CSCF PROPOSAL FORM - aidstream.org€¦ · Web viewAll applicants must provide a project organisational chart or organogram which includes all the implementing partners and explains

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UK AID MATCH PROPOSAL FORM

This completed form will provide detailed information about your proposal and will be used to assess the strengths and weaknesses of your project and inform funding decisions. It is very important you read the UK Aid Match Guidelines for Applicants and related documents before you complete this proposal form to ensure that you understand and take into account the relevant funding criteria.

How: You must submit a Microsoft Word version of your proposal and associated documents using the templates provided, by email, to [email protected]. The form should be completed using Arial font size 12. We do not require a hard copy.

When: All documentation must be received by the published bidding round deadlines. Documents received after the deadline will not be considered. What: You should submit the following documents: (all templates are on the UK Aid Match web page: www.gov.uk/uk-aid-match.

1. Narrative Proposal: Please use the form below, noting the following page limits:

Sections 1 – 7 : Maximum of 15 (fifteen) A4 pages.For applications for projects which will work in more than 1 country, you may use an additional 2 pages for each additional country (i.e. an application for working in 3 countries can be a maximum of 19 pages). Section 8 : Maximum of 3 (three) A4 pages per partner

NOTE: Please complete section 8 information for your own organisation AND for each partner organisation involved in delivering your project.

Please do not alter the formatting of the form and guidance notes. Proposals that exceed the page limits or that have amended formatting will not be considered.

For proposals to work in more than one country or in different regions within a country, you will need to include information about each country/region where the project context, beneficiaries, approach or the expected results are different. This is to enable DFID to assess your proposal within each of the contexts you plan to use UK Aid Match funds in.

2. Logical framework: All applicants must submit a full Logical Framework (Log-frame) and Activities Log. Please refer to the UK Aid Match Log-frame guidance and use the Excel log-frame template provided.

3. Project budget: All applicants must submit a project budget with the proposal using the template provided. Please refer to the UK Aid Match Guidance for Applicants, the budget guidance, and all tabs on the budget template. Please read all guidance notes and provide detailed budget notes to justify the budget figures.

For proposals to work in more than one country or in different regions within a country: Where there are substantial differences in the costs of the project in different countries or regions within a country, you need to include these in the budget and provide an explanation for the differences.

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http://www.gov.uk/uk-aid-match

mailto:[email protected]

4. Organisational accounts: All applicants must provide a copy of their two most recent signed and audited (or examined) accounts.

5. Project organisational chart/organogram: All applicants must provide a project organisational chart or organogram which includes all the implementing partners and explains the relationships between them. Implementing partners are defined as those that manage project funds and play a prominent role in project management and delivery. The chart should also include other key stakeholders. (Please use your own format for this).

6. Project schedule or Gantt chart: All applicants must provide a project schedule or Gantt chart to show the scheduling of project activities (please use your own format for this).

7. Communications Plan: You will also need to complete a Communications Plan and submit this with your application. The plan is comprised of two parts (cover page and activity timetable).

Please complete the checklist provided in section 9 before submitting your proposal.

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UK AID MATCH PROPOSAL FORM

SECTION 1: INFORMATION ABOUT THE APPLICANT1.1 Lead organisation name Scottish Catholic International Aid Fund (SCIAF)

1.2 Contact person Name: Philippa BonellaPosition: Head of Communications and EducationEmail: [email protected]: 0141 354 5531

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT2.1 Project title Increasing household income, food security, female

empowerment and resilience to climate change of 1,350 small-scale farmer households in 25 villages of DRC, Malawi and Rwanda.

2.2 Country(ies) where project is to be implemented

Democratic Republic of Congo (DRC), Malawi and Rwanda.

2.3 Locality(ies)/region(s) within country(ies)

DRC – 10 villages of Uvira and Walungu territories.Malawi – 10 villages of Ntcheu and Nsanje districts.Rwanda – 5 villages of Bugesera district.Total – 25 villages of 5 districts/territories of 3 countries.

2.4 Duration of grant request (in months)

36 months.

2.5 Project start date (month and year)

1 September 2015.

2.6 Total project budget? In GBP sterling

£750,480

2.7 How much do you expect your appeal to raise? What percentage is this of the total project/programme budget?

£750,480

100% match fund.

2.8 Please specify the % of project funds to be spent in each project country

DRC: 28%Malawi: 44%Rwanda: 22%

3.1 Which of the following Millennium Development Goals (MDGs) is the project contributing to (if any)? - Please identify between one and three MDGs in order of priority (insert '1' for primary MDG focus area; '2' for secondary MDG focus area and; '3' for tertiary MDG focus area)

1. Eradicate extreme poverty and hunger 1

2. Achieve universal primary education

3. Promote gender equality and empower women 2

4. Reduce child mortality

5. Improve Maternal Health

6. Combat HIV/AIDS, malaria and other diseases

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mailto:[email protected]

7. Ensure environmental sustainability 3

8. Develop a global partnership for development

None of the above (please explain below)

SECTION 4: PROJECT DETAILS4.1 ACRONYMS

For words which you would normally use acronyms for, please write these words in full the first time you use them, followed by the acronym in brackets, and use the acronym after that. Where you feel that it would be useful to provide an explanation of any acronym, please add these here.

CDJP Bukavu: Diocesan Justice and Peace Commission Bukavu. CDJP Uvira: Diocesan Justice and Peace Commission Uvira. CDJP Kigali: Diocesan Justice and Peace Commission Kigali. CADECOM Dedza: Catholic Development Commission in Malawi, Dedza. CADECOM Chikwawa: Catholic Development Commission in Malawi, Chickwawa. DSCRP: Document des Stratégies de Croissance et de Réduction de la Pauvreté (Document of Strategies for Growth and Poverty Reduction). EC: European Commission. EDPRS: Economic Development Poverty Reduction Strategy 2013-17. FAO: Food and Agriculture Organisation. HDI: Human Development Index. IFAD: International Fund for Agricultural Development. IGA: Income Generation Activities. GFSI: Global Food Security Index. GII: Gender Inequality Index. MPI: Multidimensional Poverty Index. MPRSP: Malawi Poverty Reduction Strategy Paper. SGBV: Sexual and Gender Based Violence. PAP: Plan d’action Prioritaire (Priority Action Plan). SHG: Self-Help Group. PLHIV: People Living with HIV. UNDP: United Nations Development Programme. UNDSS: United Nations Department of Safety and Security.

4.2 PROJECT SUMMARY: maximum 5 lines - Please provide a brief project summary including the overall change(s) that the initiative is intending to achieve and who will benefit. Please be clear and concise and avoid the use of jargon (This should relate to the outcome statement in the log-frame).

The project will support 1,350 small scale farmers (78% women) in 25 villages of DRC, Malawi and Rwanda to increase their agricultural productivity, diversify income sources, and develop the structures needed for influencing decision-makers and building community-based resilience to climate change. Greater food and income security and more control of resources will contribute to empowerment of women and greater gender equity in the target communities.

4.3 PROJECT RATIONALE (PROBLEM STATEMENT)Describe the context for the proposed project, by considering the following questions. What specific aspects of poverty is the project aiming to address? What are the causal factors leading to poverty and/or disadvantage? (If applicable) what gaps in service delivery have been identified and how has your proposal considered existing services or initiatives? Which specific groups/people do you expect to benefit? Why and how were these groups chosen? How does the proposal fit with national/regional development plans? How does it fit with activities of other development actors? Why has the particular project location(s) been selected and at this particular time? Please also refer to your response to section 3.1 (fit with MDGs) when answering this section.

Aspects of poverty: The project aims to address absolute poverty compounded by food insecurity and vulnerability to adverse weather events in the target areas. DRC is currently 186 th, Malawi 170th

and Rwanda 167th on the HDI ranking with MPI of 74%, 66.7% and 69% respectively. Agriculture is the main source of income and employment – 70% DRC and 80% Malawi and Rwanda. In the terms of food security, DRC ranks 107, Malawi 99 and Rwanda 97 on the GFSI and their gender equality ranking on the GII is 109, 124 and 76 respectively. HIV prevalence rate – DRC 1.1%, Malawi 10.8%

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and Rwanda 2.9% (CIA World Factbook 2012). Poverty Factors: Rural poverty is closely linked to agricultural income and lack of capacity/opportunities to diversify income sources and manage disasters. Small landholdings (around 1 ha) with unsustainable farming techniques and dependence on rain-fed agriculture leading to low productivity are a common feature of the target areas. DRC: Persistent insecurity continues to restrict access to land and agricultural inputs, limiting households’ productive capacity and inflating food prices (60% higher than non-conflict areas), which exacerbates food insecurity especially for poor households. Farmers, especially women, have limited skills and access to few resources. Monoculture and inappropriate traditional husbandry methods have led to high levels of soil degradation, erosion and chemical leaching. Crop diseases are prevalent, and crop seeds and agricultural tools are often poor quality. Average family size is 12 and sexual violence levels are the highest in the world. Government services are limited or unavailable. Malawi: is one of the most densely populated countries in sub-Saharan Africa and has a population growth rate of 2.9% p.a. (WB 2011). Pressure on land leaves little opportunity to integrate fallow cropping and crop rotation to maintain and restore soil fertility, and has forced cultivation of marginal, less fertile soils, often on hill slopes unsuited to intensive cultivation. Farmers lack access to quality seeds and other inputs, crops are regularly affected by natural disasters, especially drought/pests, and people lack knowledge to mitigate and adapt to the effects of climate change. Government support to farmers is limited. The target villages are among the poorest in the country and also have high levels of HIV and AIDS and gender-based violence. Rwanda: has the highest population density in Africa (456 per km) and an annual growth rate of 2.8% (world bank). Many households are headed by children or women (who form 54% of the population). Steep topography, rapid erosion, climate hazards and lack of appropriate technology, capital and access to credit limit their income. The target beneficiaries lack irrigation facilities and have limited livestock assets. There is limited access to government support. Service delivery gaps: Limited/no agricultural/veterinary extension services, no facilities for credit, skills development or disaster mitigation plans in all 3 countries. Farmer associations will take up the issue of service delivery gaps with the relevant authorities, to help farmers get support from the governments. Beneficiary groups: Please see section 4.4. Selection: Beneficiaries are amongst the most poor or marginalised in the target areas. Please see section 4.6. Fit with national development plans: The project is consistent with government policies to reduce poverty and hunger and aligns with the main objectives of DSCRP and PAP of DRC, MPRSP and Ntcheu District Development Plan of Malawi, and Vision 2020 and EDPRS of Rwanda. The project will work with local governments in the target areas. Choice of project locations: DRC: 100% of households suffer poverty/hunger due to years of bad governance and armed conflict, with many SGBV survivors, widows and people with HIV there are no government services. Malawi: 72% of target population lives below the poverty line, with 4 months’ food security, rain-fed agriculture, poor infrastructure, high incidence of HIV. Rwanda: one of the poorest areas of the country with regular drought, 42% food insecure, no irrigation, 35% women headed households, 4.1% disabled and with limited government support.

4.4 TARGET GROUP (DIRECT AND INDIRECT BENEFICIARIES)Who will be the DIRECT beneficiaries of your project? Describe the direct beneficiary groups, and state how many people are expected to benefit, differentiating between male and female beneficiaries where possible, as well as other sub-groups.

DIRECT: a) Description of groups: Small-scale farmers comprising widows, single women, and women/child-headed households, women survivors of SGBV, disabled, people living with HIV and AIDS and ex-combatants.DRC: 200 beneficiaries per partner x 2 partners = 400 beneficiaries + Malawi: 300 beneficiaries per partner x 2 partners = 600 beneficiaries + Rwanda: 350 beneficiaries per partner x 1 partner = 350 beneficiaries. Total 1,350 beneficiaries.

b) Number of beneficiaries: Total: 1,350 Female (1,053) Male (297)

Who will be the indirect (wider) beneficiaries of your project intervention and how many will 5

benefit? Please describe the type(s) of indirect beneficiaries and then provide a total number.

INDIRECT: a) Description Family members of the direct beneficiaries.

b) Number Total: 11,988 Female (7,527) Male (4,461)

4.5 POTENTIAL PROJECT IMPACTPlease describe the anticipated impact of the project in terms of poverty reduction. What changes are anticipated for the beneficiary target groups identified in 4.4 (both direct and indirect beneficiaries) within the lifetime of the project?

Anticipated impact on poverty reduction: Agricultural growth usually generates improvements for the poorest in agriculture-based economies [IFAD Rural Poverty Report 2011], and the proposed farm strategies and improved inputs are expected to increase agriculture productivity by 5% to 10% while contributing to conserving soil and water resources and promoting adaptation to climate change, an increasingly important aspect of rural poverty reduction. Increased productivity and diversified income sources will result in higher income, more resilient income and economic growth for beneficiaries and reduce numbers living below the poverty line. Development and adoption of local disaster risk reduction strategies will increase resilience against future shocks and hence sustainability of impact on poverty reduction. Anticipated changes for beneficiaries: 70% of target households harvesting 2 crops per year, household food security projected to increase from 4 months to 9-12 months for 80% of households, beneficiaries have access to seed banks, irrigation, veterinary and savings and credit facilities, creating opportunities for future growth. Women are more skilled and confident, with greater control over household income and participation in community decision-making and less subject to gender violence (anticipated 35% of women in leadership positions at project or village-level). Membership of farmers’ associations supports their access to government services.

4.6 DESIGN PROCESSDescribe the process of preparing this project proposal. Who has been involved in the process and over what period of time? How have the intended beneficiaries and other stakeholders been involved in the design?

Participation has been central to project identification and development. The design process aimed to identify lessons learned and promising practices from previous/current SCIAF projects in that area (3-year SGBV Programme (2009-13) in the Great Lakes Region supported by the EC; and- Climate Justice Fund Project (2012-15) in Malawi and 3-year Kulima Programme (2012-15) in Zambia, Malawi and Burundi, both supported by the Scottish Government). Consultations began in February 2014, involving all key stakeholders, through village visits, meetings with farmers and community leaders including women, focus group discussions attended by traditional chiefs, religious leaders, women, men and young people from the target villages and a rapid rural appraisal process. This process resulted in the development of the concept note. Further detailed consultation led by a 3-person team took place with the above stakeholders and local government officials as follows: DRC: Ndola (30 April), Kalirine (27 April), Kabulimbo (10 May), Bwegera (2 May); Malawi: Dedza (5 May); Rwanda: Murama (8 May), Rutonde (11 May). The teams also collected government data on the target areas and beneficiaries in consultation with local/district government officials (including the Ministry of Agriculture and Rural Development, DRC, the Ministry of Food Security, Malawi and the Ministry of Agriculture and Animal Resources, Rwanda). The collected information was reviewed by each team and gaps identified and used to develop their inputs to the project proposal. This was then sent to SCIAF in Glasgow for further analysis by a group of 6 experienced staff in discussion with all partners through Skype, telephone and email. Secondary data has been collected from various sources such as government planning documents, previous/current project records including evaluation reports, UNDP, FAO and World Bank websites, and triangulated for accuracy and understanding of the socioeconomic and agricultural related situation of the beneficiaries and emerging trends. SCIAF’s team has strong technical and managerial expertise and know-how in the agriculture sector and in programme management and will ensure beneficiaries’ involvement in the

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design of an efficient, effective, community-based project.

4.7 PROJECT APPROACHPlease provide details on the project approach proposed to address the problem(s) you have defined in section 4.3. Why do you consider this approach to be the most effective way to achieve the project outcome? Please justify the timeframe and scope of your project and ensure that the narrative relates to the log-frame and budget.

Approach: Given the high involvement of stakeholders in the project design, the project approach will largely be a community-led initiative supported technically by partners and SCIAF. A Stakeholder Steering Committee will be formed to contribute to decision-making, assist in targeting beneficiaries, ensure shared understanding of project objectives, share project baseline information and ultimately provide a channel of accountability to the community. The Stakeholder Steering Committee, led by SCIAF’s Programme Officer, will facilitate skills sharing, learning and communication and develop relationships. The project approach combines all outputs/activities as follows: Initial household livelihoods surveys in the target communities within 3 months of the project

start, to provide data for subsequent monitoring and evaluation; Based on survey findings village development plans will be developed involving the target

communities within 6 months of the project’s start, for community ownership; Project start-up workshop led by SCIAF will be carried out in 1st month of the project for better

project management; Local partner staff training on key skills for effective project delivery and monitoring; Beneficiaries invited for training in agriculture, livestock management, climate change adaption,

gender, forming savings and credit groups and development/management of IGAs (selling food items (vegetables, flour, etc.) and non-food items (clothes, shoes, basket making, tailoring, etc.) to improve technical knowledge base;

Promotion of seed bank + kitchen gardens, supply of basic farming equipment and small livestock for income diversification;

Development of irrigation facilities and formation of water users’ committees to reduce rain-fed dependence;

Development of community-based disaster mitigation strategies including early warning system and recovery plan to reduce impact of climate change;

Promotion of women’s leadership by training in organising and negotiation skills, record keeping, etc., legal support to women to gain land titles, and information sharing about women’s rights and SGBV laws for promoting gender equality;

Capacity building of target groups by partners to help them to access government services and formation of farmer associations (the aim is that these associations will be sustainable local entities able to provide financial marketing support and services to their members);

Data collection and monitoring (continues monitoring with feedback and involvement from Stakeholder Steering Committee to ensure accountability from donor to community and vice versa).

Justification for project approach, timeframe and scope: The approach is based on a pilot programme carried out in 2010-11 in South Kivu, DRC, which was part of an EC-funded 3-year SGBV Programme and on a 3-year Scottish Government supported livelihoods project in Jharkhand, India (2011-13). This project will tackle a similar situation by organising individual women for collective socioeconomic progress and income source diversification, followed by beneficiary/partner staff training, networking and advocacy activities including building a foundation of relationships and understanding with local government departments and accessing their services. The project will address issues of hunger and poverty.

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4.8 SUSTAINABILITY AND SCALING-UPHow will you ensure that the benefits of the project are sustained? How will costs of any posts or maintenance of infrastructure provided by the project be paid for after project funding finishes? Please provide details of any ways in which you see this initiative leading to other funding or being scaled up through work done by others in the future.

Sustaining benefits: SCIAF will use the partnership approach with local grassroots organisations to promote community ownership of the project. The project partners will provide technical support and will continue to support the project’s outcomes beyond the period of project funding. The focus on skills training (in production, marketing, group management) and development of sustainable assets (seed banks, irrigation structures, livestock, microcredit funds, land ownership, etc.) aims to ensure that the farmers’ individual land and non-land based livelihoods will be sustainable and continue to provide reliable income. In addition, the membership organisations formed (farmers’ associations, water users’ committees, saving and credit groups) are intended to function beyond the project lifespan and continue to assist members’ development efforts with limited outside support. It is recognised that progress on the above may be slowed in the event of significant insecurity or external economic forces which affect prices of basic essentials. Trained para-vets will continue to provide services, sustained by locally affordable fees. The types of beneficiary capacity building financed by the project will contribute to its durability, as they will increase communities’ ability to support and participate in future development plans and activities. The impact on women’s confidence, skills, control of resources/productive assets, and participation in decision-making, is expected to be particularly significant. Further funding and scaling-up: When the project ends, SCIAF and local partners will consult with the communities about the methods of continuation or perhaps extending to other geographical areas. As the project promotes collaboration between partners it’s expected that this will increase their networking and forge alliances to support sustainable development in the 3 countries (e.g. in the past SCIAF partners in Burundi and Zambia shared agroforestry techniques). SCIAF plans to continue to work with these beneficiaries and local partners and during the project lifespan will seek funding from other donors to subsequently scale-up this initiative by developing additional livelihoods activities with the same target groups. When the project ends, the local partners, being church-based, will continue to support beneficiaries through Diocesan development programmes, meeting some staff costs from their own diocesan resources. The project will also network and forge partnerships with local government departments and other like-minded agencies (other Caritas agencies).

4.9 CAPACITY BUILDING, EMPOWERMENT and ADVOCACYIf your proposal includes capacity building, empowerment and/or advocacy objectives, please explain how they these objectives contribute to the achievement of the project's outcome and outputs? Please explain clearly why your project includes these elements, and what specific targets you have identified. Refer to the Guidance for Applicants for advice on this.

The project will provide capacity building, empowerment and advocacy at 3 levels: Community level – Training, using language that is simple and appropriate, will build capacity in farming/livestock techniques, income source diversification, disaster management, women’s empowerment, microfinance and accessing services from the government. This will equip farmers with knowledge of various development techniques to enable them to increase their productivity, income and food security. Farmer organisations will provide a vehicle for sharing knowledge/learning on technical skills, lobbying for agricultural services, and ensuring that their opinions are considered in local decision-making. This empowerment will help the beneficiaries to reduce their hunger and poverty. Partner staff – Staff of local partner organisations will have enhanced capacity in project management, data collection and monitoring, which is expected to increase project quality and achievement of outputs/outcome. Local government and others – The trained local government officials, religious leaders and volunteers will have greater knowledge and understanding of their responsibility to promote socioeconomic development, social justice and provide appropriate information and services. Working with local government and developing their capacity to reach rural populations will increase the sustainability of the project’s outputs.

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4.10 GENDER AND SOCIAL INCLUSIONHow are you addressing any barriers to inclusion of particular people/groups which exist in the location(s) where you are working? Please be specific in relation to gender, age, disability, HIV/AIDs and other relevant categories depending on the context (e.g. caste, ethnicity etc.). How does the project take these factors into account?

In the 3 countries, women, disabled people, the aged and PLHIV live in extreme poverty and hunger, and are often illiterate as well as lacking decision-making power. The gender inequality index suggests low status of women. Disability, gender, HIV and AIDS and inclusion are cross-cutting issues for SCIAF and special efforts will be made to identify such groups and include them in the programme. For example, analysis of power and gender dynamics in relation to access to and control over resources, local participation and decision-making roles of women and men and access to and utilisation of economic opportunities, has led to the identification of female-headed households as a specific target group in this project. The criteria for beneficiary selection are: women who are extremely poor and/or affected by conflict/SGBV, widowed and women/child- headed households, single women, disabled people, PLHIV and the aged. The project staff will identify beneficiaries based on the above selection criteria (from village populations), with active involvement of community leaders, local government officials, parish priests and community-based volunteers. 90% of beneficiaries will be women or from other marginalised groups, and the project is designed to maintain this rate of participation. This will enhance gender equity, social inclusion, leadership and empowerment, and will improve quality of life and, ability to influence opinion and practice, as well as increasing access to opportunities. Project activities will be timed and focused to address factors such as stigma and discrimination which prevent women’s participation.4.11 VALUE FOR MONEY (VFM)

Please demonstrate how you have determined that the proposed project would offer optimum value for money and that the proposed approach is the most cost effective way of addressing the identified problems.

Economy: SCIAF’s partnership model of working is an economical approach to project implementation, since use of local partners’ expertise and resources helps keep costs relatively low. The 5 local partners have established offices in the project areas, which reduces the costs of travel and logistics and provides access to a ready-made infrastructure, resources, local procurement knowledge and a network of socially active and committed people, many of whom are volunteers. Implementation and monitoring costs are kept to a minimum with the significant input of local stakeholders to manage activities and facilitate the measurement and monitoring of progress. Similarly the project approach uses agro-ecological methods which promote the use of local inputs and increase of productivity and income in order for communities to become self-sufficient. The project will enable communities to increase their income and ability to support the ongoing input requirements and services. Efficiency: Project financial planning involves development of a detailed budget, reviewed annually and monitored quarterly via analysis of project accounts, where variances are scrutinised and efficiencies emphasised through the reallocation of resources as necessary. SCIAF’s financial planning and management systems include measures to control administrative costs. Procurement is guided by SCIAF’s procurement guidelines which are aligned with DFID’s procurement guidelines. SCIAF has active anti-bribery and conflict of interest policies and requires its partners to do the same or follow SCIAF policies. Grants to partners include an independent audit which gives SCIAF the external confirmation that the grant has been used for the agreed purpose and that the figures are accurate. SCIAF always looks for opportunities for local partners to share costs, e.g. capacity building for a number of partners in the DRC was held in one location, with training completed as a group rather than individually. Effectiveness: The project has a strong emphasis on longer-term multiplier effects through skills, resources access and adding value as well as market access and income. The Programme Officer will review the project’s effectiveness with partners on an annual basis in terms of achieving the project outcome and will suggest necessary changes if required, with the active involvement of the community and DFID. The project provides services to rural, remote and conflict-affected areas.

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4.12 LESSONS LEARNEDWhat lessons have you drawn on (from your own and others’ past experience) in designing this project? Please describe the outcomes achieved and the specific lessons learned that have informed this proposal. (please also note question 8.15 on evaluations)

The project builds on the experience of three operational agricultural and climate change projects in Africa supported by the Scottish Government, one concluded project in India (also supported by the Scottish Government) and another EC-supported project in the Great Lakes Region. In designing a project, safety and security of the beneficiaries and assets are major factors, not only for the success of the project, but for the self-confidence, morale and wellbeing of the owners. For this reason, the partners have identified relatively secure locations for this project. To be operational from the start the project coordination team should be in place during the preparation process. Most women subsistence farmers don’t have even basic farming equipment or quality seeds; hence their agricultural productivity is low. The new project addresses this issue. Vulnerable women need training to understand their rights and to be able to lobby for entitlements in the face of structural inequalities bolstered by a patriarchal tribal-based social and political structure. Farmers requested feedback on strengths and weaknesses of project implementation to allow them to continue improving their farming practices when the project finished. Livestock management training is essential to ensure maintenance of healthy animals (e.g. ensuring that beneficiaries build adequate shelters and access veterinary care). Women continue to face the threat of SGBV in all countries and don’t have resources to overcome it. It is vital to reduce such incidence and to support the survivors to recover from such ordeals. Women in the EC supported project were badly in need of affordable and easily available credit and their limited and unreliable earnings reflect this constraint. Hence development of savings and credit groups and beneficiary training on financial planning and management has been built into the new project. The project design reflects the above learning and the following provisions have also been made – partners have teams in the field who participated in the project development. The coordination unit comprises staff with a good knowledge of the environment and development factors as well as the project management. Here, more than 1,000 women have been supported to develop microbusinesses, diversify income sources and increase agriculture production (India), and 76% of these beneficiaries are still generating average earnings of more than USD2 per day, which helps them to meet some of their basic needs. This successful livelihoods initiative will be replicated with these new target groups, refined to take account of lessons learned.4.13 ENVIRONMENT AND CLIMATE CHANGE

What are the opportunities and the risks of the project in relation to environmental sustainability and climate change? Please specify what overall impact (positive, neutral or negative) the project is likely to have on the environment and climate change. Where relevant, please also specify what impact the environment and climate change are likely to have on the project. In each case, what steps have you taken to assess any potential impact? Please note the severity of the impacts and how the project will mitigate any potentially negative impacts, as well as how it will make use of opportunities to increase the positive impacts.

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The overall impact on the environment is expected to be positive as project activities will seek to improve soil conservation and food production through sustainable agricultural methods i.e. production systems, which protect the environment and respect the limits of the area ecologically, economically and socially. Sustainable agricultural practices adopted by farmers intensify agricultural production while reducing greenhouse gas emissions and other negative environmental impacts and support small-scale farmers who are most vulnerable to climate change and food insecurity to reshape food access to ensure that the basic nutritional needs of their households are met. Opportunity: the project approach encourages community participation in protection, management and enhancement of the environment e.g. the communities in DRC no longer practisee burning to clear the land as a result of the project’s promotion of agro-ecology. Similarly potential negative impacts on the biophysical environment such as salinisation by misuse of irrigation water, pressure on land, land degradation due to deforestation, and destruction of vegetation by roadsides will be mitigated by: extension of irrigation techniques and the inclusion of drainage works; rehabilitation of irrigation sites on existing lands already used for agriculture; re-vegetation of verges on rural roads; *inclusion of risk mitigation measures in the terms of reference for feasibility studies for infrastructure development. There is a big opportunity to develop community-based disaster mitigation strategies for the 25 villages. Risks: Farmers do not understand some of the improved agricultural methods or do not put their learning into practice. Mitigation measures: Water users’ committees will be formed for equitable and efficient usage/sharing of limited water resources. Seed banks will support farmers to preserve and easily access drought-resistant local seeds which will help them to improve their food production. Farmers will be trained on sustainable agricultural practices which will discourage traditional shifting cultivation practices that often result in degraded grasslands and soils.

SECTION 5: PROJECT MANAGEMENT AND IMPLEMENTATION5.1 PROJECT MANAGEMENT

Please outline the management arrangements for this project. This should include: A clear description of the roles and responsibilities of each of the partners. This should

refer to the separate project organogram, which is required as part of your proposal documentation.

A clear description of the added value of the each organisation within the project. An explanation of the human resources required (number of full-time equivalents, type,

skills).

Roles and responsibilities: (Please see the attached organogram of the project staffing and partner management relationships and section 8.9 for a full description of the roles and responsibilities of each of the partners including SCIAF). The project management structure is based on experience of implementing similar activities over a number of years. SCIAF has overall responsibility for project management, monitoring achievement of outputs against the performance indicators in the log-frame; also for providing or organising technical support and partner capacity building and coordinating reporting and evaluation. SCIAF will provide guidance and mentoring support to the partners to develop various agriculture programmes to reach vulnerable households, and will play a key role in the household livelihood survey and in developing further actions based on the findings. SCIAF is responsible for the annual audit, mid-term and final evaluations and will ensure quality and timely reporting and programme implementation. The local partners in 3 countries will be responsible for direct project implementation on the ground of project activities and grassroots-level monitoring, government relationships, reporting and data collection. Added value: SCIAF and its partners have traditionally specialised in projects and programmes which tackle poverty and hunger while promoting gender equality and empowering women and disabled people. SCIAF has considerable experience in 3 continents of promoting microenterprise development, microcredit and sustainable agriculture for small-scale farmers and this experience and knowledge will be transferred to the partners and women leadership for sustainability and quality services. The 5 local partners are experienced in promoting sustainable agriculture and in group formation. SCIAF and these partners are already undertaking similar work in the region with similar target groups, on

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socioeconomic recovery underpinned by psychosocial and legal support (complemented in 2008 by SCIAF research, media and campaigning work on SGBV). Being part of the Catholic Church, which has a universal presence in the three countries, these local partners are able to reach out to the most marginalised through grassroots networks and enjoy trust and acceptance by the target groups. They have intimate knowledge of local culture, social structures and constraints, ways to reach vulnerable groups and factors liable to affect the efficiency and effectiveness of activities. In DRC, where state provision is minimal, they have access to the Church-run network for various services. Each partner will use volunteer networks of trained local people to help disseminate information to the project beneficiaries and to the wider community about the savings and credit groups and associations. Volunteers are essential, as the cost of hiring the number of staff needed to reach 1,350 beneficiaries would be prohibitively expensive, whereas volunteers have been used in previous projects and even in monitoring the DRC elections and proved very competent and cost-effective. Partners have long experience of working with volunteers, who are trained and supervised by full-time project staff (some volunteers are former project beneficiaries). Services to the beneficiaries will be offered on a completely non-discriminatory basis and under a right-based approach which supports people to determine their own needs and to be included in all decisions. That fact that the project is implemented by local partners and embedded in the community, with most interventions through church-based structures, means that it will be possible to maintain presence and at least a minimum level of activities, even during periods of unrest or conflict. The project will also use church-based networks and channels to influence the government to access services for people. Human resources: 21 partner staff will work on this project (7 full-time and 14 part-time) and will be responsible for programme implementation. Partner staff are based in the target areas, have good relationships with the beneficiaries, and have knowledge and experience of working with the beneficiaries and the relevant government departments. SCIAF staff based in Glasgow will provide management support to the project and capacity building as detailed above, and will be the point of contact between DFID and the project. SCIAF’s International Financial Accountant will ensure financial accountability and closely monitor project finance matters (2 SCIAF staff based at Glasgow).

5.2 NEW SYSTEMS, INFRASTRUCTURE, AND/OR STAFFINGPlease outline any new systems, infrastructure, and/or staffing that would be required to implement this project. Note that these need to be considered when discussing sustainability and project timeframes.

No new systems or structures are required as the project builds on current activities.

5.3 COLLABORATION AND COORDINATION WITH OTHER DEVELOPMENT ACTORSHow will you coordinate project implementation with other development actors and ensure no duplication of effort (including with other DFID funded activities)? How will you work with local/national government and private sector providers?

There are no development actors working in the target villages. The partners and SCIAF are part of development networks for example the Scottish-Malawi partnership, the Civil Society Network in Malawi and the Rwanda Women’s Network. They are also aware of other development actors’ work and will ensure that there will be no duplication of efforts. The partners have good working relationships with local government officials and will work closely with them.

SECTION 6: MONITORING, EVALUATION, LESSON LEARNINGThis section should clearly relate to the project log-frame and the relevant sections of the budget.

6.1 How will the performance of the project be monitored? Who will be involved? What tools and approaches are you intending to use? What training is required for partners to monitor and evaluate the project?

The project will be monitored as part of a comprehensive, documented, monitoring, evaluation and learning (MEL) plan. The plan will be developed jointly by SCIAF and partners and will be overseen by the Partners’ Project Coordinators and supported by the SCIAF Programme Officer and Design,

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Monitoring and Evaluation (DME) Officer. SCIAF is currently developing a standardised approach to MEL that allows for flexibility but encourages good practice. Each major project is required to develop a MEL plan based on the indicators and information sources within the logical framework and the broader theory of change that underpins the project. Drawing on existing tools, data collection tools will be developed for the project and specified staff members will be responsible for the collection of data in line with the MEL plan. SCIAF is currently exploring the use of mobile technology to streamline data collection and consolidation and this may feature in the project if appropriate. To capture some of the more intangible and possibly unanticipated outcomes, the project will use a number of longitudinal case studies and focus group discussions with beneficiaries and key stakeholders to inform the mid-project review. Downward accountability to beneficiaries will be incorporated into the project, and the Steering Committee will play an important role. Gender will be mainstreamed into the MEL plan and project design. The gender training and awareness raising planned for the start of the project will be used also to inform the operational design and MEL plan. Baseline data will be collected for each project area using surveys and collection of secondary data and this will be repeated at the end of the project to measure change. Control data will be identified to aid attribution of outcomes to the project interventions. A mid-project review will be held by SCIAF with all partners to assess progress against outcomes and to inform the operational planning for the second half of the programme. This will be informed by consultations with a range of key stakeholders and beneficiaries. Partners will report to SCIAF on a quarterly basis, using standardised report formats. These will be consolidated by SCIAF’s Programme Officer, who will compile reports to DFID as per the reporting schedule. The MEL plan will be finalised at a start-up meeting with all partners in Rwanda, where specific roles and responsibilities will be determined. A capacity assessment of partners will be carried out at the same time to identify any gaps in capacity and inform capacity building plans. A final evaluation will conclude the project. This will be carried out by external consultants, overseen by the SCIAF Programme Officer and DME Officer.

6.2 Please use this section explain the budget allocated to M and E. Please ensure there is provision for baseline and on-going data collection and a final independent evaluation. If you think there is a case for undertaking an independent midterm review of the project (e.g. if the project is testing a new approach, or working in a particularly difficult or sensitive context, or is high value), please include costs for this in your budget.

The baseline survey, gender audit, internal mid-term and end of project evaluation including data collection and data analysis are integral to the project. SCIAF’s Programme and DME Officers will work on these in close collaboration with partners and beneficiaries. The project has made budget provision for this work including baseline, data collection and final independent evaluation. The M&E budget is £62,510 (8.3% of total budget).

6.3 Please explain how the learning from this fund will be incorporated into your organisation and disseminated, and to whom this information will be targeted (e.g. project stakeholders and others outside of the project). If you have specific ideas for key learning questions to be answered through the implementation of this project, please state them here.

Learning will take place within SCIAF and partners. The mid-project review and the final evaluation will focus on achievement of outcomes and lessons learned, and will be undertaken jointly by SCIAF and partners with active involvement of beneficiaries. The project will work across a range of programmatic themes such as livelihoods, gender equality and climate change. Currently SCIAF is strengthening gender mainstreaming and this project will use the opportunity of working across a 3-country context to identify effective approaches to mainstreaming gender in livelihoods programmes at a grassroots level, within the context of Catholic Social Teaching (CST). This will be invaluable in informing SCIAF’s work with partners in livelihoods, which is a significant part of our work. The results will be published as part of SCIAF’s ‘Promising Practices’ series and will inform learning within SCIAF, with partners and with the wider international development community, via the CIDSE network.

SECTION 7: PROJECT RISKS AND MITIGATION13

7.1 How does your organisation identify and manage risks associated with the delivery of a project? Give examples of the main risks associated with your proposed project and how you will manage them.

SCIAF works with partners during project design to identify current and potential risks and develop mitigation plans and the Programme Officer reviews these during annual field visits. If a situation arises, partners and SCIAF closely monitor the situation and make appropriate decisions. The following risks have been identified:POTENTIAL RISK HOW THIS WILL BE MANAGEDIn eastern DRC, insecurity remains a major threat to the whole civilian population, especially to women.

SCIAF/partners have identified comparatively stable areas as target areas, and will closely monitor security levels within working areas as well as consulting UNDSS.

Lack of time, awareness and/or confidence, may reduce women’s participation in key capacity building and decision making processes, which may affect impact and sustainability of project initiatives.

Gender mainstreaming approaches will enable project staff to determine training times, locations and venues convenient for women and to plan activities accordingly.

Natural disasters causing loss of crops and/or livestock.

Consideration of natural hazards will be taken into account in the choice of crops and livestock.

Delays in project execution. Devising a detailed revised work-plan if required.

Low infrastructure use by potential beneficiaries.

Stakeholder Steering Group and target communities involved in selection of infrastructure locations.

Increasing food prices may force beneficiaries to spend a greater proportion of household income on food, necessitating distress sales of assets and lower than expected results.

Project designed to support target groups in diversifying income sources and building up assets, which should reduce vulnerability to food price increases. This will be closely monitored during project implementation.

SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation Scottish Catholic International Aid Fund (SCIAF)

8.2 Address 19 Park Circus, Glasgow G3 6BE, Scotland

8.3 Web Site www.sciaf.org.uk

8.4 Registration or charity number (if applicable)

Scottish Registered Charity Number: SC012302Company Number: SC197327

8.5 Annual Income Income (original currency): £7,725,053Income (£ equivalent):Exchange rate: Not applicable

Start/end date of accounts (dd/mm/yyyy)From: 1 January 2013To: 31 December 2013

8.6 Number of existing staff Total 37 staff – 27 FT and 10 part time/job share

8.7 Proposed project staffing staff to be employed under this

Existing staff Programme Officer 20% FTEInternational Financial Accountant 8% FTE

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http://www.sciaf.org.uk/

project (specify the total full-time equivalents - FTE)

New staff None

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) X Local Government

Trade Union National Government

Faith-based Organisation (FBO) X Ethnic Minority Group or Organisation

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

8.9 A) Summary of expected roles and responsibilities, ANDB) Amount (and percentage) of project budget allocated to this partner

A): SCIAF has overall responsibility for project management and coordination of delivery via the local partners. SCIAF will: support the local partners to prepare a monitoring, evaluation and learning framework including annual work-plans and cash-flow statements; provide training on M and E and coordinate staff capacity building on a range of other programme-related topics; review partners’ quarterly financial/narrative reports and provide appropriate feedback; provide technical support to the partners to conduct evaluations and be responsible for commissioning the audits and evaluation; submit reports etc. as per its contractual obligations to DFID. The Programme Officer will monitor project implementation via email, phone & conference calls, reports, field visits and workshops. He will advise partners on delivery and timetable of the project, review all progress reports and provide appropriate feedback, and assist with organisation and resourcing of training workshops. He will be the main point of contact between DFID and the project. The Programme Manager (SCIAF-funded) will provide overall management support, advise on strategic and policy issues, and advise/support the Programme Officer as necessary on issues and challenges which arise in the course of implementation. The International Financial Accountant will assist partners with budget preparation, review budgets/cash-flow, quarterly financial reports and annual audits, investigate variances against budget, and identify any proposed budget amendments in consultation with the Programme Officer and DFID. The IFA will compile consolidated financial reports for submission to DFID, advise on the TOR and format of audit reports and provide guidance to ensure compliance with DFID contractual and IATI reporting requirements. SCIAF’s DME Officer (SCIAF-funded) will provide M&E support to this project. SCIAF’s International Programmes Administrator (SCIAF-funded) will be responsible for ensuring that appropriate funding agreements are developed with partners and that funds are disbursed on schedule by SCIAF’s finance department. The above staff are all based in Glasgow.

B): SCIAF: £84,814 = 11%.8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and

responsibilities on this project (including technical issues and relevant geographical coverage). Please include details of any external evaluations of this organisation’s work (relevant to the proposed project) which have been completed and whether they are available.

1) With over 49 years’ experience in international development, SCIAF has progressively developed its capacity to effectively support and distance-manage projects and programmes at national and regional levels, sometimes in complex situations. 2) SCIAF currently works with over 70 local partners in 3 continents, with Sustainable Livelihoods as one of its 3 key strategic themes (the others being Education and Peace and Access to Justice). 3) SCIAF specialises in supporting small to medium-sized local NGOs, focusing on partner capacity strengthening and investing in them long-term where appropriate to achieve maximum impact. 4) SCIAF has worked with local partners in the Great Lakes Region since 1994, on various issues affecting vulnerable communities. As already mentioned, SCIAF is implementing a 3-year project improving income, assets and food security for

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3,200 women affected by conflict and poverty with 4 partners in DRC and Rwanda supported by DFID. 5) SCIAF currently supports development of sustainable livelihoods, including small-scale agriculture and microbusiness/microfinance in Zambia, Ethiopia, India, Cambodia, Haiti and Colombia among others.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund

management history. Please include source of funds, purpose, amount and time period covered.

SCIAF has experience in managing a range of grants from a number of donors including DFID, EC, Scottish Government, The Big Lottery Fund, and a number of smaller trusts and foundations. SCIAF also receives a substantial proportion (70% on average in the period 2009-2013) of our income from public donations. Recent institutional grants include: DFID (GPAF Impact): DRC and Rwanda £323,972 (2013-15); DFID (CSCF): South Sudan £470,120 (2009-14); EC: Great Lakes Region £1,256,841 (2010-13); EC Colombia £688,592 (2014-17); EC South Sudan £761,853 (2014-17); Scottish Government: Zambia/Burundi/Malawi £1,431,775 (2008-12) and £1,367,682 (2012-15); Scottish Government Malawi £499,606 (2012-15) and £378,225 (2013-16); Big Lottery Fund: Cambodia £351,905 (2013-16) and El Salvador/Nicaragua £499,995 (2014-17).8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)

How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

SCIAF has a child protection policy in place which has been guided and informed by the following documents. 1) Awareness and Safety in Catholic Communities NOPCVA (2007) and other good practice guidelines for working with children in Scotland. 2) Caritas Internationalis Child Protection Framework. 3) UN Convention on the Rights of the Child (1989) Article 19. 4) CAFOD and Save the Children’s Child Protection Policies and Procedures. SCIAF has appointed a Child Protection Advisory Group made up of representatives of the Senior Management Team as well as staff members from across the organisation with relevant expertise and experience in child protection/vulnerable adult issues. This Advisory Group meets on a quarterly basis and is responsible for reviewing the child protection policy and conducting training for SCIAF’s entire staff on an annual basis.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the

last 5 years? How was the fraud detected? What action did your organisation take in response? How will you minimise the risk of fraudulent activity occurring?

There has been no fraudulent activity in the organisation. SCIAF is audited annually and changes audit firm every few years. Partners are required to submit quarterly financial and an annual audit report, which are reviewed by the relevant Programme Officer and the International Financial Accountant. SCIAF has developed a detailed financial checklist which is completed by the Programme Officer during field visits following review of the project’s financial procedures and records and subsequently submitted for review to SCIAF’s Head of Finance and Head of International Programmes.8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the

organisation conducted on behalf of DFID or other donors within the past 5 years. Please include date, organisation responsible for the assessment, brief comments, and a link to the assessment, if available.

KPMG conducted a pre-grant due diligence assessment of SCIAF on behalf of DFID in November 2011 in relation to a provisionally approved GPAF Impact grant for Ethiopia, followed by an update memorandum in July/August 2012 for a current GPAF Impact Grant (GPAF-IMP-067). In relation to GPAF-IMP-067, SCIAF’s Senior Management Team sent a formal management response to the recommendations of the due diligence report on 30 April 2014 and subsequently received confirmation from DFID that all of the recommendations have been met.

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8.15 EVALUATION: Please provide details of any independent evaluations of the organisations work that are relevant to the project proposal. Are these published? Can they be shared with DFID?

There is no independent evaluation of the organisation’s work that is relevant to the project proposal.

SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation CDJP Uvira

8.2 Address B.P. 18 Uvira, South Kivu Province, DRC

8.3 Web Site Not available


228/75 on 23 December 1975 from Ministry of Justice

8.5 Annual Income Income (original currency): $164,002.Income (£ equivalent): £97,827.19.Exchange rate: £1 = $1.676.


8.6 Number of existing staff 13 FTE (7 male and 6 female)

8.7 Proposed project staffing staff to be employed under this project (specify the total full-time equivalents - FTE)

Existing staff Project officer (1 FTE)Assistant accountant (0.3 FTE)Head of Logistics (1 FTE)

New staff None









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A): The Project Officer based in Uvira will be responsible for ensuring that the relevant components of the programme are implemented within the budget and on time (initial baseline surveys, transparent selection of beneficiaries, delivery of inputs and activities, beneficiary consultations, liaison with the relevant local government offices to access services, data collection, compilation of monthly reports, annual self-evaluation of the programme). He will provide management and mentoring support to other staff and volunteers in the field and attend SCIAF-organised partner programme planning workshops and share information and experiences with the other local partners in this project. The accountant based in Uvira will be responsible for all financial aspects of the project, including adherence to financial management procedures, preparation of budgets, monitoring expenditure and cash-flow and preparation of monthly financial reports for submission to SCIAF. He will also provide finance-related support to the SHGs in the Uvira target area and give full cooperation to the auditor for preparation of the annual audit reports. The Head of Logistics based at Uvira will be responsible for ensuring delivery of the SHG and agriculture related activities. She will be the main point of contact with beneficiaries and volunteers including SHG and association leaders.

B): CDJP Uvira: £95,587 = 13%.8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and


CDJP Uvira has been working in the Uvira area of South Kivu since 1975, supporting SGBV and conflict affected people. Its team of experienced staff and network of trained volunteers have developed the capacity to organise conflict affected people into groups for solidarity and group agricultural activities, which has proved to be a successful model in the current insecure political situation in Uvira territory. It has worked with many international organisations, funded by institutional donors.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund


DFID £70,383 (through SCIAF – January 2013 to December 2015). CAFOD $60,951 (June 2013 to March 2015). MM $33,167 (October 2013 to September 2014). EC (through SCIAF) $245,160 (April 2010 to March 2013). Guernsey Overseas Aid (through SCIAF) $55,834 (January 2011 to March 2012). CAFOD $120,188 (April 2010 to March 2012). MM $84,641 (September 2011 to August 2013). CRS $330,597 (July 2010 to September 2011). AGEH $28,150 (March 2010 to May 2012).8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)


CDJP Uvira is clear about its responsibility to protect children and is committed to protecting them from abuse. This has been made known to everyone who comes into contact with them. CDJP Uvira’s approach is to manage children’s behaviour in a non-violent, culturally appropriate and non-humiliating way and to make children aware of their rights. Children, parents and communities are consulted on safeguarding policies and practices. SCIAF supported CDJP Uvira to train its staff on child protection and has developed its child protection policy in 2013.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the


SCIAF has not found or been aware of any fraudulent activity in CDJP Uvira within the last five years. CDJP Uvira sends regular financial reports and audited statements to SCIAF which meet all the financial requirements of the Congolese government. CDJP Uvira also reported annually to DFID through SCIAF with no evidence of fraudulent activity.

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8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the organisation conducted on behalf of DFID or other donors within the past 5 years. Please include date, organisation responsible for the assessment, brief comments, and a link to the assessment, if available.

There have been no due diligence assessments of the organisation conducted on behalf of DFID or other donors within the past 5 years.8.15 EVALUATION: Please provide details of any independent evaluations of the organisations

work that are relevant to the project proposal. Are these published? Can they be shared with DFID?


SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation CDJP Bukavu.

8.2 Address B.P. 162 Bukavu, South Kivu Province, DRC.

8.3 Web Site Not available.


229 on 29 August 1967 from Ministry of Justice.

8.5 Annual Income Income (original currency): $495,360.Income (£ equivalent): £319,096.Exchange rate: £1 = $1.55.


8.6 Number of existing staff 13 FTE + 1 part time (7 male and 7 female)


Existing staff Programme Officer 0.5 FTEProject Accountant 0.3 FTEDriver 0.3 FTE

New staff 2 Agricultural Instructors 1 FTE









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A): The Director, based in Bukavu, has overall responsibility for the organisation’s programmes and will provide management and mentoring to the staff and volunteers involved in this project including financial management. He is the main point of contact with the government and others. The Programme Officer, based in Bukavu, will be responsible for ensuring that the project is implemented within budget and on time including M and E and reporting. The accountant will be responsible for all finance matters including submitting finance reports.

B): CDJP Bukavu: £104,831 = 14%.8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and


CDJP Bukavu has been working among conflict-affected people in Bukavu district since 1967 and actively supports people in 37 parishes in the Archdiocese of Bukavu, which covers 8,815 kilometres. The organisation collaborates with the provincial Ministry of Gender Equality and is involved in training army, police and Catholic priests on human rights and national legislation on SGBV. It has experience of working with a number of international organisations and UN agencies such as UNHCR. It has a team of experienced staff and a network of trained volunteers.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund


Entrecultures Junta for women’s dignity $107,288 (January 2014 to December 2015). DFID £103,235 (through SCIAF – January 2013 to December 2015). CAFOD $107,411 (April 2013 to March 2014). Missio AACHEN $64,165 (January 2013 to December 2014).8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)


CDJP Bukavu understands its responsibility to protect children and is committed to safeguarding them from abuse, with active support from its volunteer animators in the parishes. Children, parents and communities are consulted on safeguarding policies and practices. SCIAF supported CDJP Bukavu to train its staff on child protection and has developed its child protection policy in 2013.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the


SCIAF has not found or been aware of any fraudulent activity in CDJP Bukavu within the last five years. CDJP Bukavu sends quarterly financial reports and regular audited statements to SCIAF which meet all the financial requirements of the Congolese government. CDJP Bukavu also reports annually to DFID through SCIAF with no evidence of fraudulent activity or any financial issues.8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the





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SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation CDJP Kigali.

8.2 Address P.O. Box 3378, Kigali, Rwanda.



CDJP Kigali is registered in Rwanda as the Kigali Archdiocesean Commission within the Catholic Church in Rwanda. The Kigali Archdiocese is currently registered with the Official Gazette no. 12 of June 15, 1977 under no. 019/76. This registration was renewed by the Rwanda Government Board on legal personality n0 4/06 by the law, number 06/2012 of 17/02/2012 at Kigali on 12/12/2012.

8.5 Annual Income Income (original currency): 55,000,000 Rwandan Francs.Income (£ equivalent): £50,000.Exchange rate: £1 = 1,100 RWF.


8.6 Number of existing staff 7 FTE (3 male and 4 female)


Existing staff Coordinator 0.65 FTE, Counsellor:0.75 FTE, Bookkeeper 0.25, Driver 0.3 FTE, Animator 0.7 FTE

New staff None









A): The Coordinator is a full time staff member of the Diocesan Justice and Peace Commission. She provides all the technical support to the project by coordinating all the activities and l inking the beneficiaries and local authorities through regular coordination meetings. The Animator is responsible for organising trainings, implementation of livelihood activities by conducting training of volunteers and supporting project implementation through regular field monitoring visits for ensuring effective project implementation and providing field support. The Accountant is responsible for book-keeping, enforcing regulations and procedures for managing financial resources, managing, monitoring and maintaining all accounting records, allocating and expenditure of all accounting transactions, and checking and reconciliation of the accounts of the general ledger. The Driver ensures safe and timely transport of all project personnel to and from project target communities. The Agronomist will provide technical support to beneficiaries and advise project staff on appropriate technical solutions to enable the effective implementation of the agricultural component of the

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project. The Veterinarian will technically support the beneficiaries in livestock management and provide appropriate trainings in order to improve beneficiaries’ understanding on how to more effectively care for their livestock.

B): CDJP Kigali: £147,275 = 20%.8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and


CDJP Kigali addresses the causes and consequences of social injustice and promotes development initiatives. The purpose of CDJP Kigali is to support the most vulnerable people in the poorest communities in Kigali province in Rwanda. It supports communities to develop appropriate development solutions to bring them out of poverty, through focusing on trauma healing, creating community space for dialogue, economic development through promoting self-help activities, and advocacy on human rights. It links communities with government and other services.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund


SCIAF £25,000 (October 2013 to September 2014). CAFOD £200,000 (January 2006 to March 2013). CRS £78,000 (January 2008 to September 2012).8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)


All new employees recruited by CDJP Kigali and volunteers (temporary, permanent or part-time) are sensitised on the child protection policy during their induction period. The Rules of Procedure of CDJP contain a clause on respect for the right of children to be protected against abuse. Employment contracts contain a clause stipulating that the employee agrees not to commit child abuse and to protect children throughout the course of his/her work.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the


SCIAF has only been a partner with CDJP Kigali for less than one year. However, prior to engaging a partnership with CDJP Kigali, SCIAF carried out a detailed assessment of the organisation’s project implementation capacity and operational procedures that are employed to help safeguard against fraud. SCIAF also communicated with recent donors of CDJP Kigali in order to ascertain if there had been any issues of fraud or suspected fraud and this was shown not to be the case.8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the





SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER 22

ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation CADECOM Dedza

8.2 Address P.O. Box 80, Dedza, Malawi.

8.3 Web Site Not available


Council for NGOs Malawi C026/1994

8.5 Annual Income Income (original currency): 242,936,209 MWKIncome (£ equivalent): £363,669Exchange rate: £1 = 668 MWK (xe.com 22 May 2014)


8.6 Number of existing staff 23 – 22 FTE + 1 part time (8 male and 15 female)


Existing staff Executive Secretary 0.05 FTEProject Coordinator 0.3 FTEProject Accountant 0.3 FTEDriver 0.3 FTE

New staff 2 Field Extension Workers 1 FTE









A): The CADECOM Secretary will be responsible for ensuring all components of the project are implemented on time and within the budget. He will also provide management and mentoring support to other staff. The Project Coordinator will be responsible for implementation of project activities in the field and will collect key data on indicators of project performance. The Project Accountant will be responsible for all aspects of project financial management, including adherence to financial procedures, preparation of budgets and financial reports and monitoring expenditure and cash flow. The Administration Secretary will provide support to the Project Coordinator and CADECOM secretary in the management and operation of the CADECOM Dedza office. The Driver will provide transport assistance to all project staff. Field Extension Workers will work hands-on with the beneficiaries of this project, organising practical work and liaising with the CADECOM Dedza office.

B): CADECOM Dedza: £149,851 = 20%.8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and


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CADECOM Dedza has been working with communities in the target area of Dedza since it was founded in 1997. CADECOM Dedza aims to create awareness and empower disadvantaged men, women and youths in Dedza to undertake development which is integral, gender and environmentally sensitive, sustainable and promotes justice, human dignity and self-reliance with the active participation of the people themselves so that they take responsibility for their own destiny. CADECOM Dedza has extensive experience in the areas of Agriculture and Relief and Rehabilitation and has been supported by a number of international organisations including UNDP, ICRAF and CORDAID. CADECOM Dedza works in alliance with other diocesan level CADECOM organisations to share learning and experience and participates in national networks including: Civil Society Network for Climate Change, Civil Society Agricultural Network, and the Malawi Vulnerability Assessment Committee.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund


CADECOM Dedza has experience of managing funds for their livelihoods work from various organisations including the following: 206,300,000 MWK from USAID for Dedza groundnut value chain project for the period January 2013 to December 2014. 25,000,000 MWK from International Fund for Agricultural Development (IFAD) for a potato value chain project for the period January 2013 to December 2015. £58,600 from the Scottish Government for a climate adaptation project for the period December 2012 to April 2014. 87,000,000 MWK from Trocaire for a food security project for the period March 2013 to February 2014.8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)


CADECOM Dedza is clear about tis responsibility to protect children and is committed to this. The National CADECOM in Malawi developed a Child Protection policy in January 2014 which must be adopted by all diocesan CADECOMs. This policy highlights safeguarding of children, code of conduct and responding to concerns.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the


SCIAF has not found any fraudulent activity in CADECOM Dedza within the last five years. CADECOM Dedza sends quarterly financial reports and regular audited statements to SCIAF which meet all the financial requirements of the Malawi government. CADECOM Dedza also reports annually to the Scottish Government through SCIAF with no evidence of fraudulent activity or any financial issues. SCAIF will continue to review the financial activity of CADECOM Dedza on a quarterly basis and will carry out a thorough review of their financial systems and procedures on site in Malawi to reduce the risk of fraudulent activity occurring.8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the





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SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation CADECOM Chikwawa

8.2 Address P.O. Box 162, Chikwawa, Malawi.



Council for NGOs Malawi C026/1994.

8.5 Annual Income Income (original currency): 219,493,968 MKWIncome (£ equivalent): £331,972Exchange rate: £1 = 661 MKW


8.6 Number of existing staff 18 FTE


Existing staff Diocesan Secretary 0.05 FTEProject Coordinator 0.5 FTEAccountant 0.15 FTEDriver FTE 0.3 FTE

New staff Field Officer 1 FTE









A): The CADECOM Secretary will be responsible for ensuring all components of the project are implemented on time and within the budget. He will also provide management and mentoring support to other project staff. The Food Security Coordinator will be responsible for implementation of project activities in the field and will collect key data on indicators of project performance. The Project Accountant will be responsible for all aspects of project financial management including adherence to financial procedures and preparing budgets and financial reports, with support from the Accounts Assistant in monitoring expenditure and cash flow. The Admin Assistant will provide support to the Food Security Coordinator and CADECOM secretary in the management and operation of the CADECOM Chikwawa office. The Driver will provide transport assistance to all project staff for field visits. The Field Extension Worker will work with the beneficiaries of this project on a full time basis, providing training, organising practical work and liaising with the CADECOM Chikwawa office.

B): CADECOM Chikwawa: £168,122 = 22%.

8.10

EXPERIENCE: Please outline this organisation's experience in relation to its roles and responsibilities on this project (including technical issues and relevant geographical coverage).

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Please include details of any external evaluations of this organisation’s work (relevant to the proposed project) which have been completed and whether they are available.

The National CADECOM was established in Malawi in 1984, and there has been a CADECOM presence in Chikwawa since this time. CADECOM Chikwawa has vast experience of implementing agriculture, water management and food security projects in the Chikwawa region of Malawi. These projects have been implemented with the support of the Ministry of Agriculture and Food Security, and the Ministry of Irrigation and Water Development. CADECOM Chikwawa aims to create awareness and empower disadvantaged men, women youths in Chikwawa to undertake development which is integral, gender and environmentally sensitive, sustainable and promotes justice, human dignity and self-reliance with the active participation of the people themselves so that they take responsibility for their own destiny. CADECOM Chikwawa works in alliance with other diocesan level CADECOM organisations to share learning and experience and participates in national networks including: the Council for Non-Governmental Organisations, the Civil Society Network for Climate Change, the Civil Society Agricultural Network and the Malawi Vulnerability Assessment Committee.

8.11

FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund management history. Please include source of funds, purpose, amount and time period covered.

£68,700 from the Scottish Government for climate adaptation for the period December 2012 to March 2014. £200,000 from Oxfam GB for disaster preparedness and response for the period April 2012 to March 2015. $442,420 from Catholic Relief Services for a livelihoods and agriculture project for the period March 2013 to February 2014. €810,251 from Trocaire for a food security project for the period April 2013 to February 2018.

8.12

CHILD PROTECTION (for projects working with children and youth (0-18 years) only)How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

CADECOM Chikwawa is clear about its responsibility to protect children and is committed to this. The National CADECOM in Malawi developed a Child Protection policy in January 2014 which must be adopted by all diocesan CADECOMs. This policy highlights safeguarding of children, code of conduct and responding to concerns.

8.13

FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the last 5 years? How was the fraud detected? What action did your organisation take in response? How will you minimise the risk of fraudulent activity occurring?

SCIAF has not found any fraudulent activity in CADECOM Chikwawa within the last five years. CADECOM Chikwawa sends quarterly financial reports and regular audited statements to SCIAF which meet all the financial requirements of the Malawi government. CADECOM Chikwawa also reports bi-annually to the Scottish Government through SCIAF with no evidence of fraudulent activity or any financial issues. SCIAF will continue to review the financial activity of CADECOM Chikwawa on a quarterly basis and will carry out a thorough review of their financial systems and procedures on site in Malawi to reduce the risk of fraudulent activity occurring.

8.14

DUE DILIGENCE: Please provide brief details of any due diligence assessments of the organisation conducted on behalf of DFID or other donors within the past 5 years. Please include date, organisation responsible for the assessment, brief comments, and a link to the assessment, if available.

There have been no due diligence assessments of the organisation conducted on behalf of DFID or other donors within the past 5 years.

8.15

EVALUATION: Please provide details of any independent evaluations of the organisations work that are relevant to the project proposal. Are these published? Can they be shared with

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DFID?


SECTION 9: CHECKLIST OF PROPOSAL DOCUMENTATION9.1 Please check boxes for each of the documents you are submitting with this form.

All documents must be submitted by e-mail to: XMandatory Items Check

Y/NProposal form (sections 1-7) Y

Proposal form (section 8 - for applicant organisation and each partner or consortium member)

Y

Project Log-frame Y

Project Budget (with detailed budget notes) Y

Most recent set of organisational annual accounts Y

Project organisational chart/organogram Y

Project bar or Gantt chart to show scheduling of activities Y

Communications Plan (3 documents: cover page, communications plan and activity timetable template)

Y

9.2 Please provide comments on the documentation provided (if relevant)SCIAF’s two most recent sets of audited accounts are included (January – December 2012 and January – December 2013) as per the guidance notes on page 2.

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