CSCF PROPOSAL FORM - Aidstream Web viewGPAF IMPACT PROPOSAL FORM ... You must submit a Microsoft Word version of your Proposal and associated documents by email to . ... 81346 –

GPAF IMPACT PROPOSAL FORM (for Round 3)

The Proposal documentation provides detailed information about your proposed project. This information is used to assess the strengths and weaknesses of the initiative and will ultimately inform the DFID funding decisions. It is very important you read the GPAF Impact Window Guidelines for Applicants and related documents before you start working on your Proposal to ensure that you understand and take into account the relevant funding criteria. Please also consider the GPAF Impact Round 2 Proposals - Key Strengths and Weaknesses document which was prepared following the appraisal of the full proposals submitted to the first round of GPAF Impact. This document identifies the generic strengths and weaknesses of proposals submitted in relation to the key assessment criteria .

How: You must submit a Microsoft Word version of your Proposal and associated documents by email to [email protected]. The Proposal Form should be completed using Arial font size 12. We do not require a hard copy. When: Proposal documentation must be received by Triple Line by: 23:59 (GMT) on 29th

November 2012. Proposal documents that are received after the deadline will not be considered. What: You should submit the following documents:

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

Sections 1 – 7 : Maximum of 15 (fifteen) A4 pages Section 8 : Maximum of 3 (three) A4 pages per partner

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.

2. Logical framework: All applicants must submit a full Logical Framework/Logframe and Activities Log. Please refer to the GPAF Logframe Guidance and How-To-Note and use the Excel logframe template provided.

3. Project budget: All applicants must submit a full project budget with the proposal. Please refer to the GPAF Impact Window Guidelines for Applicants, the Financial Management Guidelines and the guidance notes on the GPAF Impact budget template (for Round 2). The Excel document has three worksheets/tabs: Guidance Note; Budget; and Budget Notes. Please read all guidance notes and provide detailed budget notes to justify the budget figures.

4. Organisational accounts: All applicants must provide a copy of their most recent (less than 12 months after end of accounting period) signed and audited (or examined) accounts.

5. Project organisational chart / organogram: All applicants must provide a project organisational chart or organogram demonstrating the relationships between the key project partners and 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).

Please complete the checklist provided in section 9 before submitting your proposal.1

GLOBAL POVERTY ACTION FUND (GPAF) – IMPACT WINDOW PROPOSAL FORM

SECTION 1: INFORMATION ABOUT THE APPLICANT1.1 Lead organisation name Concern Worldwide (UK)

1.2 Main contact person Name: Natalie PedersenPosition: International Support OfficerEmail: [email protected]: 0207 801 1865/1850

1.3 2nd contact person Name: Bob RuxtonPosition: Head of International SupportEmail: [email protected]: 0207 801 1876/ 1850

1.4 Please use this space to inform of any changes to the applicant organisation or consortium details provided in your Concept Note

N/A - No changes

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT2.1 Concept Note Reference No. IMP-03-CN-1922

2.2 Project title Socio-economic development of 60,000 (approx.) extreme poor in District Layyah, Pakistan

2.3 Country(ies) where project is to be implemented

Pakistan

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

Choubara Tehsil in Layyah District, Punjab Province

2.5 Duration of grant request (in months)

36 months

2.6 Project start date (month and year)

July 2013

2.7 Total project budget? In GBP sterling

£2,055,000

2.8 Total funding requested from DFID in GBP sterling and as a % of total project budget

£1,438,500

70%

2.9 Year 1 funding requested from DFID

£291,289

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

100% to be spend in Pakistan

2.11 Total match funding and status (sources of match funding, amounts, and secured or not secured) - Please enter match-funding details in the table below (add rows if necessary).

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Source of funding Year 1 (£)

Year 2 (£)

Year 3 (£)

Year 4 (£)

Total (£) Secured? (Y/N)

DFID-GPAF 291,289 624,820 485,960 36,431 1,438,500

Concern Worldwide 122,861 267,779 208,268 17,592 616,500 YTotal (£) 414,150 892,599 694,228 54,023 2,055,000

SECTION 3: FIT WITH GPAF IMPACT WINDOW3.1 CORE SUBJECT AREA - Please identify between one and three core project focus areas

(insert '1' for primary focus area; '2' for secondary focus area and; '3' for tertiary focus area)

Agriculture Health (general)

Appropriate Technology HIV/AIDS / Malaria / TB

Child Labour Housing

Child Rights / Child Protection Income Generation 1

Climate Change Justice

Conflict / Peace building Land

Core Labour Standards Livestock

Disability Media

Drugs Mental Health

Education & Literacy Microfinance

Enterprise development Reproductive Health / FGM

Environment Rural Livelihoods

Fisheries / Forestry Slavery / Trafficking

Food Security 1 Water & Sanitation

Gender 2 Violence against women / girls / children

Governance

Other: (please specify)

3.2 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

7. Ensure environmental sustainability 3

8. Develop a global partnership for development

None of the above (please explain in section 3.3)

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3.3 Explain why you are focusing on these specific MDGs.Are the above MDGs “off track” in the implementing countries? If possible please identify MDG sub-targets within not just the national context but also related to the specific geographical location for the proposed project. Please state the source of the information you are using to determine whether or not they are “off track”. How will this project support the national government’s commitment to achieving identified MDGs? Your response should also inform section 4.4.

Pakistan’s targets for MDG1 are unlikely to be achieved by 2015, which the GoP mainly attributes to rising food and fuel prices, deteriorating security and recurring natural disasters1. In 2006, 22.3% of Pakistan’s population were living below the national poverty line and achieving the MDG target of 13% is improbable2. Recent research indicates that poverty rates are increasing, with 58.7 million living below the poverty line3, and without international assistance Pakistan is unlikely to achieve the MDG targets. In Punjab, the poverty headcount index ranges up to 25% depending on agro-climatic zone, of which Layyah is in the poorest, highlighting its extreme poverty and the enormous inequality in the province4. 48.6% of Pakistan’s population is food insecure and one third of children under 5 years in rural areas, including Layyah, are underweight, indicating the enormous challenge Pakistan faces in meeting the MDG target (<20%)5.

Poverty and food security are intrinsically linked with environmental degradation as the country’s poor are overwhelmingly agrarian based and dependent on natural resources for their livelihoods; however, according to GoP, concerted efforts are required to meet MDG7 ensuring environmental sustainability. In Punjab, forest cover is estimated at only 3.1% (79% of which is in Bahawalpur district) which is lower than the national average (5%) and far from the MDG target of 6% 6. The GoPb have identified a particular need for improved public environmental awareness.

Pakistan is currently off-track for MDG3. In Punjab, the percentage of women in wage non-agricultural employment is only 7%, lower than the national figure of 10.6%, and far from the MDG target (14%), which GoPb attributes to pervasive cultural norms regarding women’s roles and responsibilities, low mobility and low educational attainment7. In Layyah, the youth literacy Gender Parity Index (GPI) is 0.57, considerably lower than the provincial and national GPI (0.92 and 0.65, respectively8) and the MDG target of 1. Poverty, domestic and farming responsibilities, low access to schools and socio-cultural practices, are cited by GoPb as the primary causal factors for the GPI gap, while lack of female representation in decision making is identified as a major problem in achieving gender equality. Building upon existing capacities of men and women in Layyah and working with local government authorities, the project will, with the integration of DRR measures, address the root causes of poverty to strengthen resilient livelihood strategies and increase economic opportunities, reducing poverty and hunger. Supplementing GoP efforts towards MDG3 will have multiplier effects as the empowerment of women will further contribute to MDG’s 1 & 7.3.4 Please list any of the DFID’s standard or suggested output and outcome indicators that

this fund will contribute to. Please refer to the Standard Indicators document on the GPAF website. Note, if stated here these also need to be explicit in your logframe.

1 Government of Pakistan, 2010. Millennium Development Goals Report; Development Amid Crisis.

2 Government of Pakistan and UNDP (2011) Punjab Millennium Development Goals Report. 2006 is the last year the GoP collected data on this

indicator.3

Naveed and Ali (2012) Clustered Deprivation: District Profile of Poverty in Pakistan. Sustainable Development Policy Institute.4

Government of Pakistan and UNDP (2011) Punjab Millennium Development Goals Report.5

National Nutrition Survey, 2011. Punjab Development Statistics, 2011, Government of Punjab6



Government of Punjab (2010) Five Year Strategic Plan for the promotion of literacy in the province of Punjab (2010-2015).

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Level Outcome/Output expected IndicatorOutcome

Extremely poor target groups in district Layyah, (Punjab, Pakistan) are better organised and empowered to obtain rights and access basic services provided by the government, helping to eradicate extreme poverty and hunger (MDG1), by 2015.

Percentage change in household income (Modified)

Percentage of citizens/CBOs satisfied their voice is heard by formal institutions (disaggregated)

Output 1

Target groups are provided with improved agricultural, livestock and agro-forestry inputs and are trained on agriculture and livestock management practices

Percentage change in yields of major crops Percentage increase in yield per livestock unit

and increase in number of small ruminants

Output 2

Target groups are provided with vocational/skill development trainings and are supported in enterprise development

Output 3

Extremely poor women and men are mobilised, organised and trained to access the basic services provided by the government

Percentage of citizens aware of right to access to basic services (disaggregated)

Output 4

Extremely poor women and men are provided training and have increased awareness of disaster preparedness to enhance their resilience to hazards and shocks.

SECTION 4: PROJECT DETAILS4.1 ACRONYMSBISPCA

Benazir Income Support ProgramContextual Analysis

GHI Global Hunger Index

CBDRM

CBO

Community Based Disaster Risk Management

Community Based Organisation

GoPGoPbGPI

Government of PakistanGovernment of PunjabGender Parity Index

COCSOCRM

Community OrganisationCivil Society OrganisationComplaint Response Mechanism

HDIIECLEW

Human Development IndexInformation, Education & CommunicationLivestock Extension Worker

DDMA District Disaster Management Authority

LGALPP

Local Government AuthorityLodhran Pilot Project

DEC Disasters Emergency Committee MTR Mid-Term Review

DFDMP

Doaba FoundationDisaster Management Plan

OFDAPDMA

Office of Foreign Disaster AssistanceProvincial Disaster Management Authority

DRR Disaster Risk Reduction PRA Participatory Rural Appraisal

ECHO European Commission Humanitarian Office

PWSRBA

Participatory Welfare ServicesRights Based Approach

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FGD Focus Group Discussion UC Union Council

GBP British Pound Sterling VDP Village Development Plan

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 is for dissemination about the fund and should relate to the outcome statement in the logframe).

Through supporting extremely poor men and women to learn sustainable ways of increasing their income e.g. learning new skills in agricultural production, managing livestock or business set-up, the project aims to reduce hunger, poverty and the vulnerability to disasters of 60,000 people in District Layyah, Punjab, Pakistan. In addition an environment will be fostered for the voices of the community to be heard by local government.

4.3 PROJECT 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? If a consultant or anyone from outside the lead organisation and partners assisted in the preparation of this proposal please describe the type of assistance provided.

Project design was based on a consultative CA process (Aug–Oct 2012), including primary and secondary data, focusing on three dimensions of poverty; assets/return from assets, inequality, risk and vulnerability. Initially, 14 FGDs were conducted by Concern/Partner staff (male/female) with communities (6 men’s/ 8 women’s) and 4 Stakeholder meetings with LGA’s and civil society actors (local NGOs, CBOs) in 4 UCs to assess needs and priorities of target communities. 8 subsequent FGDs (4 men’s/ 4 women’s) with identified target groups provided further in-depth insights into specific needs and capacities.

A comprehensive gender analysis conducted in each FGD focused on institutional and power analysis, gender roles/responsibilities and access and control, to fully understand the specific and prioritised needs of men, women, boys and girls. This will ensure activities planned achieve optimal impact, while mitigating against any potential risks. Further consultative meetings were held with LGAs (agriculture, livestock and health departments), to fully understand existing services, capacities and gaps. Lessons learned/ recommendations from previous/on-going programmes, and input from technical advisors in Dublin/London have been incorporated in the design.

4.4 PROJECT RATIONALE (PROBLEM STATEMENT)Describe the context for the proposed project? What specific aspects of poverty is the project aiming to address? What are the causal factors leading to poverty and/or disadvantage? What gaps in service delivery have been identified? How has your proposal considered existing services or initiatives? Why has the particular project location(s) been selected and at this particular time? Please also refer to your response to section 3.3 (fit with MDGs) when answering this section.

Pakistan, currently ranking 145th of 187 countries on the Human Development Index (HDI), has a population of 177 million, 22.7% of whom live on less than $1.25 per day9. 60.6% of rural households are food insecure10 and, lagging behind MDG1, the country has dropped from 52nd on the Global Hunger Index (GHI) in 2010 to 57 th in 201211. In Layyah District, which has the 5th highest incidence of severe poverty amongst Punjab’s 35 districts12, 91% of the population have insufficient

9 Human Development Report 2011, United Nations Development Programme

10 National Nutrition Survey, 2011, Aga Khan University, Pakistan Medical Research Council and Government of Pakistan.

11 Global Hunger Index 2012, Welthungerhilfe, Concern Worldwide and International Food Policy Research.

12 Naveed and Ali (2012) Clustered Deprivation: District Profile of Poverty in Pakistan. Sustainable Development Policy Institute.

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income to meet their basic needs13. Food insecurity has more than doubled in Punjab since 2003; one third of the population are unable to meet their recommended caloric intake/day and households spend 53% of income on food, highlighting their acute poverty, food insecurity and vulnerability to shocks14. Isolated and under-served by Government services and development initiatives, Choubara Tehsil of Layyah was specifically selected due to extreme poverty, food insecurity, remoteness, arid topography and lack of livelihood options.Lack of or low return on assets: In Punjab, poverty is strongly correlated with land ownership and the strong feudal system, with a poverty incidence of more than one quarter amongst landless households15. Poorly educated, lacking employable skills and relying predominantly on daily wage labour they are often forced to migrate to urban areas in search of employment. Landless households also depend on livestock as a main income source; however, due to poor quality soil and environmental degradation, are facing increasing difficulty acquiring fodder for livestock (goats, sheep, cows), while poor breeds, diseases, distance from large markets, (particularly affecting women due to restricted mobility) and poor access to livestock extension services, due to communities’ isolation and lack of Government capacities and resources, further reduce the return from livestock. The absence of irrigation and volatile fuel prices inhibits access to water, reducing agricultural productivity, threatening food security and hindering progress towards MDG1. Access to low-interest credit is minimal, forcing the poor to engage in negative coping strategies.

Inequality, Risk & Vulnerability: Pervasive inequalities further hinder Pakistan’s progress in achieving all MDGs, particularly MDG 1&3. Oppressive socio-cultural practices restrict women’s mobility and access to information, education, income generating opportunities and markets, disempowering them and inhibiting their productive potential. In 2012, Pakistan, scoring lowest in Asia, ranked 134th of 135 countries in its Gender Gap, dropping from 127th in 2008 and scoring worst on women’s economic opportunities and participation, which GoPb identify as significant barriers to achieving MDG316. In Layyah, only 34% of women are literate compared with 62% of men17, and 21.7% are in the labour force compared with 84.9% of men18. From the CA, the access/control analysis highlighted that while women contribute significantly to agricultural productivity, no women owned or had control over land. Nationally, women contribute 60-80% of food for household consumption yet their productive and economic contribution is often undervalued19. In the CA, men’s control of other resources including cash and livestock (except poultry, the lowest value productive asset, which women often do control) also demonstrated women’s systemic subordination. At community and domestic levels, women are largely excluded from decision making. Furthermore, gender underpins and often amplifies other inequalities e.g. ethnic and disability, with those suffering multiple inequalities being particularly vulnerable.

The strong feudal system in Layyah amplifies inequalities, as large landowners are the economic, social and often political power-holders, exerting considerable influence over both service providers and communities and dominating decision-making processes. The CA highlighted that extreme poor communities lack awareness of their rights (particularly affecting women and ethnic minorities/low castes) and are systematically excluded from decision making, contributing to poor governance and a lack of accountability. Within these groups, lower castes and minority ethnic groups are particularly vulnerable due to their further exclusion and marginalisation and declare themselves stigmatised, suppressed and disrespected in their communities. Weak governance, with lack of representation

13 Siddiqui (2008) Income, Public Social Services & Capability Development: A Cross-district Analysis of Pakistan; Pakistan Institute of Development

Economics.14



World Economic Forum (2012) The Global Gender Gap Report.17

Multiple Indicator Cluster Survey, Punjab 2007-8; Government of Punjab18

Human Development Report, 2011, UNDP.19

Action Aid (2012) Lay of the Land: Improving land governance to stop land grabs

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and participation by poor and marginalised communities, increases target communities’ vulnerability to unaccountable governance and poor decision making.

Deeply dependent on rain-fed subsistence agriculture and livestock based livelihood strategies; poor communities in Layyah are highly vulnerable to the impacts of climate change and environmental risks. Rainfall is becoming increasingly erratic and the incidence of severe frost in recent years has increased, severely damaging crop yields, threatening food security and incomes, hindering progress towards MDG1. Depleting grazing lands due to soil erosion and sandstorms, amplified by the lack of forests, further reduce fodder available and livestock return. In the Climate Change Risk Index 2012, Pakistan ranks 8th most affected country by extreme weather events, while GoPb identified Layyah as one of the highest calamity hit districts. Target villages’ geographic remoteness amplifies vulnerabilities as they are largely neglected by service providers and are often unfamiliar with existing services available. An analysis of the latter indicates that ActionAid are implementing a long-term poverty reduction programme, through a local NGO, Participatory Welfare Services (PWS) in 20 villages of 3 UCs of Chouabara, as well as a Girls Education Programme funded by DFID. The Benazir Income Support Programme (BISP) national level social safety net is also providing cash support on a small scale to extremely poor people, particularly women. The project will engage with these initiatives to ensure complementarity and to avoid duplication.

4.5 TARGET GROUP (DIRECT AND INDIRECT BENEFICIARIES)Who will be the direct beneficiaries of your project and how many will be expected to benefit directly from the project intervention? Please describe the direct beneficiary group(s) – differentiate sub-groups where possible - and then provide a total number.

DIRECT: a) Description Landless and smallholder farmer households (with <5 acres cultivable land) will be targeted due to lack of/ poor return on productive assets, low income, vulnerability to environmental hazards, climate change, food insecurity and exclusion from local governance. Women (with large number of dependents/sick/disabled husband/widows/women headed households) will be targeted due to their extreme poverty, marginalisation and exclusion from economic, social and political spheres, reduced labour/income earning opportunities and increased

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burden of care. Ethnic minority/low caste households will also be targeted due to their extreme poverty and particular marginalisation, stigma and exclusion.

b) Number 60,000 persons (40% women20), approximately. 18,000 landless and 42,000 small farmers in 6 Union Councils (UCs)

Who will be the indirect (wider) beneficiaries of your project intervention and how many will benefit? Please describe the type(s) of indirect beneficiaries and then provide a total number.

INDIRECT a) Description The wider population of the 6 target UCs of Choubara will indirectly benefit from the project activities through enhanced capacity of local CBOs and linkages with local government authorities, improved services and more democratic and participatory governance.

b) Number 120,000 persons (wider population of the 6 UCs)

4.6 POTENTIAL PROJECT IMPACTPlease describe the anticipated real and practical impact of the project in terms of poverty reduction. How does the proposal demonstrate a clear line of sight to poverty reduction? What changes are anticipated for the main target groups identified in 4.5 within the lifetime of the project?

20 Based on Concern’s previous experience and understanding of the context, Concern is targeting 40% female beneficiaries with the aspiration to increase this following further engagement with and mobilisation of communities.

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The project will reduce the proportion of people living below the poverty line by 20%, by increasing income, improving food security and empowering communities, particularly women and ethnic minorities, for increased economic, social and political participation. By the projects’ end, agricultural yields of small holder farmers will be increased by at least 60% by mitigating against primary risk factors causing crop failure (drought resistant seeds and high-efficient, low cost irrigation systems) and improved crop management. Contributing to MDG1, enhanced crop production will increase food availability, reducing hunger, while improved linkages with markets will enable farmers to derive a more competitive return for produce, increasing incomes. Nutritional intake will be diversified and enhanced by increased fruit and vegetable consumption through agro-forestry and kitchen gardening. Improved nutrition will reduce underweight levels, improving overall health and contributing to MDG1.

Target communities will have reduced vulnerability to the impact of natural disasters through permaculture-based agro-forestry (improving soil fertility, increasing forest cover, protecting crops against sandstorms) and DRR awareness raising and advocacy activities, contributing to MDG7. Equipped with improved livestock breeds, increased livestock management knowledge/skills, and greater linkages with line departments and access to essential livestock services, landless households will have healthier, more productive livestock, increasing food diversity, security and income through the sale of healthier offspring. Providing women with productive assets (livestock, kitchen gardens) will contribute to their empowerment and MDG3 by increasing their economic contributions, which is strongly correlated with improvements in children’s health, nutrition and education and can contribute to women’s increased participation in decision making within homes21. Increased income generation opportunities through skills and enterprise development training are expected to increase the income of male/female-headed landless and smallholder households by 70%. Linkages with micro-credit institutions and markets will enable beneficiaries to access credit. Women will particularly benefit increasing the proportion of women engaged in non-agricultural employment. Addressing potential barriers, working with key influencers (men, community leaders, and elderly women) will raise awareness therefor galvanising support and reducing any potential risk of negative repercussions.

As identified by ethnic minority groups, increased access to income generating opportunities will also gain them more respect within communities, helping to reduce marginalisation and stigmatisation. Increased income will allow greater flexibility in household spending, with a reduced proportion allocated to food (also due to increased domestic production), allowing for greater investments in health, education and enterprise. The trained COs will provide a platform for participatory development planning, empowering poor and marginalised groups to participate in and influence decision making, enhancing accountable governance. Registration of COs as CBOs under the Social Welfare Act (1961) will award them legal status, enabling them to apply for inter/national funding and become members of advocacy networks etc. strengthening civil society who will continue to play a crucial intermediary role between communities and formal institutions.

4.7 PROJECT APPROACH / METHODOLOGYPlease provide details on the project approach or methodology proposed to address the problem(s) you have defined in section 4.4. You should justify why you consider this approach to be the most effective way in which to achieve the project purpose. Please justify the timeframe and scope of your project and ensure that the narrative relates to the logframe and budget. Be realistic and not over ambitious.

21 Aurat Foundation & USAID 2011 Women’s Empowerment in Pakistan: A Scoping Study.

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Based on the CA, the project adopts a holistic approach focusing on mobilising and organising poor/vulnerable groups through participatory approaches and building their capacities to actively participate in decision making in local development planning. Advocacy and linkage development between communities and service providers will improve service delivery and contribute to more accountable, democratic governance. In addition, demonstration of innovative approaches coupled with limited service delivery and strengthening of resilience will enhance income creation, food security, women’s empowerment and good governance, contributing to MDGs 1, 3 & 7. This multi-pronged approach was selected with proven success from previous programmes22 with high impact in sustainably reducing poverty and empowering extremely poor, marginalised communities to participate in and influence development processes.

The project will be implemented over 3 years through local NGOs, Doaba Foundation (DF) and Lodhran Pilot Project (LPP), with whom Concern has been working since 2009. Based on experience, Concern understands that a long-term approach is essential to achieve transformative change; address deeply entrenched socio-cultural norms and practices, adequately organise and build capacity of communities and forge strong, sustainable linkages. Within the 6 selected UCs, 60,000 poor and vulnerable persons in the most under-serviced and remote areas (geographically covering approx. 80% of 3 UCs and 50% of 3 UCs) will be supported. Security in the project area is presently stable; however, working through local Partners and with national staff will mitigate against any potential negative security impact.

To achieve Output 1, the project will build the capacities of target communities through agriculture, livestock (including LEW) and agro-forestry management training (including environmental awareness) for increased production. Complementing the knowledge/skills gained, improvement of small agriculture infrastructure (irrigation channels),provision of improved agricultural and agro-forestry inputs (fertilisers, seeds [wheat, chickpea, vegetables], trees) and improved local breeds of poultry, goats and sheep, will strengthen resilience and further generate increased return from productive assets, while linkages developed with line departments will improve access to extension services. The demonstrative approach will be used to model innovative highly effective, low-cost agricultural technologies (e.g. drip/sprinkler irrigation, bio-pits/bio-gas) to encourage replication and increased ownership in the target area. These innovations have been shown to increase agricultural production and reduce fuel consumption/costs through generating alternative, sustainable fuel sources23.

Based on the findings of a market survey/value chain analysis, vocational/skills training in Output 2, previously found to be highly effective in increasing incomes24, will empower target communities by increasing men and women’s capacities and access to economic opportunities. Enterprise

22 Evaluation Report of Concern’s Irish Aid funded Kotli Sattian Rural Development Programme in Rawalpindi, 2005-2009 (2010)

23 In Concern’s South Punjab Livelihoods & Food Security Project, these technologies led to a three–fold reduction in fuel consumption.

24 Impact Study of Employable Skills Project, D.I. Khan, KP. November 2012.

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development training will equip men/women with business management skills to diversify and strengthen the resilience of their livelihood strategies by establishing effective micro-enterprises yielding a maximum return, while grants and linkages with micro-credit institutions will provide the necessary cash injection to commence.

For Output 3, target communities will be mobilised and organised into CO’s [men/ women], forming structures which will provide a platform for communities to meaningfully engage in decision making processes for their development. Trained in community planning /management, financial management, participatory approaches, equality and rights, the COs will, with support, develop VDP’s to effectively address issues hindering their development. Linkages developed with service providers (e.g. agriculture / health), and other village/UC level structures through workshops/exposure visits will promote cohesiveness and a stronger collective voice for greater influence at meso and macro levels. Institutional capacity building will enable COs to apply for registration as CBOs, empowering them with greater autonomy and potential influence. Awareness raising activities in communities & schools on the rights of men/women/boys/girls and behaviour change activities (facilitated community conversations on current practices and their impact, formative research on barriers/motivators) will contribute towards changing attitudes/behaviours of men/women regarding women’s mobility and participation in economic, social and political spheres.

For Output 4, DRR awareness raising and advocacy activities will strengthen target communities’ resilience against the impact of future disasters. Contributing to MDG 1 & MDG 7, COs will be trained and supported to conduct Hazard, Vulnerability and Capacity Analysis and develop village level DMPs. Through enhanced capacity and linkages with LGAs, particularly (D/PDMA) and civil society, COs will be supported to advocate for the inclusion of risk plans in LGA development plans.

4.8 SUSTAINABILITY AND SCALING-UPHow will you ensure that the benefits of the project are sustained? 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. Describe how and when this may occur and the factors that would make this more or less likely.

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Aligned with GoP poverty reduction priorities and strategies, the project will ensure sustainability by strengthening the institutional capacity of local Partners and empowering vulnerable/marginalised groups to affect long-term change. The COs, trained and supported to develop linkages with LGAs, CSOs and initiatives such as Punjab Rural Support Programme, will be active change agents which will continue beyond the project. Registration as CBOs will further empower them with legal recognition and stronger institutional status for influencing development processes and accessing funds into the future.Greater community participation in decision making will strengthen local democratic governance for more effective pro-poor policy/development. Agriculture/livestock training will equip beneficiaries with enhanced knowledge/skills for continued increased income generation. Improved market linkages will provide increased income generating opportunities and boost local economies. Promotion of drought resistant crops and improved livestock breeds will increase productivity and reduce vulnerability to weather and diseases. Agro-forestry will enhance soil quality and reduce the impact of adverse weather conditions, for enhanced productivity after the project, while DRR mainstreaming will increase DRR knowledge and skills as well as strengthening resilience.

Transformative activities targeting economic, social and political empowerment of women (through income generation, participation in COs, behaviour change activities to realise the rights of men/women) will challenge traditional discriminatory practices and promote attitude and behaviour change for greater gender parity. Key learning from the project will be disseminated internally and externally with government, civil society and donors. Concern, in cooperation with the government and other stakeholders, will leverage the experience gained in this project and continue such initiatives in other districts of Pakistan with support of interested donors/private funding. The project, will also enable the government and other CSO’s to learn and replicate the successful experiences. .

4.9 CAPACITY BUILDING, EMPOWERMENT & ADVOCACYIf your proposal includes capacity building, empowerment and/or advocacy elements, please explain how they these elements 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. Please also refer to the Additional guidance for GPAF Initiatives focused on Empowerment & Accountability - available on the GPAF web page.

Based on target communities’ prioritised needs, and identified barriers, the project will use limited service delivery as an entry point and further focus on capacity building, empowerment and advocacy for more sustainable and long-term impact on poverty reduction. With an acute knowledge of local context and needs, the mobilisation, organisation and capacity building of COs will develop and strengthen their social capital to become strategic change agents within communities. VDPs developed will identify strategies to address communities’ needs. Linkages with LGA, coupled with enhanced capacity, confidence and awareness of rights/entitlements, will enable COs, supported by Partners, to advocate with service providers for stronger pro-poor policies, more accountable governance and improved service delivery to meet their needs and greater budget allocations to these sectors.Women and ethnic minorities will be supported in positions of responsibility within COs through training and capacity building (leadership, financial management, development planning). While acknowledging changing deeply entrenched power structures is a long-term and challenging process, a key entry point is obtaining a critical mass of marginalised women and men who, with capacity building support, have the capacity to challenge existing structures. Working through local partners, with a thorough understanding of the context, will also mitigate against any potential conflict of interest.Capacity building is at the core of livestock and agricultural activities to increase productivity, contributing to the fulfilment of MDG 1. Training of community members as LEWs will ensure availability of these essential services within communities, while agriculture/livestock/agro-forestry management training will strengthen the knowledge/skills of communities, introducing innovative, effective and environmentally friendly approaches/techniques for greater returns from assets. Targeting the strategic needs of women and marginalised groups, skills and enterprise development training, coupled with linkages to micro-finance institutions and markets, will address barriers to

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inclusion and contribute towards their economic empowerment through enhanced knowledge and skills for income generation.4.10 GENDER AND SOCIAL INCLUSION

How was the specific target group selected and how are you defining social differentiation and addressing any barriers to inclusion 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?

Target group selection and social differentiationThe CA included an analysis of assets/return from assets, inequalities and risk and vulnerability which was used to identify the poorest and most vulnerable groups within Choubara. These include landless labourers and small farmers. Within these categories, poorer women (widows/ women headed households/ women with large number of dependents/ women with sick/disabled breadwinner) and marginalised groups (ethnic minorities/ low castes), were identified as facing multiple vulnerabilities. This project will be aligned with Concern’s accountability commitments25, and will ensure transparency and optimal inclusion by sharing information on beneficiary selection criteria, project activities, funding and CRM with all stakeholders.Addressing barriers to inclusionThe CA included a gender and power analysis which highlighted specific needs, vulnerabilities and capacities of each group as well as potential barriers to inclusion. Women identified their husbands, culture and lack of education/ information as their main barriers to inclusion. Ethnic minorities identified increased access to economic opportunities to address their exclusion.These barriers will be addressed through: Working with key influencers at domestic, community and district levels (husbands/ men, elderly

women, community leaders, LGAs) through targeted behaviour change activities. Supporting women and ethnic minorities to participate in COs and positions of responsibility Facilitating increased access and control over productive resources through activities such as

kitchen gardening, agriculture/livestock/skills/enterprise training. Provisions will be made for disabled people to ensure their optimal participation e.g. ensuring accessibility of CO meetings.

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 efficient way of addressing the identified problem(s). Please ensure that your completed proposal and logframe demonstrate the link between activities, outputs and outcome, and that the budget notes provide clear justifications for the inputs and budget estimates.

Partnering with national NGOs and working in collaboration with relevant government departments (wherein they provide free technical assistance) results in cost-effective and sustainable solutions that benefit the wider communities we work in, extending project impact.Economy: The total cost per beneficiary of this project is £34, of which 30% is match funding. Wherever possible, goods and services will be procured within Pakistan in order to support the national economy and in order to reduce the costs of procuring from the wider region or beyond. Procurement will be managed by a multi-disciplinary committee (logistics, finance, technical expertise) at district/provincial level as appropriate to minimize costs and enhance transparency.Efficiency: The external evaluation of our Pakistan Emergency Flood Response programmes stated: “Concern’s administrative expenses ratio was among the lowest seen in the response and best value for money among INGOs responding…due to Concern having low overheads, already present in the area, less expatriate staff, and working through partners26”. ECHO identified Concern as the most cost-effective of the Alliance 2015 consortium agencies27. Concern has existing, highly

25 Concern is an accredited member of the Humanitarian Accountability Partnership (HAP) International

26 Murtaza and Batti: Evaluation of Concern Pakistan’s Emergency Response to 2010 Floods

27 External Evaluation of the Alliance 2015 Humanitarian Assistance to Flood and Conflict Affected Populations in Pakistan, October 2012.

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competent national staff in place and the Senior Management Team comprises mainly Pakistani nationals with only a small number of international staff. In addition Concern requests a community contribution e.g. labour, cash (when they can afford it) for certain activities such as irrigation systems, which as well as increasing community ownership also increases efficiency.Effectiveness: Concern’s strong accountability mechanisms, including a well-established CRM and solid financial controls, will ensure stringent oversight of funds, transparency and accountability to all stakeholders. Concern has robust quantitative and qualitative mechanisms for results based monitoring and systematic evaluation of outcomes and impact.Cost-Effectiveness: Specific cost effective strategies were chosen, e.g. highly efficient, low-cost sprinkler/drip irrigation systems instead of flood irrigation, which is significantly more costly. Demonstrative approaches to activities, where modelled activities are replicated during the project, have also been found to be a highly cost effective approach28.

4.12 COUNTRY STRATEGY(IES) AND POLICIESHow does this project support the achievement of DFID’s country or regional strategy objectives and specific DFID sector priorities? How would this project support specific national government policies and plans related to poverty reduction?

The project is aligned with GoP’s Poverty Reduction Strategy Paper and DFID’s vision of Pakistan and their commitment to reducing inequalities by achieving wealth creation, reducing poverty, hunger and vulnerability, empowering women and strengthening democratic governance. Focusing on skills development and strengthening resilient, sustainable on/off-farm livelihoods, the project will contribute to wealth creation, which has a strong evidence base of impact and value for money, and reduced vulnerability in the target areas. The project will increase agricultural productivity and value addition through more productive use of natural resources. Enhancing social inclusion, the organisation and capacity building of COs will empower poor and marginalised communities to be active and sustainable change agents and linkages established with LGAs will enable them to better hold duty bearers to account. The participation of women in COs and their training and skills development will contribute towards their empowerment by providing economic opportunities and participation in decision making, supplementing GoP’s efforts towards achieving gender equality.4.13 LESSONS LEARNED

What lessons have you drawn on (from your own and others’ past experience) in designing this project? If this project is based on similar project experience, please describe the outcomes achieved and the specific lessons learned that have informed this proposal.

The CA process was informed by lessons learned from previous EC29 and DFID30 funded programmes which highlighted the importance of an acute understanding of the context and specific needs of target groups to ensure maximum impact, while evaluations of Concern’s WHH and DEC funded projects highlighted Concern’s thorough and transparent process-oriented beneficiary selection approach as being highly effective in targeting the extreme poor and vulnerable. The CO model, commended by Irish Aid for its effectiveness in increasing citizen engagement and advocacy with duty bearers for improved service delivery, will be replicated in Layyah, strengthening community ownership and empowering them to take charge of their own development processes31. In a previous DFID-CSCF funded project, linkages with public agencies were further found to be highly effective in building trust between communities and service providers and significant improvements in livelihoods and service delivery were noted32. However, from this project, we also understand the challenges in achieving transformative change in a society with deeply entrenched socio-cultural practices regarding class, power and gender, and intend to use service delivery as an entry point, which has been successful in strengthening communities’ trust and engagement,

28 Evaluation Report of Rawalpindi Urban Development Programme 2005-2010.

29 External Evaluation Report of Mansehra Food Security Project 2010-2011 (2012)

30 Final Evaluation Report of Livelihoods Recovery for Flood Affected Population of Sindh and Punjab (2012) - DFID.

31 Evaluation Report of Kotli Sattian Rural Development Programme, 2005-2009 (2010)

32 Evaluation Report of Rawalpindi Urban Development Programme 2005-2010.

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building foundations for strategic change. Evaluation learning’s have also informed DRR mainstreaming to further strengthen communities’ resilience to the impact of natural disasters33.

4.14 ENVIRONMENTPlease specify what overall impact (positive, neutral or negative) the project is likely to have on the environment. What steps have you taken to assess any potential environmental impact? Please note the severity of the impacts and how the project will mitigate any potentially negative effects.

The project will have a positive environmental impact and contribute towards achieving MDG 7 directly and by ensuring environmental sustainability of all activities. Designed under the guidance of our Permaculture specialist and aligned with permaculture principles, agro-forestry will increase forest cover, reduce soil erosion, improve soil fertility and reduce the impact of adverse weather conditions on crops and soil quality. Mainstreaming DRR will reduce communities’ vulnerability to environmental hazards and enhance resilience to the impact of future disasters. Strategies to recycle and re-use waste will also be used, e.g. used water bottles for drip irrigation, while compost will reduce household waste and enhance soil quality for greater crop and vegetable production.

SECTION 5: PROJECT MANAGEMENT AND IMPLEMENTATION5.1 PROJECT MANAGEMENT

Please outline the project implementation and management arrangements for this fund. 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, background, and gender).

Concern Worldwide will be responsible for overall project management; financial management, monitoring, reporting, evaluation and capacity building, procurement, security management, adherence to donor guidelines and coordination with stakeholders. Qualified and trained in agriculture/rural development, equality, RBA, Accountability, Protection and DRR, Concern’s provincial manager and programme team (1.05 FTE; male) will support local Partners (DF/LPP) to implement the project. DF/LPP staff (8FTE {3male/5female} including Social Mobilisers, Project Manager, Livelihoods Officer, Engineer) will mobilise/organise communities into COs, build their capacity and develop linkages with, and strengthen capacities of, local authorities. Partners will collaborate with LGA and participate in coordination forums at local/district levels. Concern has established sub-grant management mechanisms to ensure sub-grant compliance. DF and LPP have implemented successful livelihoods and DRR interventions in Layyah since 2005 and 2010, respectively, and have established strong, effective relationships with communities and LGAs. Concern’s country office programme, logistics, finance and technical support specialists will support Concern’s provincial team, with guidance and support from Concern Worldwide’s Head Office Dublin-based technical advisors. Concern Worldwide (UK) will be ultimately accountable to DFID for this proposed grant, assuring compliance with all contract terms and conditions, and provision of timely and effective reporting. In addition, the UK office will be responsible for providing appropriate technical support to Concern Pakistan, and for taking the learning from this programme to the UK development community.

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

33 External Evaluation Report of Mansehra Food Security Project 2010-2011 (2012) and Final Evaluation Report of Livelihoods Recovery for Flood

Affected Population of Sindh and Punjab (2012) - DFID.

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and project timeframes.

Concern has an existing provincial office and staff team based in Multan, Punjab. Concern will support Partners to recruit staff (1 Project Manager, 1 Livelihood officer, 1 M&E officer, 1 engineer and 4 social mobilisers each) to implement this project, striving to achieve a gender balanced team.

5.3 IMPLEMENTING PARTNERSInclude a list of all organisations to be involved in project implementation including offices of the applicant and any partners starting with the main partner organisation(s). Implementation partners are defined as those that manage project funds and play a prominent role in project management and delivery.

Concern Worldwide (UK): Office in Battersea, London, UK. Concern Worldwide Pakistan: Country Office in Islamabad, Pakistan, and Field Office in Multan, Punjab. Local NGO Partner 1: Doaba Foundation (DF) Main Office: Multan, Punjab. Field Office: Layyah district, Punjab. Local NGO Partner 2: Lodhran Pilot Project (LPP) Main Office: Lodhran, Punjab34.

5.4 OTHER ACTORS / COLLABORATIVE PARTNERSInclude all other key stakeholders who will have a role in the project. Consider issues of integration with other programmes – especially those of the relevant government agencies – and how activities will be coordinated with others. How will you ensure that there will be no duplication of effort? Collaborative partners are defined as those that play a key role in supporting the delivery of the project and in coordination, but do not directly manage project funds.

Other key stakeholders include community leaders, LGAs including District & Tehsil Administration, Department District Officers (livestock, agriculture, health, education, irrigation), D/PDMA, CSOs/networks (local NGOs and CBOs), micro-finance institutions, DFID and suppliers/contractors. All stakeholders, including LGAs, were involved in the CA, are very supportive of and will play an active role in the project. Continued engagement with stakeholders (especially PWS, BISP) will ensure complementarity of activities for greater effectiveness and impact and avoid any duplication.

SECTION 6: MONITORING, EVALUATION, LESSON LEARNING6.1 How will the performance of the project be monitored? Who will be involved? What tools and

approaches are you intending to use? How will your logframe be used in M&E? What training is required for M&E?

A participatory and comprehensive M&E plan will be developed to monitor performance based on logframe indicators assessing impact, outcomes, outputs and detailing M&E methodologies, collection of sex and age disaggregated data and roles/responsibilities. Concern’s M&E unit will guide and assist Concern/Partner staff in executing the plan. A comprehensive baseline study will be conducted, against which outcomes will be measured at mid-/end-term. Concern’s One M&E software system will be used to report and monitor progress, addressing any deviation/delays in a timely manner. A MTR will assess the project’s progress and recommendations made for any amendments to strengthen performance. Upon the project’s completion, an internal comprehensive end line study and independent (external) evaluation will be conducted to determine the project impact, outputs and outcomes. The M&E unit will employ participatory qualitative and quantitative techniques, to ascertain stakeholders’ perceptions about the project progress and impact.Concern Worldwide (UK) will liaise with DFID and its managing agents to ensure that their needs are understood and fully inform the design of M&E methodologies and specific evaluations.

6.2 Please use this section explain the budget allocated to M&E. Please ensure there is provision for baseline and on-going data collection and a final independent evaluation.

£50,956 is allocated to M&E activities (baseline, annual reviews, midterm, end line, final evaluation).

34 Specific address details of each office are in Section 8

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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.

Review meetings (quarterly and annual) and midterm evaluations will document key learning, which will be shared internally and externally with all stakeholders and other Concern country programmes and I/NGOs for collective learning for replication in other similar situations by other institutions and organisations. These lessons will highlight the successes and challenges of bringing together the community, local NGOs and Government Departments to reduce poverty, focusing on issues of livelihoods, food security, environment and equality. Case studies will be used in publications for external communications e.g. newsletters/brochures and will be made available on the website.

SECTION 7: PROJECT RISKS AND MITIGATION7.1 Please outline the main risks to the success of the project indicating if the potential impact and

probability of the risks are high, medium or low. How will these risks be monitored and mitigated? If the risks are outside your direct control, is there anything you can do to manage their effects? If relevant, this may include an assessment of the risk of engagement to local partners; or risks related to natural or man-made shocks (e.g. drought, conflict) and longer term stresses (e.g. land degradation). The risk assessment for your programme needs to clearly differentiate the internal risks and those that are part of the external environment and over which you may have less (or little) control. You may add more rows to the table as required.

Explanation of Risk Potential impact High/Medium/Low

ProbabilityHigh/Medium/Low Mitigation measures

Unfavourable security situation in the target areas(External)

High Low Enhanced security awareness (staff/ Partners); working through local Partners/local staff; Security management plans in place.

Major/catastrophic natural disasters occur during the implementation of the Action. (External)

High Medium DRR principles mainstreamed in all activities; Concern maintains emergency response capacity outside of project’s structure to respond to major emergencies in timely manner.

Weather variability negatively affects crops/livestock (External)

Medium Medium DRR principles mainstreamed; activities mitigate against impacts of adverse weather e.g. Sprinkler irrigation protects crops from frost.

Non-cooperation from local government and CSO’s (External)

High Low All stakeholders engaged at the CA stage and will also be engaged in the implementation.

Marginalised groups are not provided meaningful space for participation(Internal)

High Medium Engagement with proactive and supportive local leaders (religious leaders, landlords, men) to negotiate space at community level.

SECTION 8: CAPACITY OF LEAD PARTNER ORGANISATION AND ALL PARTNER ORGANISATIONS AND/OR CONSORTIUM MEMBERS (Max 3 pages each)Please copy and fill in this section for yourselves and each partner /consortium member8.1 Name of Organisation Concern Worldwide (UK)

8.2 Address 13/14 Calico House, Clove Hitch Quay, London, SW11

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3TN

8.3 Web Site www.concern.net

8.4 Registration or charity number (if applicable)

Company number is 4323646, charity number 1092236

8.5 Annual Income Income (original currency): £25,065,197

Start/ end date of accounts (dd/mm/yyyy)From: 01/01/2011To: 31/12/2011

8.6 Number of existing staff 47 (including Belfast, Scotland, and London offices)

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

Existing staff 0

New staff 0

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) 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) B) Concern Worldwide (UK) will bear overall responsibility, and its Board of Trustees be accountable to DFID for, the contract management and donor compliance of this proposed grant in terms of ensuring timely and effective reporting and full compliance with GPAF terms, conditions, and regulations

C) None8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and

responsibilities on this project (including technical issues and relevant geographical coverage)

Concern Worldwide (UK) is an integral part of Concern Worldwide, an international non-governmental organisation dedicated to tackling poverty and suffering in the world’s poorest countries. Since Concern Worldwide (UK) was established in 2005, the organisation has grown its reach and profile amongst its peers and with key funders. A member of the Disasters Emergency Committee and the Consortium of British Humanitarian Agencies, Concern Worldwide (UK) is recognised for its expertise in the humanitarian sector, as well as increasingly carving a niche in the hunger reduction and agricultural arena of development through its well thought out engagement with DFID on the Unheard Voices campaign, which resulted in firmly placing the issue of marginal farmers on the DFID agenda.

Within Concern Worldwide (UK), the International Support department consists of the Head of International Support, International Support Officer, and a growing technical team (including Social Protection & Safety Nets, Environmental Health, Maternal & Neonatal Health advisors) in London. The department enhances the impact of Concern’s work with poor people through: Connecting Concern Worldwide into the UK development and humanitarian community, bringing

emerging thinking on best practice back into Concern’s programming, and contributing Concern’s 19

own learning to shaping that thinking Providing technical and programmatic support to country teams In all partnerships with UK donors, providing for the smooth communication which maximises the

value of the partnership; and ensuring that Concern country teams are fully set up to meet the obligations agreed with those donors.

Through the International Support department, Concern Worldwide (UK) will liaise with the country team and the wider organisation to meet the highest standards of donor compliance on this proposed GPAF contract, providing effective and timely reporting, as well as guaranteeing that all terms and conditions are met. Beyond the UK-based technical advisers already mentioned, Concern Worldwide (UK) will support this programme to achieve its stated impact by drawing in as appropriate the wide range of technical advice Concern has in place around the world, including in gender equity, equality, Disaster Risk Reduction, Monitoring and Evaluation, Food Income & Markets, Nutrition, Health & HIV, Agriculture, Microfinance, and Education.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.

- - Through DfiD, the Civil Society Challenge Fund (CSCF) is funding a four year grant (2011-2015) of £473,400 in Dessie Zuriya, Ethiopia, the enable local institutions to reduce the incidence of Sexual and Gender Based Violence

- Through the International Development Management Agency GRM, DfiD funded a Protracted Relief Programme for Concern Worldwide in Zimbabwe, which began in 2004 and the final stage will complete in 2012. From 2008 Concern Worldwide has received a total of £3,671,760 for food security and livelihoods, income generating activities (cotton), and seeds and fertiliser vouchers. The final grant for July 2011- June 2012 was secured and is for a total of £794,671.

- DfiD, through the Consortium of British Humanitarian Agencies (CBHA), has funded Concern with a £4million in an Early Recovery Grant for Pakistan (2010-2011)

- DfiD are currently funding Concern Worldwide UK in Somalia on an £2million grant for emergency food and nutrition support for drought affected populations in Southern Somalia (2011-2012).

- Comic Relief is currently funding (2010-2015) a £1million grant for Sustainable and Equitable Wealth Creation in Uganda.

- Comic Relief are also funding Concern Worldwide UK on a Partnership for HIV prevention and impact reduction in Ethiopia (2010-2013)

- Over 2008-2011 the Big Lottery Fund funded Concern’s Amader Schools Project, Building the Capacity of School Management committees and parent-teacher association in Bangladesh.

- The Children’s Emergency Investment Fund (CIFF) is currently funding an emergency nutrition response to drought affected communities in Challoi District, Northern Kenya- US$740,000

- The Jersey Overseas Aid Commission is funding the following Concern Worldwide UK grants: Improving Livelihoods and Health in Somalia, £150,000 from 2012-2014, Water and Environmental Health in DRC, £65,000 (2012), Kenya Schools Infrastructure (2012) £65,000, and Livelihood Support and Environmental Protection in Chad (2012) £65,000.

- Over 2012 the Disasters Emergency Committee has funded the work of Concern in Haiti, Pakistan, Ethiopia, and Somalia, with the Ethiopia and Somalia funding continuing into 2013.

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.

All Concern Worldwide (UK) staff sign up to a code of conduct as part of employment conditions. The code of conduct was updated in December 2009 to include specific provisions relating to child protection as follows: “As we work in situations that present serious risks to children, Concern will

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consider how it can contribute to their safety and protection in line with our commitment to the protection of children in our programmes. We will ensure that programmes always take into account the situation of children, the specific protection risks and issues they face (which may be different for boys and girls) and address these as far as possible. We will not tolerate anybody employed by or associated with Concern harming children.”8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the

last 5 years? How will you minimise the risk of fraudulent activity occurring?

None. Concern Worldwide’s anti-fraud strategy informed the 2011 revision and roll out of the updated Concern Worldwide Anti-Fraud Policy, to which Concern Worldwide (UK) adheres to. Internal audits are also carried out and our work encourages an environment of openness, transparency and whistle-blowing.

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

8.2 Address House 8, Street 30, F 7/1, Islamabad, Pakistan

8.3 Web Site www.concern.net

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81346 – Securities & Exchange Commission of Pakistan

8.5 Annual Income Income (original currency):€ 26,297,807Income (£ equivalent): £ 21,461,381Exchange rate: £1 = €1.2254

Start/end date of accounts (dd/mm/yyyy)From: 01/01/2011To: 31/12/2011

8.6 Number of existing staff 105


Existing staff Country Office:Country Director ( 0.1 FTE)Director of Programmes ( 0.1FTE)Country Financial Controller (0.1 FTE)Livelihood Specialist (0.2 FTE)Agriculture Coordinator (0.2 FTE)Infrastructure Specialist (0.2 FTE)M&E Team (0.2 FTE)HR Staff ( 0.1 FTE)Logistics Staff (0.1 FTE)IT Staff ( 0.1 FTE)Grants Staff (0.1 FTE) TOTAL FTE: 1.5Field Office:1Field Office Programme Manager (0.3FTE)1Field Office Programme Officer (0.3 FTE)1Field Office Engineer (0.25 FTE)1Livelihood Officer (0.2 FTE)1 Field Office Finance Officer (0.5 FTE)1 Logistics Officer (0.5 FTE)1 Filed Office Driver (0.5 FTE)2 Field Office Support Staff (0.5 FTE)2 Field Office Security (0.5 FTE) TOTAL FTE: 3.55

New staff 0









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A): Concern will bear responsibility for the overall project management; financial management, monitoring, reporting and evaluation as well as capacity building, security management, adherence to donor guidelines, coordination with stakeholders and dissemination of learning. Concern’s Punjab Programme Manager, with support from Concern’s Senior Management and technical specialists in the country office, will be responsible for the day-to-day implementation of the programme, and, assisted by the Programme Officer, Engineer and systems staff, working closely with the Partners and communities to ensure the quality and smooth implementation of the project activities.

B): £199,963 (10%)8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and


Working in the Food, Income and Markets sector in Pakistan since 2001, Concern has demonstrable technical expertise in livelihoods, DRR, permaculture, community mobilisation and gender equality, both in-country and in Concern’s head office. The team have a high level of competency in programme and partnership management and a highly experience and motivated staff with a track record of delivering timely results.

The community mobilisation and organisation model has previously been implemented in the Rawalpindi Urban and Rural Development projects, from which best practices and lessons learned have been applied to this programme design. Concern has worked in the livelihoods sector in Punjab since 2005, during which time we have forged strong and effective relationships with LGAs, our Partners, LPP and DF, civil society (local NGOs, CBOs) and research institutes such as the National Agricultural Research Council. In 2010, Concern implemented emergency and early recovery projects in response to the floods in Layyah district and is presently implementing an emergency response to the 2012 floods in South Punjab and hence is familiar with the context.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund


In 2012, Concern’s income of £13,445,855 was financed by the European Union (£628,822), ECHO (£4,584,410), USAID OFDA (£6,534,565), Disasters Emergency Committee (DEC) (£544,089) with the balance (£1,153,969) sourced from Concern’s own fundraising and marketing efforts in Ireland and UK. The funds are utilised to fund our Emergency programme (£10,154,267), Community Based Disaster Risk Management (CBDRM) programme (£1,351,191), Health Programme (Nutrition and Water, Sanitation and Hygiene) (£1,305,126), Livelihoods programme (£501,128) and Technical and Vocational Education programme (£134,143). Our fund management has been in compliance with donor agreements and in the last five years all statutory audits have resulted in unqualified audit reports.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.

All Concern staff, Partners, suppliers/contractors sign up to Concern’s Programme Participant Protection Policy (P4), which was updated in December 2009 to include specific provisions relating to child protection. Specifically, the policy stipulates that we will always take into account the specific risks children face and address these as far as possible, and that Concern will not tolerate anybody employed by or associated with Concern harming children. In 2012, Concern’s Humanitarian Protection Advisor delivered Protection training to Concern and Partner staff, further strengthening the understanding and capacity of staff to ensure protection is embedded in all aspects of our work. Concern also has a well-established Complaints Response Mechanism, and target communities and other stakeholders (LGAs, civil society, suppliers/contractors) are systematically informed of how to express grievance or lodge a complaint about any aspect of Concern’s work.

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8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the last 5 years? How will you minimise the risk of fraudulent activity occurring?

Concern Pakistan has had no incidents of fraud in the last 5 years.

Concern has developed robust systems to minimise the risk of fraud including stringent internal controls, periodic financial and programme reviews and regular internal and external audits. In addition, Concern Pakistan has recruited an internal auditor to identify and classify the organisation’s risks and to develop effective strategies and systems to mitigate against these risks.

A full time internal auditor has been employed reporting directly to the Country Director whose primary role is to identify and classify the organisation’s risks, and assess the appropriateness and effectiveness of actions taken by management to manage the risks identified. Concern also has an Anti-Fraud policy, which is signed by all staff and Partners upon commencement of employment and partnership, respectively, with Concern.

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

8.2 Address Main Office address: House No.1, Street No.2, Near Toyota Showroom, Bosan Road, Shalimar Colony, Multan,

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Punjab.Field Office address: House No 33, X-Block Housing Colony, Layyah district, Punjab

8.3 Web Site www.doaba.org.pk


Registration No: 1053Registered as Public Welfare Trust under Trust Act 1882, Dated: April 26, 2000

8.5 Annual Income Income (original currency): PKR 284,698,150Income (£ equivalent): £ 1,897,988

Exchange rate: 150

Start/end date of accounts (dd/mm/yyyy)From: 01/07/2011To: 30/06/2012



Existing staff Executive Director (0.1 FTE)Finance Manager (0.1 FTE)Administration & Finance Officer (1.0 FTE)Security & Office Support Staff (2.0 FTE)Driver (1.0 FTE)Total: 4.2 FTE

New staff Project Manager (1.0 FTE)Livelihood Officer (1.0 FTE)M&E Officer (1.0 FTE)Civil Engineer (1.0 FTE)Project Officer/Social Mobiliser (4.0 FTE)Total: 8.0 FTE









A): DF will be responsible for the day-to-day implementation of the project including the mobilisation and organisation of communities into COs, awareness raising and capacity building of these bodies and developing linkages with, and strengthening the capacity of, local authorities. DF will also implement the activities with communities to strengthen sustainable livelihoods, reduce hunger and empower the target communities for greater participation in decision-making processes for their development. DF will collaborate with the government and participate in coordination forums at local and district levels.

B): £ 927,518 (45%)8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and

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http://www.doaba.org.pk/


DF has successfully implemented emergency response and early recovery projects in partnership with Concern in South Punjab since 2010, including Layyah district, funded by donors such as the UK Department for International Development (DFID), ECHO and Disasters Emergency Committee (DEC). DF, operational in South Punjab since 1987, is presently working in 600 disaster prone villages of 6 districts of South Punjab, including Layyah. Consequently, DF has an acute understanding of the local context and has established strong relationships with the local government line departments as well as other NGOs and civil society actors. DF works in the livelihoods and food security, DRR, education and health sectors and also has a strong focus on rights awareness, with rights based advocacy and gender being key cross-cutting themes in all of their work.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund


Since 2004, DF has implemented and managed multiple projects in the livelihoods, food security, education, health, DRR and climate change sectors as well as 4 emergency responses, worth a total of PKR 1,103,211,930 (£7,880,085) in partnership with INGOs including Concern, Oxfam GB and Novib, Plan International, Welthungerhilfe and Church World Services, funded by donors including DFID, EC, OFDA, ECHO and the Scottish Government.8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)


DF is a signatory to Concern’s P4 policy, stipulating its commitment to the protection of vulnerable groups including children. In addition, DF has its own Code of Conduct, which staff sign and commit to adhere to. DF has expressed their interest in developing a specific child protection policy to further strengthen their systems to ensure the protection of children.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the


DF has had no incident of fraud during the last 5 years. Through the development of strong internal control systems, including a robust financial information system, DF have minimised the risk of fraud. In addition, audits are conducted on an annual basis and Concern conduct monthly financial reviews with Partners to monitor financial activities and to minimise any risk of fraud.

SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)

Please copy and fill in this section for yourselves and each implementation partner8.1 Name of Organisation Lodhran Pilot Project (LPP)

8.2 Address Kehror Pacca Road Lodhran

8.3 Web Site www.lpp.org.pk


No. R/JSC/LD/450

8.5 Annual Income Income (original currency): PKR 125,000,00026

http://www.lpp.org.pk/

Income (£ equivalent): £ 833,333Exchange rate:150

Start/end date of accounts (dd/mm/yyyy)From: 1st July, 2011To: 30th June, 2012



Existing staff Executive Director (0.1 FTE)Finance Manager (0.1 FTE)Administration & Finance Officer (1.0 FTE)Security & Office Support Staff (2.0 FTE)Driver (1.0 FTE)Total: 4.2 FTE

New staff Project Manager (1.0 FTE)Livelihood Officer (1.0 FTE)M&E Officer (1.0 FTE)Civil Engineer (1.0 FTE)Project Officer/Social Mobiliser (4.0 FTE)Total: 8.0 FTE









A): Responsibility for the day-to-day implementation of the project including the mobilisation and organisation of communities into COs, awareness raising and capacity building of these bodies and developing linkages with, and strengthening the capacity of, local authorities, will lie with LPP. In addition, LPP will implement the activities with communities to strengthen sustainable livelihoods, reduce hunger and empower the target communities for greater participation in decision-making processes. LPP will collaborate with the government and participate in coordination forums at local and district levels.

B): £ 927,519 (45%)8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and


Established in 1999, LPP has been implementing emergency, early recovery and development programmes in the livelihoods (farm- and non-farm), WASH, DRR, Shelter and Child Protection sectors in South Punjab in partnership with INGOs including Concern, Welthungerhilfe and Plan International as well as UN agencies including UNDP, UNICEF and the World Bank. Equipped with an acute knowledge of the local context and needs, LPP has extensive technical and programme experience in the livelihoods and food security sectors and has well-established relationships with local government authorities.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

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covered.

Since 2005, LPP have implemented multiple projects focusing on the Livelihoods, DRR, WASH, Shelter, and Child Protection sectors worth a total of PKR 656,909,949 (£4,379,400) funded by UNICEF, OFDA, UNDP, AKIA, Embassy of Japan (GGP), ECHO and the World Bank.8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)


LPP has its own code of conduct policy and is a signatory to Concern’s P4 policy. Furthermore, LPP plans to develop its own children protection policy with the support of Plan International. LPP have further implemented multiple child protection programmes in partnership with UNICEF, working closely with local government authorities to establish child friendly spaces and child protection centres, raising awareness of children’s rights and training child protection committees.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the


LPP has robust internal control systems which ensure stringent fund management, minimising the risk of fraud. LPP also have an anti-fraud policy statement, which all staff commit to upon commencement of employment. LPP conduct annual audits and Concern will conduct monthly financial reviews, monitoring financial activities and minimising any risk of fraud.

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: [email protected] Items Check

Y/NProposal form (sections 1-7) Y

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

Y

Project Logframe 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

9.2 Please provide comments on the documentation provided (if relevant)N/A

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Documents

CSCF PROPOSAL FORM - Aidstream Web viewGPAF IMPACT PROPOSAL FORM ... You must submit a Microsoft Word version of your Proposal and associated documents by email to . ... 81346 –