating environment and with the results of
implementation itself.
This AIP for year three covers the period of July 2013 through June 2014. This AIP addresses the
full technical scope and all managerial aspects of the project at the time of publication. The team
looks forward to receiving notification of USAID’s feedback and consequent approval of the Year
three Annual Implementation Plan.
Sincerely,
Jack Moser
Project Director
USAID Dairy Project
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CONTENTS
EXECUTIVE SUMMARY ........................................................................................................................................... 4

SUMMARY OF THE HIGHLIGHTS OF YEAR 2…………………………………………..…………………………..……5
STRATEGY FOR ACHIEVING GOALS................................................................................................................ 7

COMPONENT 1: TRAINING AND SUPPORT FOR FARMERS .............................................................. 9
COMPONENT 2: TRAINING AND SUPPORT FOR ARTIFICIAL INSEMINATION
TECHNICIANS (AITs) .............................................................................................................................................. 13
COMPONENT 3: TRAINING AND SUPPORT FOR WOMEN LIVESTOCK EXTENSION
WORKERS (WLEWs) .................................................................................................................................................. 16
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ACRONYMS LIST
AITs: Artificial Insemination Technicians
AOR: Agreement Officer’s Representative
BOG: Board of Governors
DRDF: Dairy and Rural Development Foundation
FM: Field Manager
GM: General Manager Field Operations
KP: Khyber Pakhtunkhwa
LBEs: Livestock Business Entrepreneurs
LHWs: Livestock Health Workers
M&E: Monitoring & Evaluation Manager
MTs: Master Trainers
NPD: National Project Director
PMU: Project Management Unit
SMs: Social Mobilizers
TOR: Terms of Reference
TOTs: Training of Trainers
UAF: University of Agriculture Faisalabad
USAID: United States Agency for International Development
UVAS: University of Veterinary & Animal Sciences Lahore
VTIs: Vocational Training Institutes
WLEWs: Women Livestock Extension Worker
ZM: Zonal Manager
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EXECUTIVE SUMMARY
The Dairy Project is a joint effort by the United States Agency for International Development
(USAID) and the Dairy and Rural Development Foundation (DRDF) to foster sustainable increase
in dairy and livestock productivity through adoption of best farming practices, breed improvement,
availability of timely extension services, and promotion of livestock businesses.
Till May 2013, the Project has:
 Trained 6,983 dairy farmers;

 Trained 1,220 Artificial Insemination Technicians (AITs);
 Trained 2,999 Women Livestock Extension Workers (WLEWs); and distributed 618
motorbikes to high performing AITs.
In Year three, the project plans to move its selection to new districts including Rahim Yar Khan,
Kasur, Sheikhupura, Faisalabad and districts from other provinces as well. A zonal office for
WLEW trainings is located in Hasilpur, where teams will be working in districts Bahawalpur and
Bahawalnagar.
In the third year the project aims for increase in the incomes of dairy farmers, AITs and WLEWs,
including providing self-employment opportunities to unemployed men and women, reduce the
incidence of animal disease, and increase in milk yield of farmers trained by the project. The overall
goal of the project is to offer sustainability to the project beneficiaries and their businesses, and is
aiming to sign a Memorandum of Understanding (MoU) with the potential suppliers to ensure that
each WLEW and AIT has access to quality inputs. The project will expand its efforts to link working
entrepreneurs with different pharmaceutical companies, animal feed companies, and semen
suppliers. Linkages among beneficiaries (for all three components) for the purpose of future
sustainability and networking are of utmost priority to the Dairy Project. Through this, the project is
providing support to rural communities by linking them with local NGOs and organizations. The
Project will also ensure delivery of kits to 425 WLEWs that received 15 days training last year.
The Dairy Project’s mass awareness campaign designed to support the trainings and promoting
awareness among farmers on best dairy farming practices, will continue in the third year. The Dairy
Project will kick start its second phase of television and radio campaign on best dairy farm practices
and street theatre shows in targeted areas.
The full document provides details and timelines for the third Annual Implementation Plan for each
component of the USAID-DRDF Dairy Project. Sections explaining the progress of the project in
the year 2012- 2013 has been provided at the end of the report.
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SUMMARY OF HIGHLIGHTS YEAR 2

The project continued trainings for AITs, WLEWs and Economic Contribution:
farmers in the second year of its implementation. During year Milk yield increase by approximately
2, the Dairy Project covered districts Multan, Vehari and 24% in flush season
Estimated increase of USD 57.75 per
Bahawal Pur (Tehsil: HasilPur) for Women Livestock month in dairy income of farmers
Extension Workers (WLEWs) and farmer trainings. Artificial More than 3,500 entrepreneurs
Insemination Technicians (AITs) were trained from districts established.
Bahawalnagar, Bahawalpur, Jhang, Lodhran, Multan, 37,000 farmers provided awareness
about best practices through street
Khanewal, Muzaffargarh, Pakpatan, Sahiwal, Vehari, theaters and silage shows
Sheikhupura and Toba Tek Singh in Punjab. AITs were also
selected from other provinces including Khyber Training achievements in year
Pakthunkhwa (KPK)1, Sindh2 and South Waziristan Agency 2012-13:
3,307 farmers, 762 AITs and 1,839
(FATA). Selection of farmers, AITs and WLEWs is carried WLEWs
out through community mobilization in each village besides
screening of the candidates against the set criteria. Training achievements from 2011-
2013:
The table below presents quarter wise targets and 6,983 farmers, 2,999 WLEWs and
1,220 AITs
achievements in each of the three training components
Description Q1 Q2 Q3 Q4 Total
July-Sep Oct-Dec Jan-Mar Apr-June
T A T A T A T A T A
Training and Support to
Dairy Farmers
2-Days Training 200 287 625 633 1,080 775 550 236 2,455 1,931
4-Days Training 100 177 300 384 300 280 700 321 1,400 1,162
One Month Training 25 75 78 75 85 75 51 250 214
Sub-total 325 464 1,000 1,095 1,455 1,140 1,325 608 4,105 3,307
Training and support to 160 172 160 161 270 249 360 180 950 762
AITs
Training and Support to 160 600 494 537 840 800 505 2,097 1,839
WLEWs
Key: T=Targets, A=Achievement
Notes: Achievements data is from July 2012 to May 2013.
Targets are from AIP 2012. Targets are for August 2012 to July 2013
Project Sites:
Dairy Project’s field offices/zones and training sites have been established at the following sites:
Burj Attari (District: Sheikupura), Rawalpindi (District: Rawalpindi), Faisalabad (District: Faisalabad),
Renala Khurd (District: Okara), Sukheki (District: Hafizabad), Kamalia3(District: Toba Tek Singh),
1 KPK districts: Buner, Charsadda, DI Khan, Dir, Lakkimarwat, Mardan, Nowshehra and Tank
2 Sindh districts: Dadu, Ghotki, Khairpur, Larkana, Matiari, Naushero Feroze, Shaheed Benazirabad and Shikarpur
3 Kamalia Office is established to provide support to beneficiaries of erstwhile Pir Mahal and Chichawatni zones.
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Hasilpur and Multan City (District: Multan). A map showing locations of Dairy Project’s activities in
Southern Punjab is given in annex ten.
YEAR THREE GOALS OF THE WORKPLAN

The Dairy Project aims to foster sustainable increase in dairy and livestock productivity through
adoption of best dairy farming practices breed improvement, availability of timely extension services,
and promotion of livestock businesses. To achieve these goals the Dairy Project provides trainings
for dairy farmers on model farms. Women Livestock Extension Workers (WLEWs) and Artificial
Insemination Technicians (AITs) are also trained to ensure availability of reliable extension services
to farmers. The increase in productivity will increase prosperity of farmers and provide livelihood
opportunities for extension service providers.
Year Three Goals
The intended development impacts of the project include:
 10 percent increase in
 10 percent increase in the incomes of dairy farmers dairy farmers’ income
and milk yield
and PKR 3,000 per month income for project-trained
 Self-employment to
AITs and WLEWs who are educated but unemployed
unemployed men and
prior to the trainings.
women
 Provide self-employment opportunities to 2,430  20 percent reduction
unemployed men and women in the rural economy. in HS and FMD
 Twenty percent reduction in the incidence of Foot
and Mouth Disease (FMD) and
Hemorrhagic septicemia (HS). These two diseases result in major economic loss in the dairy
industry. HS is a common cause of fatality in dairy animals while FMD adversely affects milk
production and animal health leading to major economic losses.
 Ten percent increase in the milk yield of project assisted farmers.
The project will contribute to the above development goals through a training intervention. In the
third year, the main focus will be on interlinking the beneficiaries and providing market linkages to
the beneficiaries to ensure sustainability and long run impact. In the third year of project
implementation, following trainings will be provided.
Component Trained (till Target Target Total Life of
May 2013) For June- for Expected to Project
July 2013 2013- be trained till Targets
2014 July 15, 2014
WLEW 2,999 401 1,6001 5,000 5,000
AIT 1,220 150 630 2,000 2,000
2 Day Training Farmers 5,118 - 0 5,118 5000
4 Day Training Farmers 1,651 201 2,0482 3,700 3,700
30 Day Training Farm 214 0 186 400 400
Managers/Commercial
Farmers
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1Targets are from Jul 15 2013 to July 15 2014.
A detailed discussion on indicators used to measure above intended impact goals is given in the
PMP as approved by USAID. The Dairy Project will also ensure continued support to previous
trainees. The Project supports previous trainees through a
thorough system of follow up. Last year follow up teams
Support to Previous
conducted 250 monthly meetings, 1,895 induction meetings, Trainees
1,030 farmer camps, 4,500 individual visits and 300 inter- Follow-up team
beneficiary meetings. Farmers, WLEWs and AITs discuss the conducted 250 monthly
problems they face with the follow up team. meetings, 1,895 induction
meetings, and 4,500
individual and 300 inter-
beneficiary meetings in
Year 2
STRATEGY FOR ACHIEVING GOALS
The project strategy to achieve the goals includes:
 Providing carefully designed trainings to the dairy farmers and prospective AITs and
WLEWs
 Support these beneficiaries by proving initial support kits and establish their linkages with
the dairy sector market players and interlink beneficiaries.
 Offer culturally sensitive training at doorstep for WLEWs. For providing trainings,
candidates, fulfilling the selection criteria, are selected through community mobilization.
Partnerships with universities such as UVAS and PMAS-ARID Agriculture University are
established to certify farmers/farm managers attending 30-day farm management training, WLEWs
and AITs. After completion of the training initial support kits are provided to all beneficiaries.
Support kits for AITS and WLEWs help them establish their own businesses. Follow-up is also
provided to the beneficiaries to support their activities, solve on-field problems and improve
linkages of the beneficiaries with their community.
Cluster Formation
WLEWs were grouped in clusters 20-25 WLEWs (10-12 villages) with an elected cluster head.
Cluster formation allows them to place order in bulk and thus enjoy some buying leverage. The
cluster strategy is being extended to incorporate Project trained farmers and AITs into the clusters.
This will strengthen beneficiary linkages, increase their negotiation power with suppliers and provide
an easier channel for suppliers to link with all beneficiaries in the value chain. The detailed activities
for achieving this vision are discussed in the next section. A table showing major field operations is
given in Annex three.
The implementation on this strategy is monitored by M&E Department. M&E Department

performs process monitoring by checking compliance with SoPs developed for each of the above
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mentioned activities. Annex-5 lists various field operations activities and corresponding monitoring
activities. Results monitoring is performed under the overall guidance of Performance Monitoring
Plan (PMP).
MAJOR IMPLEMENTATION ACTIVITIES

Area Selection
The project area selection methodology is primarily based on a strategy that aims at an appropriate
balance between efficiency and equity concerns.Table-1 below shows selected indicators, data
sources, and weights assigned to each indicator.
District Selection Criteria
Weight
Indicator Data Source
(percentage)
Number of Cattle and Buffaloes:
Number of Cattle and Buffaloes Pakistan Livestock Census 2006.
50 %
per Union Council Number of Rural Union Councils: Punjab
Development Statistics 2011
Punjab Indices of Multiple Deprivations,
Poverty 30 %
2008-09
Number of Cattle and Buffaloes:

Animals per Veterinary Pakistan Livestock Census 2006.
10 %
Institution Number of Veterinary Institutions:
Punjab Development Statistics 2011
Percentage of Cows and

Buffaloes Not Artificially Pakistan Livestock Census 2006 10 %
Inseminated
Note : Districts near the current working district would be given preference in selection to make a cost effective model and exercise
better control on monitoring and follow-up activities.. All zonal site office teams would cover the areas within a radius of 50-60 KMs
of the site office. This strategy results in efficient use of resources and ensures the teams return in time to minimize security risks.
We offer three types of trainings: (1) AITs, (2) WLEWs and (3) Farmers. The AIT program trains
the participants to inseminate the cattle and thus contribute to breed improvement. The WLEW
program trains women belonging to different villages in curing the diseases present in the dairy
animals thus improving health, increasing milk production while empowering women. Training of
the farmers is further divided into 2-day, four-day and 30-day training programs in which they are
educated about practices that can improve the yield of their animals. The Dairy Project would
continue AIT trainings at the three existing training sites (Burj Attari, Faisalabad and Rawalpindi)
and aims to make another arrangement with the slaughter house in Lahore, where AITs can acquire
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a better practical experience in animal palpations. For selection of AITs, the project will continue
working in villages in South Punjab. Villages will be selected following the same criteria and
infrastructure of communities. A village will not be selected if there is already a similar initiative or
adequate AI services are available .For year three, the selection will include new districts such as
Rahim Yar Khan, Kasur, Sheikhupura, Faisalabad and districts from other provinces as well.
Farmer trainings will also continue at the two Model Training Farms contributed by Nestle Pakistan
Ltd., and two farms in district Multan.
The project will continue with its WLEW trainings in the Hasilpur office. The teams will cover areas
in districts Bahawalpur (Tehsil: Hasilpur) and Bahawalnagar (Tehsil: Chishtian and Haroonabad)
within the radius of 60 KMs from the site office locations .For this purpose, a few teams will be
shifted from Multan and Vehari zone to Hasilpur. Zonal offices in Kamalia will continue working in
the existing setup. During year three, project will also train farmers and WLEWS in a few villages of
district Sheikhupura.
COMPONENT 1: TRAINING AND SUPPORT FOR FARMERS

Objective
To improve prevalent dairy farming practices for increasing livestock productivity and enhancing
incomes of rural households assisted by the project. The Dairy Project has designed two-day, four-
day and one month farmer trainings according to dairy farm sizes and farmers’ requirements. So far,
the Project has trained 6,983 farmers in best dairy practices. This has had a significant impact on
milk yields and incomes. We will establish model farms in villages and farmers will be trained at the
farm. Financial and legal procedures will be worked out and sent for the USAIDs approval. The
quarter-wise targets for year three are given below:
Type of July- October- January- April-July Total

Training September December March 2013 2014
20131 2013
4 days training 660 570 608 210 2,048
30 days training 30 90 66 186
1 First quarter includes targets for June 2013
2Last quarter includes first 15 days of July
Education criterion for

Selection Criteria commercial farmers is
proposed to be relaxed.
The two-day farmer training is geared towards small farmers
It is proposed that commercial
having a minimum of two adult dairy animals. The target for farmers be allowed to send a
two-day farmer training has been achieved and will not proxy to train in their place.
continue in year three of implementation. The second training
2-day and 4-day farmers have
course is conducted as a four-day training program. This shown interest in getting
training is targeting the small farmers that have a minimum of advanced training. Project will
facilitate these farmers over and
above its requirement of9|Page
training 9,000 farmers
10 adult dairy animals/ investors. The group selection will ideally be five farmers per village.
The third type of training method will be conducted as a 30-day training program. This training aims
to train 300 commercial farmers and 100 farm managers. This ratio between two categories can
change as per response from the farming communities. The target for farm managers was achieved
in year 2 and hence will not continue in year three.
The commercial farmer trainees must have a livestock holding of preferably 20 adult dairy animals
and preferably matriculation qualification. The project will encourage those farmers who are
decision-makers at the farm level. Considering the challenges of farmers’ availability for a complete
month during training, the project will design a flexible trainings pattern which will be convenient
for the participants. While trained farm managers were well-educated youth, it has been noticed that
a significant portion of commercial farmers are not well educated but have a sufficient stock of dairy
animals. Moreover, they are the prime decision makers, it is not possible for farmers to devote one
month away from their farm. To answer these challenges, we will relax the education criteria and
allow farmers to nominate his son/daughter or any other educated family member who helps in
managing the farm. Also the one month training duration will be organize module wise ,preferably
twice in a week of two to three hours training class along with few farms and site visits will be
organized nearby their villages.
The following criteria will be considered for commercial farmer trainings for one month in year
three:
1. Preferably educated (matriculate)

2. Having preferably 20 adult dairy cows/buffalos.
3. Keen to learn and adopt changes at his farm level
4. Decision- maker at his/her farm
5. Could be an owner or the recommended person by the farm owners
The selection criteria are same as before except education criterion and permission to send a proxy.
In all three types of trainings, the project will also design trainings based on farm requirements. A
few farmers can also be trained as farm helpers and technicians (silage technicians/feeding, milking
helpers and calf career etc). The trained commercial farmers will receive certificates from the Dairy
Project. Since, these farmers are self-employed, they do not need university administered exams or
certification.
As an incentive to complete the training and adopt best practices, the dairy project can announce
prizes for farmers who adopt good practices as per project criteria. Follow-up visits will be made to
individual farms on need basis to check whether best practices are being adopted or not.
After attending trainings, a significant number of farmers have showed interest in attending
advanced trainings to enhance their knowledge and get more information on best practices. Thus,
the project will consider the farmers who are interested to reappear in advance trainings within all
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three types of farmer trainings being conducted by the project. These will be trained over and above
the 9,000 target committed by the Dairy Project. In year three, the project will manage software to
register the progressive trained farmers and their animals from each cluster level. The project will
provide selected registered farmers with ear tags and they will also be provided with technical
support services through project-trained AITs and WLEWs.
In order to encourage dairy farmers to have quality animals and adopt dairy as a profiteering
commercial field, the project will also design activities like cattle shows, silage shows and farmer days
etc.
As an incentive to complete the training and adopt best practices, the dairy project can announce
prizes for farmers who adopt good practices as per project criteria. Follow-up visits will be made to
individual farms on need basis to check whether best practices are being adopted or not.
Training
Farmer Training on Model Farms
The Dairy Project has selected Nestle Sarsabz/Sukheki training and demonstration farms for farmer
trainings. Two farmer-owned Dairy Farms (Khanewal Farm in Khanewal and Jahangir Farm in
Multan) are also selected for farmer trainings. During these trainings, Master Trainers (MTs) will
continue to brief farmers about dairy farming e.g feeding, breeding, best farm practices, farm
management and dairy farming as profitable business.
The project is also accommodating overhead costs of farmer trainings in all training and
demonstration farms. This includes cost of transportation, boarding/lodging as well as the
administrative expenses that will continue during the current year’s implementation. A working on
small sized models of dairy farms, starting from 20 animals, is under process so that farmers with
progressive minds can have a better idea of model farms keeping feasibility in mind.
The Dairy Project will design awareness sessions exclusively for farmer groups so that they become
aware of semen quality. The farmer needs to be conscious and must be able to identify the quality of
semen being offered to him by the AIT. Without farmer’s proper awareness about semen quality, it
is not possible to achieve the long term goal of breed improvement and increase in milk production.
There are number farmers who have been so far trained on 2 days and 4 days training in dairy
project at model training and demonstration farms, after training farmer has started adopting
changes and they are motivated now to take dairy on commercial basis. Examples are in project
areas where farmer has constructed sheds, construction of boundary wall and water troughs to
provide free access to animals, improved feeding and overall management practices.
Considering the increasing interest of already trained farmers and their efforts to grow dairy on
commercial basis Dairy Project will plan to select those farmers who have already started few
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changes at their farmers and register them with Dairy project for model forms initiative. Based upon
the particular requirements of each selected and registered farm dairy project will support that
farmers technically and financially (the financial costing for model farms is in process which will be
later submit for USAID Approval) both ways so that within the project life dairy project upgrade
some local farms as a model farms which can be further act as a model farms for new progressive
farms and especially the new investors. Moreover, Dairy project is also working on developing
sketches/architectural models of dairy farms to ensure a technical guideline to progressive farmers
through free consultancies in project area.
The above mentioned is an innovative idea which will support dairy project to promote commercial
dairy farming trend at large scale and within short time more number of villages can be orientated
through these model forms efforts.
Project will primarily be offering one month training of commercial farmer through these registered
farmers, who can be trained or non- trained dairy farmers at the time of selection.
Dairy project also have a plan to upgrade the local community owned dairy farms where project will
contribute some support in shape of kind as farmers who have been trained in 2 days,4 days or one
month training in dairy project they are convinced and willing to bring desire changes but the
financials constrains are there. This initiative will support project to
1. To give the essay access to farmers nearby to their own communities. It will save time for
farmers and reduce costs for the project.
2. More farmers can be given opportunities to orientate on model farms to promote the
practices.
Farmer Days
Farmer Days are arranged at the village level where project beneficiaries are already working. Master
Trainers arrange awareness sessions on vaccination, deworming, fodder planning, fodder
preservation, mastitis and shed design etc. Farmer Days will be conducted within targeted year
where more focus will be given to raise farmer awareness, and encourage them to have better breeds
and feeding patterns to improve their productivity.
Moreover, interested groups of farmers/investors can be orientated on certain good dairy farming
practices and success stories like bio-gas units operations, good progeny results through AI, Vanda
making, silage making and milk management.
Silage Shows
11,000 farmers
Farmers are facing fodder shortage problem each year due to lack of attended 354 silage
awareness about fodder planning and fodder preservation. The Dairy shows in Year two
Project arranged four silage machines (including tractor and trolley)
to give awareness to farmers about fodder preservation last year. 354
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silage shows were arranged at village level and 11,000 farmers attended these shows in year-2. In
these silage shows, Master Trainers briefed attendees about silage making, its need and impact on
animal milk production.
Through this awareness, the project has created a demand for trained human resources and silage
machines in project areas. In order to meet this demand, the project will plan to train interested
farmers as silage technicians at cluster leve (where needed) so that the cluster can benefit from
trained human resource. The training will be one to two months long.
Cattle Shows
In order to encourage farmers to promote good high milk producing breeds and to identify the best
producing cows/buffalos in project areas, the project will conduct a cattle competition.
These shows would be organized at the district level or a cluster level, where AITs, WLEWs and
trained farmers will play a key role to support and motivate the community.
Registration of Farmers and Animals
Dairy Project will support the farmers to ear tag the animals through WLEWs and AITs of
respective model clusters (see Annex-5 for flow chart on model clusters) and get it registered
through a Dairy project’s software. This software will help the project to develop a data bank of
good and weak breeds at the district level. The project can extend its support to registered farmers
and encourage the sale and purchase of animals and herds.
COMPONENT 2: TRAINING AND SUPPORT FOR ARTIFICIAL

INSEMINATION TECHNICIANS (AITs)
Objective
To improve the provision of AI services to foster good quality breeds for improving livestock
productivity and enhancing incomes of rural youths assisted by the project. The Dairy Project’s AI
trainings have empowered 1,200 educated youth by establishing them as qualified AITs.
Consequently, dairy farmers have better access to quality semen supplies and technicians ensuring
better breeding of animals. The overall aim remains to ensure that through better breeding, farmers
are able to increase their milk production and incomes. As a result, income opportunities for both
farmers and AI technicians are being created. Also, poor genetics is a major reason for low
productivity per dairy animal. In order to improve the genetic potential of existing breeds, there is an
immense need to introduce the trend of cross breeding through Artificial Insemination techniques
for better milk production and profitable dairy farming in Pakistan. The quarter-wise targets for year
three are given below:
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Type of July- October- January- April-June Total

2013 2013
AIT 200 190 240 0 630

1
First quarter includes targets for June 2013
*Last quarter includes first 15 days of July
Selection Criteria
The Dairy Project will select one person for AI training from every three to five villages. There are
commercial farmers who are intended to have full time AITs for their farms. In year three, Dairy
Project will also support such farms which can be given AI kit on completion of training.
The Dairy Project team can select and train new candidates from the same premises in case if the
already trained one has attached with single farm or attached with DRDF supply chain (working on
commission based) or has become inactive due to certain reason.
The potential candidates will be unemployed (not having a regular stream of income) and not
enrolled as full-time students. They should have preferably passed secondary schooling, i.e., Matric.
They should have good communication skills as they need to be able to convince farmers to
purchase their services. They should be motivated to pursue AI services as a career and be in the age
bracket of 18 and 40 years.
For selection of trainees from other provinces, the project mobilizers will be supported by
advertisements through print and media campaigns. Selected candidates will be shortlisted and
finalized as per the agreed criteria and selection from other provinces will be ensured through
support organizations. In year three, the project will focus on selection of AITs and farmers from
same villages and approach will be more concentrated instead of selection from far-off districts so
that input supplies can be ensured for them.
Training
The Dairy Project has three AIT training sites: Burj Attari, Faisalabad and Rawalpindi. The project
has focused on practical training by ensuring availability of organs for table palpation and slaughter
houses for live animal practical sessions. AIT training centers are equipped with crush, microscope,
dummy cows, and ultrasound machines. A dairy farm is also arranged for daily practical sessions to
enhance the training experience. As AITs have to deal with farmers, trainees are assigned five days
village survey to know breeds and their production status in villages. A visit of trainees to animal
markets is also arranged to serve the same purpose.
The project has collaborated with University of Veterinary and Animal Sciences (UVAS), Lahore
and Arid Agriculture University, Rawalpindi for assessment and certification of AITs. Successful
candidates are provided support kits to facilitate their initial business needs. Previously, 50 ear tags
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were provided as part of the kit. This practice was discontinued as no tracking software was put in
place by DRDF due to resource constraints. This practice will now be resumed in year three as the
Project itself will purchase tracking software. Also, previously the kits contained 50 semen straws.
The Project administration will review the composition of AIT kits in the light of field observations
to minimize any loss or damage of semen straws.
One month in-door and two months post-training follow up is arranged for technical support of
AITs which will ensure accuracy of their skills. The two months follow up duration can vary for
each beneficiary depending upon his need.
Motorbike Distribution among AITs
In order to facilitate the work of established entrepreneurs, the project also provides a motorbike if
the trainee has successfully met the performance criteria. So far the project has delivered 618
motorbikes among high-performing AITs. The Dairy Project will continue with motorbike
distribution in the final year according to the performance criteria. The performance criteria have
two elements:
1. Number of Inseminations: Minimum 50 inseminations are required in the 90 days starting

after 15 days of receiving the kits,
2. Conception Rate: Minimum conception rate of 40 percent is required. For checking this, a
palpation test is conducted on five randomly selected animals which have been inseminated
by the AIT. At least two cows must be pregnant as per the criteria.
These criteria were modified during year two for practical reasons. The number of minimum
inseminations has been reduced to 30 as achieving 50
inseminations in first 3 months of business is a bit ambitious. Change in motorbike
Also, the expected conception rate was revised down from 60 evaluation criteria:
Minimum No. of
percent to 40 percent as it was a very high expectation. Inseminations was restored
at the level of 50
The Project is now proposing to revise the time limit of 90 inseminations.
days. Previously the 90 day period started as soon as the kit was Minimum conception rate
distributed. However, it takes 10-15 days for the AIT to get lowered from 60% to 40%.
started and get approval in the village community. Hence, we It is proposed that first 15
propose to ignore first 15 days of business and start the days of AITs’ operations be
evaluation period from day 16. ignored in evaluation
For performance evaluation of the AITs, the Dairy Project survey

team which includes at least one Master Trainer, will visit AITs villages of operation after 105 days
of receiving kits, and obtains the required information from the AIT record register and palpation
test.
15 | P a g e
The Dairy Project will ensure that AITs are given options and awareness on good suppliers. The
above training will be primarily conducted at cluster set up.
 There will be no evaluation for bike award for the last six batches of AITs during the last
year of the project due to time constraints. Similarly, there would be no evaluation for AITs
from other provinces.
 Project follow-up teams will arrange refresher and advance trainings as per the need in
Punjab.
COMPONENT 3: TRAINING AND SUPPORT FOR WOMEN

LIVESTOCK EXTENSION WORKERS (WLEWs)
The quarter-wise targets for year three are given below:
Type of July- October- January- April-June Total

2013 2013
WLEW 400 600 600 0 1,600
1
First quarter includes targets for May, June 2013
*Last quarter includes first 15 days of July
Selection and Methodology
The Dairy Project has established the following criteria for selection of WLEWs:
 Good communication skills

 Social It is proposed to
relax the lower age
 Preferably matriculate limit for WLEWs
 Age 18-50 years from 20 to 18 years
 Preferably involved in livestock management and handling
 Motivated
 Needy
The criteria are same as last year except the age criterion. Minimum age limit was 20 years, but it has
been observed that there is a significant number of potentially good candidates who satisfy all
criteria except age. Hence, the age limit has been lowered to 18 years.
Dairy Project-trained WLEWs will be responsible for providing primary veterinary and health
services in their area and establish themselves as self-employed WLEWs. Each WLEW training
team, which comprises of three to four members, will be working in a group of 10-12 villages
(cluster) to select 20-25 trainees the villages should be preferably planned population. Out of
selected 10 villages, the team will identify a central village where a training center will be established
16 | P a g e
through community participation. A training classroom is established in the house of a notable

person/key contact person or the project’s trainee’s house or some public place like a room in a
school or vet hospital.
Training
The duration of training is for one-month whereas modules and lesson plans are developed to
achieve 30 percent theoretical and 70 percent practical contribution to ensure hands-on skill for each
WLEW. This will be followed by one month’s follow-up technical support to ensure the technical
skills of each women livestock extension worker. The project has focused on establishment of
linkages to sustain extension workers.
WLEW trainees will also be appearing in examinations conducted by accredited veterinary

university/colleges in Punjab, preferably UVAS. The training courses will comprise vaccination
(mainly HS/FMD and poultry), deworming, animal health and management, importance of balance
diet/nutrition of animals, Mastitis control and its basic treatment, Tympani, Diarrhea, temperature,
cough, wound treatment, allergy reaction, tick and maggot therapy, common infectious and non-
infectious diseases of dairy cow/ sheep goat and their basic level treatment at the village level.
Farmer Help Camps will be arranged in each of selected village to treat animals free of cost. Trainees
used to do all practical under supervision of Master Trainer. WLEWs will also be given awareness
on milk and milk business, breeds and breeding of dairy cows, record-keeping and profit and loss
calculations, environment, and communication skills etc. One day visit of Model Dairy Farm,
Veterinary Hospital and milk collection center is also arranged for WLEWs to make them aware
about shed design, best farm practices, and milk business and link them with government hospitals
to consult/refer advance cases.
Each trainee will be provided with an initial business support kit comprising medicines and animal
feed. Kit composition for WLEW has been revised during year 2. Separate kits for animal feed and
medicines were not found viable in achieving the ambitious income target of average monthly
income of Rs. 3,000. Thus the composition of kit has
been revised to include both feed and medicine without
Dairy Project is planning to
exceeding the approved cost of the kit. sign an MOU with suppliers to
ensure that WLEWs and AITs
Moreover, semi-skilled trained health workers who are have access to quality inputs.
already working in the area either through Dairy Project The project is also creating
or some other initiatives will also be provided with linkages among beneficiaries
(for all three components) for
refresher/ advance trainings as per need to improve their increased sustainability
efficiency, as a part of sustainability in livestock health
work area.
WLEWs will also be provided with a mobile phone for regular communication with local vets or
input suppliers.
17 | P a g e
MARKET LINKAGES
Dairy Project is planning to sign an MOU with potential suppliers on ground to ensure that each
WLEW and AIT has access to quality inputs essential for sustaining their businesses. The project is
linking up the working entrepreneurs with the existing setup of different pharmaceutical companies,
animal feed companies, and semen suppliers etc. The project is also creating linkages among
beneficiaries (for all three components) for the purpose of future sustainability and networking. The
project is providing support to rural communities by linking them with local NGOs/organizations,
which are working in the same field. Furthermore, the project has planned to link WLEWs with the
milk value chain so that they could establish VMCs as entrepreneur.
In year three, the project will support working WLEWs to further grow their business through
further week-long and month-long trainings on skills related to feeding, breeding, milk collection
agents etc. This will act as a refresher. VMC trainings can be arranged with collaboration of milk
processors.
Strengthening Cluster Bodies in Project Areas
The Dairy project has learnt that sustainability of project beneficiaries will be extended if they are
organized as a unit (clusters) instead of working solely in a village. This specifically applies to
WLEWs, who require continuous motivation to face challenges and hurdles in the community.
Working in a form of group gives them a platform to discuss the working challenges and learn from
each other’s experiences. The Dairy Project has developed informal cluster points in WLEW
component.
In year three project will establish around 10-20 clusters subject to availability of funds. In these
clusters, the message to farmers will be communicated through cattle shows, farmer days and street
theaters. Through this group of cluster trained farmers will be linked with WLEWs. This link will
provide further business opportunities for WLEWs and quality extension services for farmers. The
number of farmers that will be linked with each cluster will vary phase wise as a startup to organize
them project will encourage trained farmers and AITs to become a part WLEWs clusters and that
number is expected to be increased gradually. A visual description of clusters is given in annex 7.
In addition to above operation activities for the three components, certificate/kit and bike
distribution ceremonies will be held for AITs, WLEWs and farmers at the conclusion of each
training phase.
As number of trained beneficiaries is increasing, the project has planned to hire new follow-up
teams to support the trained beneficiaries and their businesses. As per our plan of cluster
development, the follow up teams can be supported with a network of cluster heads and the project
can initiate a contract with them for a specific period. Similarly, each zone is to be supported by one
marketing and supply linkages personnel, who have to seek parties/suppliers to link each cluster
with the input supply system. Also, the project seeks to develop the capacity of Cluster members to
18 | P a g e
negotiate as a group with different suppliers. Each zone will also be facilitated by an IT officer and
helpdesk officer to manage the respective zonal data, calls and IT related issues.
A proposed organogram of Field Operations Department is given in annex 2.
COMPONENT 4: MEDIA AND AWARENESS CAMPAIGN

In addition to the training and support services, there is a mass
awareness campaign component to support the actual trainings Highlights of media
and promote awareness among farmers on best dairy farming awareness campaign:
practices. The awareness raising campaign is extremely vital in 2,000 villages are targeted
to be reached through
supporting the Dairy Project’s eventual goal as awareness of the
mass awareness campaigns.
benefits of implementing best farming practices is the key to
TV campaign will be rolled
improving livestock productivity at the farm level. out in Urdu, Punjabi,
Saraiki, Sindhi and Pashto.
Dairy Project’s print and electronic media campaigns are not
Second round of street
only promoting the usage of best dairy farming practices, but are theater shows are to be
also creating awareness about the subject amongst Pakistan’s organized
general public which includes government institutions,
universities and other stakeholders. The awareness campaign also
aims to highlight United States’ assistance to Pakistan’s dairy sector and subsequently, its economy.
At least 2,000 villages are to be reached through the mass awareness campaigns.
The communications and media awareness work plan comprises of both print and electronic media
campaigns as well as street theatre shows on best dairy farming practices. Others include
documentaries, website development, and written and visual success stories. Similarly, silage
demonstration and community shows are also being planned by the operations team to raise
awareness at the mass level.
After completion of the first phase of television and radio campaign on best dairy farming practices
in Year II, the project plans to roll-out second airing phase in Year III. The TV campaign will be in
Urdu, Punjabi, Saraiki, Sindhi, and Pashto languages and will be broadcasted in regional as well as
mainstream television channels such as Geo TV, PTV home and Dunya. The output includes a
series of eight, sixty seconds long Public Service Messages (PSMs) on significant dairy farming
practices to be aired on TV channels. Concurrent with the TV campaign, a radio campaign is also
being developed on various topics related to the best dairy farming practices, and these will be
rolled-out in Punjabi, Saraiki, Sindhi and Pashto languages on regional as well as national radio
channels such as FM100, FM103 and FM106.2 The time frame for this activity is estimated for
November and December 2013 and the output includes a series of radio messages on awareness of
eight significant practices in regional languages.
A Dairy Project’s response cell which will be operating adjacently with the awareness campaign on
TV, was established in May 2013 and a toll-free number (0800 44556) has been assigned for this
19 | P a g e
activity. Currently, the response cell is handling campaign-specific queries. However, once the
campaign ends, the number will be handed over to the project on a permanent basis. This dedicated
toll-free number will be utilized to provide assistance and follow-up with project’s beneficiaries.
Technical experts from the operations team will attend to phone calls and answer their concerns
regarding dairy farming.
A second round of street theatre shows will be organized in project’s target areas to raise further
awareness on best dairy farming practices. The shows will be planned for year III in project-assisted
areas in Southern Punjab.
Moreover, the plan for year three also includes publishing newspaper supplements in English and
Urdu. The newspaper supplements will be developed to highlight the Dairy Project’s achievements
and will be in the form of an advertorial with detailed text and photographs highlighting the
project’s key messages. The estimated timeframe for this activity is December 2013. The output
includes two full-page supplements (one in English and one in Urdu).
A press and media awareness segment is planned for local journalists’ visits to Dairy Project’s target
areas as well. Subsequently, the journalists will be writing articles on dairy-related topics, and the
overall impact of the project.
Furthermore, radio announcements in regional languages will be developed to engage and mobilize
project’s beneficiaries. They will be broadcasted in regional radio channels to maximize the impact.
Media coverage activities for high profile events will continue as per the need and requirement of
the time.
The communications team will continue to facilitate other advertisements in newspapers from time
to time. These include training announcements by field team, job openings by human resource
department and expression of interests by the procurement department.
The communications team plans to develop medium-sized informatory boards featuring best dairy
farming practices. These boards will be placed in various project’s targeted villages as per discussion
with the field team. The purpose is to raise awareness amongst the local population about the
significance of progressive farming methodology.
The provision of material for field mobilization and trainings will continue as per the need and
requirement. Branding and communication material includes greeting cards, banners, brochures,
streamers for class rooms, modules, record registers, lesson plans, farmer certificates, invitation
cards, diaries, and calendars will be developed as per need and occasion.
A list of planned events and activities for year three are given in annex five.
20 | P a g e
MONITORING AND EVALUATION

Monitoring and evaluation (M&E) department supports the project by monitoring compliance of
operations with standard operating procedures and evaluating the impact of the Project’s trainings
on beneficiaries. To this end, M&E department has developed a number of monitoring and
reporting tools to report any non-compliance to field operations. A monitoring and evaluation
officer (MEO) is stationed in each office to monitor field activities and to assist in ensuring proper
data collection. In the first one and a half years of Project’s working, the M&E team comprised of
four people only. The team has expanded in last six months with addition of five more people,
however, additional employees will be needed as the monitoring and evaluation requirements are
getting too big for the current team to handle.
The M&E plan for the terminal year is based on the Performance Monitoring Plan (PMP) and the
planned activities of the field operations department. A brief description of planned activities of the
M&E Department including monitoring activities and capacity building of M&E Department is
given below.
Monitoring and Evaluation Activities

M&E department is
Process Monitoring proposing to hire
assistant coordinators,
The department will continue to monitor the compliance of on assistant monitoring
evaluation officers and
ground activity with the standard operating procedures (SOPs).
data entry operators to
To this end, M&E department has devised a number of cope with increased scope
monitoring tools and reports. The Dairy Project has four of field activities
MEOs on ground that monitor daily activities of the field
operations team on a random sample basis. A short term data
management specialist has been hired to help with managing backlog of data and to ensure that data
at all stages is streamlined. It has been noticed that there is a need to increase monitoring activity
and of checking all data collection forms to ensure better compliance and reduce errors. Moreover,
more frequent monitoring reports are needed to keep the management abreast of the issues in
compliance and errors in data collection. The M&E manual and tools are under review to further
increase the scope of the department. As field operations increase the scope of their activity, the
scope of work and reporting requirements expand. A full time data specialist, assistant coordinators,
assistant MEOs and data entry operators will be hired to assist the MEOs in establishing best M&E
practices on ground in the third year.
Annex four gives details of process monitoring involved at different steps.
Media Monitoring
For monitoring compliance by media agency with the media plan of the project, a media monitoring
firm has been hired, which is submitting compliance reports regularly. Initially this is a two-month
21 | P a g e
activity and will continue until July 2013. The second phase of media monitoring would be
undertaken when second round of Dairy Project’s TV and radio campaign starts.
In-House Evaluation
M&E department will carry on evaluating the progress of the project on the indicators stipulated in
the PMP. Data on evaluation indicators will be collected in collaboration with the field operations
team.
The current practice of collecting follow-up data on monthly basis from the whole population is
fraught with administrative problems and is prone to statistical biases. In the third year, it is planned
to collect follow-up data on a quarterly basis and on sample basis. The activity will be carried out by
field operations staff while monitored by monitoring officers.
Third Party Evaluation
A third-party (SEBCON Private Limited) has been hired for independent baseline and end-line
surveys. Survey report of first phase of baseline and end-line surveys has been submitted. Two
further phases would be carried out in the third year.
M&E Information System
M&E Information System is recently developed for online data entry and retrieval. Previous data,
entered in MS Excel, needs to be imported into this system. In the third year, all data entry would be
done through this system. The system will also facilitate in easy generation of data reports.
Reporting
M&E department will continue its reporting activities as required by USAID. The progress of the
project will be reported to USAID through bi-monthly, quarterly and annual reports. Project’s
internal monitoring reports, covering, inter alia, findings from process monitoring, will also be
submitted to the management for progress review and mid-course corrections. Moreover, M&E data
and results will also facilitate the project’s communications material, including success stories,
project brochures and advertisements. A schedule of the M&E Department’s external reports for
the year 2013-2014 is given below:
Sr. No. Report Due Date

1 Biweekly reports Every fortnight
2 Quarterly Progress Report Mar-Jun 2013 July 30, 2013
3 Annual Progress Report 2013 August 30, 2013
4 Quarterly Progress Report Jul-Sep 2013 October 30, 2013
5 Quarterly Progress Report Oct-Dec 2013 January 30, 2014
6 Quarterly Progress Report Jan-Mar 2014 April 30, 2014
7 Project Completion Report 2014 August 30, 2014
22 | P a g e
In order to improve data quality, M&E department will hold periodic trainings of field and M&E
staff to maintain quality assurance in data collection and capacity building purposes.
In addition, M&E department may get qualified experts, on need basis, to offer M&E and IT
trainings for M&E staff as well. The trainings will focus on essentials and best practices of
monitoring, evaluation design and data management.
Environmental Monitoring
In the second year, an environment document Form was prepared, which was later approved by
USAID. An Environmental Mitigation and Monitoring Plan was prepared, as part of EDF, to
minimize the environmental impacts of the project activities as well as to ensure the health safety of
the beneficiaries. EMMP contains mitigation actions for each of the three training components of
the project i.e. Farmer training, WLEW training and AIT training
Dairy Project is in the process of organizing activities which will prevent the environmental impacts
as a result of trainings given by the Project. For all three training components, awareness chapters
have been prepared by an Environment Specialist so that beneficiaries could be taught about
environmental considerations. These awareness chapters have also been reviewed from UVAS.
Sessions in the field were conducted by environment specialist with master trainers so that they
could be demonstrated about proper disposal of the waste and other health safety measures.
Farmers, AITS and WLEWS are taught about the relevant environment practices including health
safety measures. For this purpose, training material has been prepared and communicated to the
master trainers at farmer training sites so that in future beneficiaries could be taught about these
practices.
Plan for Third Year
Continuous monitoring will be carried out in the third year by the environmental specialist as well as
monitoring and evaluation officers (MEO’s) in their respective zones.
Environment Specialist will incorporate his own and MEOs’ observations into his quarterly
compliance report to be sent to the USAID along with M&E quarterly reports.
In this way constant monitoring would ensure the compliance with Environmental Mitigation and
Monitoring Plan (EMMP) in the best of its spirits.
Dairy Project is planning to take one step ahead in the future with respect to the environment by
converting the non-biodegradable polythene gloves used for insemination into bio-degradable and
this would be done till August 2013. Hence Dairy Project is looking for continuous improvement
and this action would help us to move towards sustainable development.
23 | P a g e
ORGANIZATIONAL & FINANCIAL PLANNING

Human Resources Plan
As part of the Human Resource plan, the following activities will be undertaken:
 Employees’ capacity building and training activities will be conducted. The main purpose is
to engage and motivate our employees for the achievement of project objectives.
 Employees’ recognition program will be strengthened at all sites.
 Performance management system will be the key to get desired performance from our
employees.
 Recruitment will be completed as per annex six.
Information Technology Plan
Our goal is to have a single data repository having detailed information about all beneficiaries
trained by project. Data should be then presented in a user-friendly and timely manner so that mid
and upper-level managers can use it to take the right actions. In the coming year, the entire system
would be designed so that all the valuable information regarding project should be incorporated.
Modules of the data repository include:
 Beneficiary record keeping along with the follow-up data of each beneficiary accessible
online.
 Ear tagging software having details of all the animals being treated.
 Call Centre Management System to entertain queries of beneficiaries and to guide them, in
this way we can have a well-managed record in order to analyze the trend of complaints. It
would also help in maintaining the record of feedback from beneficiaries.
Moreover, marketing module would be launched as a pilot project in which farmers interested in
selling their animals would be posting their advertisement over the website along with all the
necessary information of animal. This data would be collected by our teams from villages and they
would be responsible for data uploading in the system. In this way we can provide platform to
farmers where they can sale and purchase animals regardless of the geographical constraints.
Financial Plan
Financial and procurement plan for the year three is attached as annex eight.
24 | P a g e
CAPACITY BUILDING OF DRDF

As part of Cooperative Agreement for Dairy Project between DRDF and USAID, DRDF has been
allocated a budget for capacity building. The funds obtained from Dairy Project are utilized to
develop the infrastructure and human resource required to cater the requirements of quality semen
and other accessories (especially Liquid Nitrogen Gas) for the project trained AITs. The whole
distribution system is developed and managed in a corporate manner under the approved SOPs and
quality strict quality control at each level.
A visual representation of the DRDF distribution channel is given in the annex nine. Moreover, the
Head Office is equipped with the required resources of procurement, marketing, HR, accounts and
finance professionals in first place. A reasonable building has been rented for this purpose. The field
workforce has been established headed by a professional trained veterinarian to monitor and
develop the distribution channel.
In the third year, DRDF will continue to support project trained AITs and build its capacity to
ensure quality semen supply. For this purpose, the following major activities will be funded by the
grant in the next year:
Development of Supply Network in Rahim Yar Khan:

The project is proceeding to train beneficiaries in Rahim Yar Khan and Bahawalpur districts. A
DRDF regional office will be established in Rahim Yar Khan to ensure supply of quality semen to
DRDF beneficiaries.
Strengthening the Quality Semen Sale in Multan and Chichawatani:

DRDF has established two regional offices in Multan and Chichawatani to support the training
efforts of the Dairy Project. The network of these regional offices will be strengthened by increasing
points of sale, hiring more field staff and developing linkages of AIT with the dairy sector to
increase their clientele. Furthermore, DRDF has plans to increase the range of imported semen
available in those areas4.
Commencing of Training Activities at Punjab Agriculture and Meat Company (PAMCO):

DRDF has signed a long term MoU with PAMCO that allows DRDF to utilize their available
training facilities including classrooms and live animal AI practice. This facility will be utilized for
AIT training by DRDF. These AITs do not necessarily come from Dairy Project areas. These
facilities will also be utilized to give refresher courses to Dairy Project trained AITs.
Approximately 80% of the year three capacity building funds will be utilized for activities 1 and 2
while 20% of the funds will be utilized for activity three.
4DRDF has now introduced semen of 16 new bulls from companies like World Wide Sires (WWS), German Genetics (GGI) and
Semex.
25 | P a g e
Future Vision
It is very important for DRDF to support beneficiaries to give them confidence that they will not be
left alone once the project has wrapped up. Towards this end, DRDF has developed its own
network of supplies to the beneficiaries. The inexperienced AITs and WLEWs need support in the
beginning in order to survive. One such example of DRDF support is supply of Liquid Nitrogen
Gas (LNG) whereby most of the AITs take only LNG for two to three months before their actual
sale of semen starts.
DRDF is committed to continued support to Project beneficiaries. DRDF proposes a system

whereby the beneficiaries can continue their relationship with DRDF even after the project is over.
The beneficiaries will get further benefits.
The 16,000 beneficiaries trained by Project can be linked to DRDF as members that can serve a
model of change in Dairy sector of Pakistan like Amul in India. Some of the perceived benefits of
the new model include:
The cluster heads can be members of Board of Directors of DRDF, whereby the working of DRDF
will be led by the needs and requirements of farmers. DRDF can market the output and produce of
all these farmers / beneficiaries (in the shape of milk and meat), whereby these farmers will have
better prices and services with better negotiation power. Nominal membership fee from each
member can become a source not only to bear all the operational expenses but will also give a level
of ownership to all beneficiaries.
AITs will benefit from doorstep service, consistent quality semen supply and most importantly
institutional backing. By being associated with DRDF, the AITs will have greater credibility and
marketing opportunities. Moreover, these AITs will also receive refresher trainings by DRDF.
The forum can get the additional funds from any donor agency, required for further projects on
increasing the production or processing, marketing of their products.HR resources needed for this
venture are summarized in the table below:
Sr. No. Place Resource Present Required

1 HO + Field Control and Monitoring system, with soft At primary Needs update
and hard ware level
1 Manpower, Managers Business Development, Marketing, Nil 1
Head Office Finance, Monitoring and Evaluation, HR
2 Manpower, Regional Managers, Area Managers, 16 50
Field Staff Veterinarians Supervisors,
4 Logistics Housing, lodging, transportation, fuel, etc At initial 10
stage only
5 Farmer Refresher Training, capacity building. Nil At all three
services levels
This is s a costly venture and will need external support. A detailed proposal has been submitted as a
separate document for USAID’s perusal.
26 | P a g e
Annex 1: Proposed PMU Organogram
Annex 2: Proposed Field Operations Organogram
Annex 3: Major Field Operations for Year 2013-2014
2012 2013
Q1 Q2 Q3 Q4
Component Activities July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Community Meetings √ √ √ √ √ √ √ √ √ _ _ _
Household meetings √ √ √ √ √ √ √ √ √ _ _ _
Final selection of candidates/Validation √ √ √ √ √ √ √ √ √ _ _ _
Inauguration/certification ceremony √ √ √ √ √ √ √ √ √ √ _ _
WLEW Training √ √ √ √ √ √ √ √ √ _ _ _
Exam by UVAS √ √ √ √ √ √ √ √ √ √ _ _
WLEW Kit handing over √ √ √ √ √ √ √ √ √ √
Induction Meetings/ Farmer days √ √ √ √ √ √ √ √ √ √ _ _
WLEW Follow up (monthly meetings) √ √ √ √ √ √ √ √ √ √ _ _
Candidates selection by Newspaper

advertise/through stakeholders √ √ √ √ √ √ √ √ √ _ _ _
Final selection of candidates by written

test and interview √ √ √ √ √ √ √ √ √ _ _ _
Sample Household survey √ √ √ √ √ √ √ √ √ _ _ _
AIT Training √ √ √ √ √ √ √ √ √ √ _ _
Exam by UVAS,Lhr/ARID university,Rwl √ √ √ √ √ √ √ √ √ √ _ _
Certification by UVAS/ARID
university,Rwl √ √ √ √ √ √ √ √ √ √ √ _
AIT kit distribution/Handing over √ √ √ √ √ √ √ √ √ √ √ _
Induction Meetings/ Farmer days √ √ √ √ √ √ √ √ √ √ √ _
Follow up (weekly meetings/monthly
meetings) √ √ √ √ √ √ √ √ √ √ √ √
AIT Performance survey for motor bikes √ √ √ √ √ √ √ √ √ √ _ _
Motor bike handing over/ceremony √ √ √ √ √ √ √ √ √ √ _ _
Farmer
Candidates selection √ √ √ √ √ √ √ √ √ _ _ _
Training class at Model Dairy Farm √ √ √ √ √ √ √ √ √ _ _ _
Certification by Dairy Project √ √ √ √ √ √ √ √ √ _ _ _
Follow up √ √ √ √ √ √ √ √ √ √ √ √
4 days training Silage shows _ _ _ √ √ √ _ _ _ √ √ √
Candidates selection by Newspaper

advertise/through stakeholders √ √ √ √ √ √ √ √ _ _ _ _
Final selection of candidates by
interview √ √ √ √ √ √ √ √ _ _ _ _
Training class at Model Dairy Farm √ √ √ √ √ √ √ √ _ _ _ _
One month
Farm Exam by UVAS,lhr √ √ √ √ √ √ √ √ _ _ _ _
Manager Certificates (UVAS) handing over √ √ √ √ √ √ √ √ _ _ _ _
Training Follow up (telephonic feedback) √ √ √ √ √ √ √ √ √ √ _ _
Note: Q4 includes initial 15 days of July 2014.

Annex 4: Process Monitoring Activities
Component Field Activity Monitoring Activity
Initial area survey Liaise with Field Manager (FM) to ensure proper data
is collected. Randomly check the activity.
Village selection Liaise with FM to ensure proper data is collected.
Randomly check the activity.
Make sure the selection criteria are not violated.
Community meetings Liaise with FM to ensure proper data is collected.
Attend the meetings at random.
Candidate selection Monitor interviews, liaise with FM to ensure proper
WLEW
data collection and compliance of selection criteria.
Induction, training and Visit training sites and classrooms to monitor the
examination delivery of training.
Kit distribution Monitor compliance and data collection.
Certification ceremony Attend certificate ceremony if needed.
Follow-up activities Monitor follow-up team’s activities on random basis
and liaise with Field Manager to ensure that proper
follow-up data is collected.
Initial area survey Liaise with FM to ensure proper data is collected.
Community meetings Liaise with FM to ensure proper data is collected.
AIT
examination learning environment.
Bike validation Monitor AIT Performance Evaluation team’s activities
on random basis. Review the collected data ensuring
there are no irregularities.
Bike distribution Attend bike distribution ceremony if needed.
Initial area survey Liaise with FM to ensure proper data is collected.
Farmer Community meetings Liaise with FM to ensure proper data is collected.
examination delivery of training.
Annex 5: Year 3 List of Planned Events and Ceremonies
Sr. Date Event Location Remarks/ No. of Events
No.
1. TBD WLEW Inaugural and Multan, 16
Graduation Ceremonies Vehari
2. TBD AIT Motorbike Distribution Hasilpur 9
Ceremonies
3. TBD Farm Manager Graduation Sarsabz 1
Ceremony farm
4. Oct 23-24, International Livestock UVAS, The project will have a stall for public outreach. Project Director will also
2013 Nutrition Conference 2013 Lahore give a presentation on ‘Quality improvement of maize silage’
Annex 6: New Headcount for Year 2013-14
Sr. No. of Tenure Duty
Position Justification
No. Positions type Station(s)
Data Due to growing needs of data reporting and data management, data
Full
1 Management 1 PMU specialist has been hired to help streamline data management and
time
Specialist also cover any backlog. The specialist will be in charge of all data.
Due to increase in scope of field operations activities, steady

increase in number of beneficiaries trained and increase in field staff
Assistant M&E Full
2 2 PMU of M&E department, two assistant M&E coordinator will be hired on
Coordinator time
as needed basis to help with work plans, trainings, M&E field
reports, reviews and coordination of field staff.
Assistant Due to increase in scope of field operations activities, steady

Monitoring & Full Field increase in number of beneficiaries trained, assistant M&E officers
3 4
Evaluation time Operations will be hired on all field sites to help manage the increased workload
Officers of M&E officer.
Due to increase in scope of field operations activities, steady

Data Entry Full Field increase in number of beneficiaries trained, new data entry officers
4 4
Officers time Operations will be hired on all field sites (on as needed basis) to help manage
the increased workload of data entry.
M&E Assistant is needed to provide day to day support to the M&E
department in general and M&E manager in particular. Duties will
Full
5 M&E Assistant 1 PMU include minutes taking, maintaining staff records, report tracking,
time
coordinating all schedules, arranging monthly and weekly meetings,
maintaining and verifying hard copies of data files at PMU.
Market Linkages
Field One person coordinate with input suppliers(Venda, Medicine,
6 and Supply 3
Operations Semen Supplies) for sustainability of beneficiaries at zonal Level
Coordinator
Field
7 IT Officer 3 To Manage the IT related work software & hardware at zonal level
Operations
Help Desk Officer 1 PMU Provide online support to beneficiaries at zonal level on toll free no
8
Field
Help Desk Officer 3
Operations
Follow-up Field This is to provide follow up support WLEW farmers & AI at zonal
9 16
facilitators Operations level
Annex 7: Cluster Model
Annex 8: Proposed Financial Budget
DRDF - USAID Proposed Project Budget (1st July 2013- 14th July 2014)
Sr. # Description Total Year 3 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 G.Total Year 3
USD USD USD USD USD USD USD USD USD USD USD USD USD USD USD
1st - 14th July
1 Personnel 2014
1.1 Programme Management (PMU Staff Salaries )
*1.1.1 *Project Director - - - - - - - - - - - - - - -
*1.1.2 *General Manager Field Operations - - - - - - - - - - - - - -
1.1.3 Field Operations coordinator 5,031 403 403 403 403 403 403 403 403 403 403 403 403 201 5,031
1.1.4 Technical Advisor - - - -
**1.1.5 Financial Controller** - - - -
1.1.6 Accounts Manager 14,375 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 575 14,375
Human Resources & Admin Manager (1 Manager+ 1HR
1.1.7 Coord + 1 HCM & Payroll Executive )** 10,000 800 800 800 800 800 800 800 800 800 800 800 800 400 10,000
Admin & Security Officer (1 Asst Manager Admin &
1.1.8 Security & 1 Admin Support Specialist) 12,075 966 966 966 966 966 966 966 966 966 966 966 966 483 12,075
Manager Assets & Accounts Officers (1 Manager +1
1.1.9 Accounts Officer+ 4 Accounts Executive )** 18,005 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 720 18,005
Internal Auditors Manager (1 Manager + 2 assistants)
1.1.11 30,188 2,415 2,415 2,415 2,415 2,415 2,415 2,415 2,415 2,415 2,415 2,415 2,415 1,208 30,188
Procurement Manager (1 Manager + 4 Proc Officers)
1.1.12 37,703 3,016 3,016 3,016 3,016 3,016 3,016 3,016 3,016 3,016 3,016 3,016 3,016 1,508 37,703
1.1.13 Project Support Officer 4,313 345 345 345 345 345 345 345 345 345 345 345 345 173 4,313
1.1.14 Front Desk Officer 3,393 271 271 271 271 271 271 271 271 271 271 271 271 136 3,393
Manager Monitoring and Evaluation (1 Manager +
1.1.15 5Officers) 64,375 5,150 5,150 5,150 5,150 5,150 5,150 5,150 5,150 5,150 5,150 5,150 5,150 2,575 64,375
Manager Communication (1 Manager + 1 Comm
1.1.16 Specialist+ 1 Comm Associate) 43,772 3,502 3,502 3,502 3,502 3,502 3,502 3,502 3,502 3,502 3,502 3,502 3,502 1,751 43,772
1.1.17 Asst Manager Communication 10,745 860 860 860 860 860 860 860 860 860 860 860 860 430 10,745
1.1.18 I.T. Manager (1 Manager + 1 Executive ) 10,781 863 863 863 863 863 863 863 863 863 863 863 863 431 10,781
1.1.19 Environment Officer 6,469 518 518 518 518 518 518 518 518 518 518 518 518 259 6,469
1.1.20 Store Officer 5,750 460 460 460 460 460 460 460 460 460 460 460 460 230 5,750
1.1.21 Help Desk Officer 3,125 250 250 250 250 250 250 250 250 250 250 250 250 125 3,125
- -
1.1 Total Management Staff (PMU Staff Salaries) 280,098 22,408 22,408 22,408 22,408 22,408 22,408 22,408 22,408 22,408 22,408 22,408 22,408 11,204 280,098
-
1.2 Direct Costs for Master trainers/ Field Training -
Field Manager training I for Farmers training** (Zonal
**1.2.1 Training Incharge) ** - - - -
1.2.3 Field Manager for Coordination & Market Linkages 10,178 814 814 814 814 814 814 814 814 814 814 814 814 407 10,178
1.2.3 Field Manager for AIT Training 13,570 1,086 1,086 1,086 1,086 1,086 1,086 1,086 1,086 1,086 1,086 1,086 1,086 543 13,570
1.2.4 Field Manager for Lady Livestock workers training 12,334 987 987 987 987 987 987 987 987 987 987 987 987 493 12,334
1.2.5 Asst Zonal Managers 25,156 2,013 2,013 2,013 2,013 2,013 2,013 2,013 2,013 2,013 2,013 2,013 2,013 1,006 25,156
1.2.6 Coordinator AIT training 6,785 543 543 543 543 543 543 543 543 543 543 543 543 271 6,785
**1.2.7 Farms Field Operations Manager** - - - - - - - - - - - - - - -
1.2.8 AI equipment coordinator 5,175 414 414 414 414 414 414 414 414 414 414 414 414 207 5,175
1.2.9 Master Trainers (Farmers training Component) 20,973 1,678 1,678 1,678 1,678 1,678 1,678 1,678 1,678 1,678 1,678 1,678 1,678 839 20,973
1.2.11 Master Trainers for AIT 21,922 1,754 1,754 1,754 1,754 1,754 1,754 1,754 1,754 1,754 1,754 1,754 1,754 877 21,922
1.2.12 Master Trainers for WLEW training 42,004 3,360 3,360 3,360 3,360 3,360 3,360 3,360 3,360 3,360 3,360 3,360 3,360 1,680 42,004
**1.2.13Technical Facilitators 6,750 540 540 540 540 540 540 540 540 540 540 540 540 270 6,750
1.2.14 Follow up Field training Assistants 98,525 7,882 7,882 7,882 7,882 7,882 7,882 7,882 7,882 7,882 7,882 7,882 7,882 3,941 98,525
1.2.15 Monitoring Officers & Data Entry Operator 66,813 5,345 5,345 5,345 5,345 5,345 5,345 5,345 5,345 5,345 5,345 5,345 5,345 2,673 66,813
1.2.16 Training Assistants 24,459 1,957 1,957 1,957 1,957 1,957 1,957 1,957 1,957 1,957 1,957 1,957 1,957 978 24,459
1.2.17 Field coordinators for training of Other provinces 7,500 600 600 600 600 600 600 600 600 600 600 600 600 300 7,500
1.2.18 Social Mobilizers all Training Components 90,050 7,204 7,204 7,204 7,204 7,204 7,204 7,204 7,204 7,204 7,204 7,204 7,204 3,602 90,050
1.2.19 Field Accountants 42,407 3,393 3,393 3,393 3,393 3,393 3,393 3,393 3,393 3,393 3,393 3,393 3,393 1,696 42,407
1.2.20 Admin Officers 14,037 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 561 14,037
1.2.21 FarmTraining Incharge 22,986 1,839 1,839 1,839 1,839 1,839 1,839 1,839 1,839 1,839 1,839 1,839 1,839 919 22,986
1.2.22 Market Linkages & Supply Coordinator 15,000 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 600 15,000
1.2.23 Help Desk Officer 11,250 900 900 900 900 900 900 900 900 900 900 900 900 450 11,250
1.2.24 Field IT officer 9,375 750 750 750 750 750 750 750 750 750 750 750 750 375 9,375
1.2.25 Team Leaders 48,516 3,881 3,881 3,881 3,881 3,881 3,881 3,881 3,881 3,881 3,881 3,881 3,881 1,941 48,516
Total Direct costs Master Trainers/ Field Training
1.2 (Salaries) 615,764 49,261 49,261 49,261 49,261 49,261 49,261 49,261 49,261 49,261 49,261 49,261 49,261 24,631 615,764
1.3 Freinge Benefits

Life, medical Insurance, LFA @ 13% of Gross Salary for all
Staff (Except seconded staff to DRDF from Nestle
1.3.1 Pakistan) 275,000 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 15,000 15,000 30,000 187,000 - 275,000
1.3.2 Project allowance to Seconded staff 45,425 3,634 3,634 3,634 3,634 3,634 3,634 3,634 3,634 3,634 3,634 3,634 3,634 1,817 45,425
-
1.3 Total Fringe Benefits (Direct Labor) 320,425 7,134 7,134 7,134 7,134 7,134 7,134 7,134 7,134 18,634 18,634 33,634 190,634 1,817 320,425
1.4 Consultants
Base Line Survey (One assignment at the beginning of
1.4.2 Project) 55,000 4,583 4,583 4,583 4,583 4,583 4,583 4,583 4,583 4,583 4,583 4,583 4,583 - 55,000
1.4.4 Finance Consultants/ External Auditors (one assigment) 7,500 625 625 625 625 625 625 625 625 625 625 625 625 - 7,500
Veterinary University / Agriculture University testing and
1.4.7 certification for trainees consulting- The total number of 26,000 2,167 2,167 2,167 2,167 2,167 2,167 2,167 2,167 2,167 2,167 2,167 2,167 - 26,000
trainees is 16000
Total Consultants 88,500 7,375 7,375 7,375 7,375 7,375 7,375 7,375 7,375 7,375 7,375 7,375 7,375 - 88,500
1 Sub Total Personnel 1,304,788 86,178 86,178 86,178 86,178 86,178 86,178 86,178 86,178 97,678 97,678 112,678 269,678 37,652 1,304,788
2 Travel
Travel Transportation and per diem
2.1.1 Travel costs (Local ) (detail at separate sheet) 12,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 500 500 12,000
2.1.2 Travel costs reimbursement to trainees (farmers) 41,000 6,833 6,833 6,833 6,833 6,833 6,833 - - - - - - - 41,000
2.1.3 Travel costs reimbursement to trainees (LLW) 160,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 - - - 160,000
2.1.4 Travel costs reimbursement to trainees (AITs) 46,200 5,133 5,133 5,133 5,133 5,133 5,133 5,133 5,133 5,133 - - - - 46,200
2.1.5 Travel costs reimbursement to trainees (Other provinces) 46,000 5,111 5,111 5,111 5,111 5,111 5,111 5,111 5,111 5,111 - - - - 46,000
Per diem (project staff /Community Participants) as per
2.1.6 travel policy (detail sheet attached) 48,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 3,000 1,000 48,000
2 Sub Total Travel 353,200 38,078 38,078 38,078 38,078 38,078 38,078 31,244 31,244 31,244 21,000 5,000 3,500 1,500 353,200
3 Equipment & Supplies

3.1 Procurement for Direct Training Operations
Farm equipment for demonstration / model farms 60,000
refurbishment for demo (these will be community owned
3.1.3 farms - - - 12,000 12,000 12,000 12,000 12,000 - - - - - 60,000
(5) Generator 5 KVA for Field training camps (Local
3.1.10 available) 2,300 192 192 192 192 192 192 192 192 192 192 192 192 - 2,300
Air cons 1.5 Tons (local available) for PMU and field
3.1.11 training offices/ 1,350 113 113 113 113 113 113 113 113 113 113 113 113 - 1,350
2000 Motor Bikes (granted ) to qualified AITs (training
3.1.12 grant) 687,750 68,775 68,775 68,775 68,775 68,775 68,775 68,775 68,775 68,775 68,775 - - - 687,750
Lap tops for Management, Field monitoring and Follow up
3.1.16 training 19,800 6,600 6,600 6,600 - - - - - - - - - - 19,800
3.1.17 Desk top computers 3,000 250 250 250 250 250 250 250 250 250 250 250 250 - 3,000
3.1.20 UPS for IT support 1,000 83 83 83 83 83 83 83 83 83 83 83 83 - 1,000
Insurance/ registration and TAXES of Vehicles @ 6% of
3.1.21 cost per annum 8,500 708 708 708 708 708 708 708 708 708 708 708 708 - 8,500
3.1 Total Procurement for Direct Training Operations 783,700 76,721 76,721 76,721 82,121 82,121 82,121 82,121 82,121 70,121 70,121 1,346 1,346 - 783,700
-
3.2 Equipment and Supplies (Training Essential Basis) -
3.2.1 Farmers Trainees Kit bags @ PKR 1500 each 11,125 1,113 1,113 1,113 1,113 1,113 1,113 1,113 1,113 1,113 1,113 - 11,125
AIT Kit with Semen Storage Cylinder, AI gun boot,
3.2.2****equipment 191,825 19,183 19,183 19,183 19,183 19,183 19,183 19,183 19,183 19,183 19,183 - - - 191,825
LLW / SBE kit Bags with non- prescription preventive / first

3.2.3 aid medicines / VMC Kit and or Animal Nutrition stock 723,171 72,317 72,317 72,317 72,317 72,317 72,317 72,317 72,317 72,317 72,317 - - - 723,171
3.2.4 Stationary and allied writing/ printed materials for trainees 20,090 1,674 1,674 1,674 1,674 1,674 1,674 1,674 1,674 1,674 1,674 1,674 1,674 - 20,090
3.2.5 Digital cameras 750 63 63 63 63 63 63 63 63 63 63 63 63 - 750
Furniture & allied equipment for PMU and Field offices /
Master trainers Field camps/ inclusive of basic kitchen
3.2.6 equipment for field camps 50,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 3,500 1,500 1,000 1,000 1,000 - 50,000
3.2.7 Stationary and office supplies 24,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 - 24,000
Cell phones, fax, telephones and allied equipment -Local
3.2.8 purchase 2,400 200 200 200 200 200 200 200 200 200 200 200 200 2,400
3.2.9 Printers 1,000 83 83 83 83 83 83 83 83 83 83 83 83 - 1,000
Purchase of semen for Artificial insemination (Demo and
3.2.11 training) 51,206 5,121 5,121 5,121 5,121 5,121 5,121 5,121 5,121 5,121 5,121 - - - 51,206
Total Equipment and Supplies (training essential
3.2 basis) 1,075,567 107,753 107,753 107,753 107,753 107,753 107,753 107,753 105,253 103,253 102,753 5,020 5,020 - 1,075,567
3 Sub total Equipment & Supplies 1,859,267 184,474 184,474 184,474 189,874 189,874 189,874 189,874 187,374 173,374 172,874 6,366 6,366 - 1,859,267
4 Other Direct Costs

4.1 Communications (Direct costs) -
4.1.1 Phone /Fax bills 36,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 2,000 1,000 36,000
4.1.2 E-mail, IT web, Internet connections 12,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 500 500 12,000
4.1.4 Postage and mails 4,800 400 400 400 400 400 400 400 400 400 400 400 300 100 4,800
4.1.5 CD and DVD recording for project activities 1,200 100 100 100 100 100 100 100 100 100 100 100 100 - 1,200
Publications, broachers and Poster for awareness and
4.1.7 information 80,000 6,667 6,667 6,667 6,667 6,667 6,667 6,667 6,667 6,667 6,667 6,667 6,667 - 80,000
Workshop seminars / field workshops/ Farmers
4.1.8 graduation seminar 144,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 - 144,000
Mass awareness programme for farmers (TV shows,
Road Shows, Local radio, banners, outdoors) best farm
4.1.9 practices 375,013 31,251 31,251 31,251 31,251 31,251 31,251 31,251 31,251 31,251 31,251 31,251 31,251 - 375,013
4.1.10 Branding and communication 25,000 2,083 2,083 2,083 2,083 2,083 2,083 2,083 2,083 2,083 2,083 2,083 2,083 - 25,000
4.1.11 Environmental compliance and awareness 1,700 850 850 - - - - - - - - - - - 1,700
4.1.12 International workshop/ seminars 10,000 833 833 833 833 833 833 833 833 833 833 833 833 - 10,000
Licensed software for IT and processes (Direct costs)/
4.1.13 Directly procured IT services/ networking 5,400 450 450 450 450 450 450 450 450 450 450 450 450 - 5,400
4.1 Total Communications 695,113 58,634 58,634 57,784 57,784 57,784 57,784 57,784 57,784 57,784 57,784 57,784 56,184 1,600 695,113
-
-
4.2 Direct Costs Field Operations -
4.2.1 Office rent with allied utilities PMU Lahore 57,900 4,825 4,825 4,825 4,825 4,825 4,825 4,825 4,825 4,825 4,825 4,825 4,825 - 57,900
4.2.2 Vehicle fuel and maintenance 328,000 35,000 35,000 35,000 31,508 30,000 30,000 30,000 30,000 26,492 15,000 15,000 10,000 5,000 328,000
Contract transport for farmers day and Farmers carriage
4.2.3 for training - - - - - - - - - - - - - - -
Maintenance costs of operations, office and field
4.2.4 equipment 24,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 - 24,000
Rent of Field offices/ Field training camps with allied
4.2.5 utilities 138,800 12,618 12,618 12,618 12,618 12,618 12,618 12,618 12,618 12,618 12,618 12,618 - - 138,800
Operational costs of Farms (Training portion only) and
allied facility bill to Nestle Pakistan for Sarsabz farms and
Sukheki farms (Only for farmers accommodation
maintenance, electricity, bedding etc) the other capital
and facility costs are borne by Nestle
4.2.6 72,000 12,000 12,000 12,000 12,000 12,000 12,000 - 72,000
Refreshments and administrative expenses for Field /
4.2.7 PMU offices and training camps 24,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 1,500 500 24,000
4.2.8 Insurance of Equipment and materials 3,500 292 292 292 292 292 292 292 292 292 292 292 292 - 3,500
Coordination, Governance and Follow up , capacity
4.2.10 building monitoring by RDF 74,576 6,215 6,215 6,215 6,215 6,215 6,215 6,215 6,215 6,215 6,215 6,215 6,215 - 74,576
Facilitation costs of VTI's (Vocational training institutes )
for housing AIT trainings- (Sustainability and post project
4.2.11 assurance) 4,500 500 500 500 500 500 500 500 500 500 - 4,500
4.2 Total Direct costs Field operations 727,276 75,450 75,450 75,450 71,958 70,450 70,450 58,450 58,450 54,942 42,950 42,950 24,831 5,500 727,276
-
4.3 Admin & Essential Expenses -
Medical Emergency allowance (in emergency use for
immediate medical assistance where the insurance limit
4.3.1 does not apply) 600 60 60 60 60 60 60 60 60 60 60 - - 600
4.3.2 Legal charges and bank fees etc 6,000 600 600 600 600 600 600 600 600 600 600 - - 6,000
Direct/ Indirect taxes (WH, ST, GST ) as per applicable
4.3.3 law 27,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 - - - 27,000
costs for provision of Security, janitorial, maintenance, and
allied administrative services in PMU and in Field training
4.3.4 camps (during operations) 215,000 17,917 17,917 17,917 17,917 17,917 17,917 17,917 17,917 17,917 17,917 17,917 14,917 3,000 215,000
4.3.5 Contract Vehicle Drivers for field vehicles 99,360 8,280 8,280 8,280 8,280 8,280 8,280 8,280 8,280 8,280 8,280 8,280 6,280 2,000 99,360
4.3 Admin & Essential Expenses 347,960 29,857 29,857 29,857 29,857 29,857 29,857 29,857 29,857 29,857 26,857 26,197 21,197 5,000 347,960
-
4.5 Direct Costs Training/ Facilitation / for farmers -
4.5.1 Food arrangement for farmers during training 42,624 7,104 7,104 7,104 7,104 7,104 7,104 - - - - - - - 42,624
4.5.2 Food arranged for AIT trainees 77,350 8,594 8,594 8,594 8,594 8,594 8,594 8,594 8,594 8,594 - - - - 77,350
4.5.3 Women Livestock refreshments arranged during training 60,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 - - - 60,000
4.5.5 AIT local transportation costs 18,200 2,022 2,022 2,022 2,022 2,022 2,022 2,022 2,022 2,022 - - - - 18,200
4.5 Direct Costs Training/ Facilitation / for farmers 198,174 23,721 23,721 23,721 23,721 23,721 23,721 16,617 16,617 16,617 6,000 - - - 198,174
-
4 Sub Total Other Direct Costs 1,968,523 187,661 187,661 186,811 183,319 181,811 181,811 162,707 162,707 159,199 133,591 126,931 102,212 12,100 1,968,523
TOTAL ESTIMATED COSTS (USAID Grant) with

1- 4 inflation 5,485,778 496,391 496,391 495,541 497,449 495,941 495,941 470,003 467,503 461,495 425,142 250,974 381,756 51,252 5,485,778
Major Budget Line Items (Summery)
Total Year 3
Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Total
Description
1st - 14th
July 2014
1 Sub Total Personnel 1,304,788 86,178 86,178 86,178 86,178 86,178 86,178 86,178 86,178 97,678 97,678 112,678 269,678 37,652 1,304,788
2 Sub Total Travel 353,200 38,078 38,078 38,078 38,078 38,078 38,078 31,244 31,244 31,244 21,000 5,000 3,500 1,500 353,200
3 Sub total Equipment & Supplies 1,859,267 184,474 184,474 184,474 189,874 189,874 189,874 189,874 187,374 173,374 172,874 6,366 6,366 - 1,859,267
4 Sub Total Other Direct Costs 1,968,523 187,661 187,661 186,811 183,319 181,811 181,811 162,707 162,707 159,199 133,591 126,931 102,212 12,100 1,968,523
1-4 TOTAL ESTIMATED COSTS (USAID Grant) with inflation
5,485,778 496,391 496,391 495,541 497,449 495,941 495,941 470,003 467,503 461,495 425,142 250,974 381,756 51,252 5,485,778
Annex 9: DRDF Distribution Channel
Annex 10: USAID Dairy Project Activity Map

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DAIRY PROJECT

ANNUAL IMPLEMENTATION PLAN – YEAR THREE

Dear Mr. Sajjad,

EXECUTIVE SUMMARY ........................................................................................................................................... 4

STRATEGY FOR ACHIEVING GOALS................................................................................................................ 7

Till May 2013, the Project has:

 Trained 6,983 dairy farmers;

SUMMARY OF HIGHLIGHTS YEAR 2

YEAR THREE GOALS OF THE WORKPLAN

1Targets are from Jul 15 2013 to July 15 2014.

The implementation on this strategy is monitored by M&E Department. M&E Department

MAJOR IMPLEMENTATION ACTIVITIES

District Selection Criteria

Number of Cattle and Buffaloes:

Percentage of Cows and

COMPONENT 1: TRAINING AND SUPPORT FOR FARMERS

Type of July- October- January- April-July Total

Education criterion for

1. Preferably educated (matriculate)

Farmer Training on Model Farms

Registration of Farmers and Animals

COMPONENT 2: TRAINING AND SUPPORT FOR ARTIFICIAL

Type of July- October- January- April-June Total

AIT 200 190 240 0 630

Motorbike Distribution among AITs

1. Number of Inseminations: Minimum 50 inseminations are required in the 90 days starting

For performance evaluation of the AITs, the Dairy Project survey

COMPONENT 3: TRAINING AND SUPPORT FOR WOMEN

Type of July- October- January- April-June Total

Selection and Methodology

 Good communication skills

through community participation. A training classroom is established in the house of a notable

WLEW trainees will also be appearing in examinations conducted by accredited veterinary

Strengthening Cluster Bodies in Project Areas

A proposed organogram of Field Operations Department is given in annex 2.

COMPONENT 4: MEDIA AND AWARENESS CAMPAIGN

MONITORING AND EVALUATION

Monitoring and Evaluation Activities

Annex four gives details of process monitoring involved at different steps.

Third Party Evaluation

M&E Information System

Sr. No. Report Due Date

Plan for Third Year

ORGANIZATIONAL & FINANCIAL PLANNING

Information Technology Plan

Modules of the data repository include:

CAPACITY BUILDING OF DRDF

Development of Supply Network in Rahim Yar Khan:

Strengthening the Quality Semen Sale in Multan and Chichawatani:

Commencing of Training Activities at Punjab Agriculture and Meat Company (PAMCO):

DRDF is committed to continued support to Project beneficiaries. DRDF proposes a system

Sr. No. Place Resource Present Required

Candidates selection by Newspaper

Final selection of candidates by written

Candidates selection by Newspaper

Note: Q4 includes initial 15 days of July 2014.

Due to increase in scope of field operations activities, steady

Assistant Due to increase in scope of field operations activities, steady

Due to increase in scope of field operations activities, steady

1.3 Freinge Benefits