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Fifth Operational Phase

GEF – UNDP - Small Grants Program

PROPOSAL WRITING MANUAL

DENR – Biodiversity Management Bureau1 Version 2.26.2015

1 Prepared by Enrica G. Aquino, Consultant, SGP-5

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TABLE OF CONTENTS

SECTION 1 INTRODUCTION - 3 SECTION 2 SGP-5 FUNDING GRANTS DESCRIPTION - 3 SECTION 3 PROJECT DEVELOPMENT - 5 SECTION 4 WRITING THE PROPOSAL - 7 SECTION 5 SMALL GRANTS AND STRATEGIC PROJECTS - 9 SECTION 6 PLANNING GRANTS - 36 SECTION 7 PROPOSAL TEMPLATE SMALL GRANTS AND

STRATEGIC PROJECTS - 41 SECTION 8 PROPOSAL TEMPLATE PLANNING GRANTS - 53 SECTION 9 PROPOSAL ATTACHMENT REQUIREMENTS - 60 SECTION 10 BEFORE SUBMITTING YOUR PROPOSAL - 63 GLOSSARY OF TERMS - 64 REFERENCES - 65 LIST OF ATTACHMENTS ATTACHMENT 1 SAMPLE PROPOSAL 1 – SMALL GRANT - 67 ATTACHMENT 2 SAMPLE PROPOSAL 2 – SMALL GRANT - 68 ATTACHMENT 3 SAMPLE PROPOSAL 3 – PLANNING GRANT - 69

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SECTION 1 INTRODUCTION

This SGP-5 Proposal Writing Manual is written to provide guideposts, notes and tips for filling in the proposal packages particularly templates contained in the Grant Making Guidelines of GEF-SGP-5. It also includes notes to guide on how SGP-5 projects can be developed particularly in the project formulation stage. Particularly, the manual highlights defining results in the context of change. The Country Program Management Unit (CPMU) of the Small Grants Program (SGP) often provides informal guidance to proponents. Staff members give workshops on proposal writing (with the help of consultants), answer questions by phone and e-mail, and talk to potential awardees at professional meetings and at DENR-Biodiversity Management Bureau (DENR-BMB). These suggestions for improving proposals were collected and compiled from a variety of sources – staff advice often given to inquirers, consultants coaching and mentoring during workshops, past panel reviewers, proposal writing experts’ documents and successful grantees. Ultimately, most proposals are reviewed in panels – Project Technical Review Committee (PTRC) and National Steering Committee (NSC) - consisting of colleagues in the environment disciplines or related fields, and the success in obtaining funding depends in great measure on reviewers’ judgments and consensual reviews. This Manual was specifically prepared for the GEF-SGP 5 program at DENR-BMB. Following the advice given here certainly does not guarantee funding although it is hoped it will help applicants write better and more competitive proposals. Another factor that must be considered is that SGP5 receives many more proposals that are worthy of funding than there are funds to support. National priorities and the desire for a balanced portfolio of projects influence what is ultimately funded. “What makes a good proposal?” A good proposal stems from a good concept. The most important thing is a project that will benefit the global environment and directly improve biodiversity conservation in selected priority sites in the Philippines. That said, however, the proposal must be written in sufficient detail to allow reviewers to understand: • what the project hopes to accomplish; • if the project personnel have the necessary expertise to accomplish the goals and objectives; • the potential of the project to conserve biodiversity; • the national impact and cost effectiveness of the project; and • evaluation and dissemination plans. Carefully read the Call for Project Proposals. It provides the most current information available. It currently provides, (a) coverage of SGP-5, (b) eligibility of projects and proponents, (c) requirements and procedures for accessing funds including instructions for preparing and submitting proposals, and (d) suggested format for applications. This Manual is the best possible guide for preparing a proposal for the SGP-5 program and should be read carefully and followed precisely as much as possible. There are no hidden agendas. Proposals are funded in a competitive system based on merit.

SECTION 2 SGP-5 FUNDING GRANTS DESCRIPTION

SGP-5 supports three (3) types of funding grants:

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1. Small Grants. These are the regular project grants given by SGP-5 to individual NGOs, POs and CBOs. The maximum amount for a regular Small Grant is the local currency equivalent of USD50,000. Contents of the proposal format are:

x Cover Letter x Checklist of Submissions x Project Summary Sheet x Project Proposal with the following information:

I. Proponent Profile II. Project Background and Rationale III. Project Goals and Objectives IV. Stakeholder Analysis V. Project Approach VI. Implementation Plan and Timeframe VII. Monitoring and Evaluation Plan VIII. Sustainability Plan IX. Partnership Commitments X. Proposed Budget XI. Annexes

a. Proof of Registration with a government agency b. List of fund sources in the past five years c. Audited Financial Statements for the (last 3) years d. Letters of commitment of partners, if any e. Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites. 2. Planning Grants. A planning grant can be used by an eligible CSO to organize stakeholder workshops or meetings to design the project in a participatory manner. The planning grant can be used to contract an experienced NGO or local consultant to work with the project proponents to elaborate the project, to undertake baseline assessments, develop a business plan (for projects with strong sustainable livelihood elements), and through learning-by-doing, build capacity in proposal design including the development of indicators and a monitoring and evaluation plan. Planning grants have a funding limit of the local currency equivalent of USD5,000. Should a planning grant lead to a full-blown project, the aggregate amount of the planning grant and the subsequent full-blown project shall not exceed the local currency equivalent of USD50,000. Applications for Project Grants require the following:

x Cover Letter x Checklist of Submissions x Project Summary Sheet x Proposal for Planning Grant, which contains the following information:

a. Profile of the Proponent b. Project Background and Rationale c. Project Objective and Target Output/s d. Methodology e. Implementation Plan

x Budget Proposal x Annexes

a. Proof of Registration with a government agency

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b. Audited Financial Statements c. Letters of commitment of partners, if any d. Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites 3. Strategic Projects. Strategic projects are those that consolidate efforts of several communities and CSOs to optimize project results. For these projects, a maximum amount of the local currency equivalent of USD150,000 may be provided. Proposals for strategic projects shall, in addition to the required submissions for regular small grant applications, emphasize in appropriate portions its strategic role in optimizing results sought under SGP-5.

SECTION 3 ABOUT PROJECT DEVELOPMENT

Project development is the first step before writing the proposal. Necessary research, thinking and planning should be first done. Project development is the process that takes biodiversity conservation from concept through implementation. This process is important: x To ensure context sensitivity though an open, consensus-building dialog among project

proponents, reviewers, communities, and other stakeholders. x To encourage early planning, community outreach, and evaluation so that project needs,

goals and objectives, issues, and impacts can be identified before significant resources are expended.

x To achieve consistent expectations and understanding between project proponents and those entities who evaluate, prioritize, and fund projects.

x To ensure allocation of resources to projects that address priorities and needs. Your project development framework will: x Help carry out projects effectively; x Ensure good project planning, design, and implementation; and, x Set the stage for long-term success. As a first step in the project development process, the proponent would lead an effort to: x Define the problem, need, or opportunity based on objective criteria; x Establish preliminary project goals and objectives; and, x Define the scope of planning and stakeholders involvement needed. When defining the project need, the proponent should also think about stakeholders’ support of the project. To achieve this, the proponent should: x Identify interested parties; x Document public outreach and feedback to date (if any); and x Outline a public participation process for moving forward. With the preliminary elements of a project defined (need, goals and objectives, project constituents, etc.), the proponent may need to conduct planning activities appropriate to the extent and complexity of the type of project under consideration to ensure that all project benefits, impacts, and costs are objectively estimated.

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GUIDEPOSTS

x Addressing environmental issues require the preparation and assessment of baseline information to identify the underlying causes of problems. The assessment can help analyze the interrelationships between various factors and players on the use in order to craft appropriate, site-specific and sustainable interventions for the community.

x Capture the essence of the project by focusing on: � What the current context or situation is � What your organization feels would be a way of addressing the problems using its

expertise � Why this is a good way to go � Whether impact will be achieved � Who the main beneficiaries will be � The time period envisaged � The overall cost.

NOTES

x Bear in mind that you are developing a project based on approved and available funding

window (SGP 5).

x Review the entire SGP-5 project document and determine the project’s goal, objectives, strategies, important outputs and indicators.

x Your proposal should contribute in the overall purpose of SGP-5.

x Contextualize the issues, concerns and challenges the entire project wishes to address and

how appropriate they are in your project site.

x Be realistic in presenting the issues, concerns and challenges the proposal would like to address.

x If available, use tools for gathering baseline data, encompassing biophysical, socio-

cultural, economic and geo-political information.

x Establish contacts with individuals and institutions that may be able to provide with baseline information.

x Communication knowledge is very important.

x Be ready with your baseline information/data. Familiarity and knowledge on the situation

of the project site is very important.

TIPS x Before you begin writing, you need to:

� Be clear about why and for whom you are writing the proposal. � Understand the donor for whom you are preparing it

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� Know yourself, which means being clear about your identity, knowing your strengths and weaknesses and being able to present a credible track record in areas such as financial management, project impact, technical competence and general management ability.

� Finally, you need to plan the project, which means understanding the context, setting objectives, and designing a process.

x Designing a process means answering questions such as: � What will you do? (Actions) � Where will you do this? � How will you do it? � Who will be involved? � What outputs (from the activities) will there be? � When will the various activities and outputs happen? � How will progress be monitored? � How will the project be evaluated? � What resources will be needed to carry out the activities?

SECTION 4 WRITING THE PROPOSAL

In writing the proposal, you commit yourself to a project with particular goals and objectives, and with a particular shape and process.

A proposal document is important because it will form the basis of the decision by the donor about whether to fund the project or not. You should also keep in mind. Once the proposal is written and has been accepted by the donor, it becomes the framework of the project, the place in which the project cycle is defined, and the basis on which the success or failure of the project will be assessed.

GUIDEPOSTS x Language of Proposals - Project proposals may be written in English or any Philippine

language. For proposals that are not written in English or Filipino, the proponent should either submit an English or Filipino translation, or identify and make available a translator (to English or Filipino) at no cost to SGP.

x Form of Proposals - Project ideas may be submitted in any format. It is, however, preferred that proposals be submitted in the format provided in this Manual. In any case, no proposal shall be denied funding support on mere formal grounds as long as they address all the questions, concerns and requirements asked for.

In cases of incomplete but otherwise meritorious proposals, the Country Programme

Management Unit (CPMU) shall require the proponents to supply the required information. When deemed needed, the CPMU shall extend technical assistance to enable proponents to submit plausible proposals. The assistance of CPMU is not an assurance of the approval of any proposal.

Proposals may be submitted in any written format so long as they are legible. They may

be submitted through any means possible, such as personal delivery, electronic mail, snail

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mail, courier, and fax. However, for proposals that do not contain the original or bear inconsistent handwritten signatures of the proponent’s authorized signatory, the CPMU may require proof of authenticity of signatures and submissions.

NOTES x The more you have thought through who you are writing for, who you are and what you

want to achieve and do, the better your proposal will be. Your proposal is more likely to be coherent, logical, appropriate and successful.

x A good proposal is always readable, well-organized, grammatically correct, and understandable.

x Review and follow the funding guidelines (to the details) in preparing your proposal.

Use the provided templates.

TIPS x Try to be careful in your use of language. It can be very helpful to have a friend, outside

of your area of focus/expertise, read your proposal to make sure that the language is readable and minimizes the use of: � Jargon � trendy or "in" words � abbreviations � colloquial expressions � redundant phrases � confusing language.

x If possible, have someone not connected with the proposal read and comment on a draft

of your proposal—with sufficient time allowed for changes prior to the submission of your proposal. This person can help identify omissions or inconsistent logic before reviewers see the proposal.

x Other Considerations x Organize a good working team. Distribute duties and develop a firm schedule of

activities needed to prepare the proposal in time to meet the proposal deadline. x Schedule proposal writing and information gathering activities over a reasonable

time and carefully manage the schedule. Consider scheduling the writing in small, regular amounts of time. The effort needed to write a proposal might, at first sight, seem insurmountable. By proceeding a step at a time, you will be able to accomplish the task.

x Remember to allow enough time to have the proposal revised by a third party if needed and to obtain all the necessary internal and external letters of endorsement and permissions. Consider having one person write the final proposal to assure consistency.

x Typically a final version of a proposal will have gone through several drafts and revisions. Don’t plan on writing a final version in a first draft.

x The proposal should be written so that, if funded, it can serve as a blueprint for executing the plan.

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SECTION 5 SMALL GRANTS AND STRATEGIC PROJECTS

The following are the guideposts, notes and tips for filling-up the Small Grants/Strategic Projects template: The Project Proposal contains the following information: I. Proponent’s Profile II. Project Background and Rationale III. Project Goals and Objectives IV. Stakeholder Analysis V. Project Approach VI. Implementation Plan and Timeframe VII. Monitoring and Evaluation Plan VIII. Sustainability Plan IX. Partnership Commitments X. Proposed Budget XI. Annexes

I. PROPONENT’S PROFILE

GUIDEPOSTS x The Proponent’s Profile is a description of the proponent’s governance capacity to

manage/implement environmental projects, including experience, track record, and network of support for technical requirements of the project.

x This section documents a proponent’s eligibility qualifications. A. Nature of the proposing organization: A Filipino non-profit, non-stock

organization with juridical personality such as non- governmental organizations (NGOs), people’s organizations (POs) or community-based organizations (CBO).

B. Legal Status: Duly registered with the Philippines Securities and Exchange Commission (SEC), and/or any government agency registration to which imbues it with legal personality, particularly including the powers to enter into contracts, to maintain bank accounts, and to compel and be compelled performance of obligations by legal action;

C. Length of existence and project management experience, if any; D. If relevant, state membership and affiliation to associations or umbrella

groupings; E. Purpose and core activities of the proposing organization/group; F. Target population group (indicate relevant community groups, women,

indigenous peoples, youth, etc.); G. Organizational structure, governance and administrative framework: provide the

number of paid staff members if it is a well-constituted organization; H. If the organization has been in existence before, explicitly describe previous

experience/s relevant to the proposed project including; OR experience with projects that focus on environment and natural resources management and sustainable development at community level.

I. x Established track record and organizational capability within a minimum of two (2)

years immediately preceding the application for assistance, as evidenced by: x demonstrated project competency in a similar/related project;

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x established organizational structure including an area-based structure, i.e., presence in the area where the project will be implemented;

x expertise of management and staff in effective project planning and implementation supported by an organized working Board;

x established financial systems and procedures which conform to generally accepted audit standards and implemented by qualified finance staff;

x audited financial statements for the past three (3) years prepared by a certified public accountant;

x fund sources during the last five (5) years. x An organizational brochure, if any, should be included in this sub-section.

x An organization unable to fulfill the eligibility requirements may qualify for assistance

provided an intermediary organization, which is eligible as a proponent, is willing to act as main proponent of the project. This intermediary organization acting as main proponent shall be the project holder, assume fiscal responsibility for fund usage and ensure the attainment of project objectives.

NOTES x This section should clearly demonstrate that your organization has the experience,

capacity and commitment to implement successfully the proposed activity. Among the questions you should address are: � What is the principal purpose of your organization? � How long has it been in existence? � What other activities does the organization conduct?

o a community organization? o a national or sub-national NGO with headquarters in the country? o a research or training institution?

� What is its legal status, structure, membership, and governance? o Does the organization have paid staff members? If so, how many? o Is the organization a member of any NGO associations or umbrella groupings? o Is the organization registered with the appropriate national and local

government authorities? o Is your organization particularly concerned with:

- women? - grassroots communities? - another specific population group?

� What is the organization's total annual budget? � What previous experience does the organization have that is specifically relevant to

the proposed project, including: o implementing projects that address problems on loss of biodiversity? o implementing projects that focus on the relationship of environmental

protection to building sustainable livelihoods at the community level? o fostering community participation and commitment to development and

environmental protection initiatives on a sustainable basis? o working with the particular techniques or technologies being proposed for this

project? o working with the specific communities which will be participating in and

affected by the proposed?

x EXAMPLE: NAME OF PROPONENT ORGANIZATION AND CONTACT

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DETAILS � Name of Proponent Organization (Attach an organizational brochure, if any):

Polillo Islands Biodiversity Conservation Foundation, Inc (PIBCF) � Address : Barangay Poblacion, Polillo, Quezon 4336 � Telephone Number: 09205947483 � Email: pibcfi@yahoo.com.ph

x EXAMPLE: LEGAL PERSONALITY

Nature of Organization NGO

Government Agency of Registration

Securities and Exchange Commission

Date of Registration 2003

Inclusive Dates of Inactivity, if any From: NA To:

Reason for Inactivity NA

Total No. of Years of Activity _11_ Years From: Sept 2003 To: Present (August 2014)

x EXAMPLE: ORGANIZATIONAL MANDATE

Vision The habitat and wildlife of PGI is conserved,

protected and sustainably used through generations.

Mission To undertake wildlife and habitat protection and conservation in the Polillo Group of Islands

Goals

Core Activities environmental awareness campaign among the locals of PGI; biodiversity monitoring & environmental laws enforcement; habitat restoration; technical assistance to LGU in Program and Policy Development and implementation; and capacity building of Federation of Bantay Kalikasan of PGI.

Organizational approach to project implementation (please explain)

Partnerships with LGU, DENR, academe, church groups, CBOs and conservation organizations

Target Population/s Farmers and forest dwellers in the Polillo Group of Islands

x EXAMPLE: ORGANIZATIONAL STRUCTURE

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Insert Organizational Chart here

Highest Governing Body/Person

Board of Trustees

Composition From scientific and academic community of Polillo

Core Functions The main policy making body of the org. Provide supervision and guidance in the implementation of the project

Names of Officers Positions

President

Vice- President

Secretary

Treasurer

No. of Paid Staff

Managerial Staff

___1_ Full-time ___1 _ Part-time

___1__ Women ______ IPs

Technical Staff ______ Full-time __2___ Part-time

___1__ Women ______ IPs

Administrative Staff

______ Full-time __2___ Part-time

___1__ Women ______ IPs

x EXAMPLE: ORGANIZATIONAL CAPACITY

Membership in Networks: PBCFI

Total No. of Years of project management/ implementation experience

11 years

Previous experience/s relevant to the proposed project (biodiversity, natural resource management, sustainable development):

Inclusive Years

Project Title Total Project Cost

Funding Partner

2004 - 2008

Pioneering Community-Based Conservation Sites in the Polillo Islands Project

PhP XXXXX Darwin Initiative

2008 - 2009

Integrated Support for the Lowland Forest Conservation (ISLAND Project)

PhP XXXXX PTFCF

1999 - 2003

The Polillo Ecology Stewardship Project

PhP XXXXX North of England Zoological

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Society (NEZS)/Chester Zoo

Previous projects with SGP:

Inclusive Years

Project Title Total Project Cost

Funding Partner

2011- 2013

Enhancing Community Participation in Habitat Protection and Restoration in the Polillo Group of Islands Project

Php 5,322,450.00 From SGP: Php 2,000,000.00

LGU

Years with Audited Financial Statement (please attach Audited Financial Statements in the last three years immediately preceding this application)

TIPS x You must ensure that your legal documents are updated and that all information provided can be

back checked, if needed, with appropriate documentation including operations manuals, annual reports, contracts and agreements, project reports, etc.

II. PROJECT BACKGROUND AND RATIONALE GUIDEPOSTS x This section should be completed in a maximum of 2 pages.

x Project Background and Rationale responds to the following concerns:

A. Description of the Project Area, giving emphasis to, among others: i. Biodiversity importance of the area ii. Size of the area iii. Relevant socio-economic-cultural data, including resource use and dependency,

poverty, ethnicity iv. Biodiversity issues, problems and concerns attending the area

B. Key environmental problem/s to be addressed by the proposed project C. General description of the proposed solution/response to the problem/issue/concern D. (For strategic projects: please briefly describe the strategic role of the propose

project)

NOTES x Key questions to be addressed are:

� What is the problem or challenge the project is intended to address? Describe the situation and context in which the project is to take place.

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� What is the rationale for the project? What relationship does the project have to: o local, district or national government activities or programmes? o other GEF – SGP5 projects? o other UNDP projects or other multilateral or bilateral aid agency projects? o other community-based, NGO, or private sector activities?

x Considerations in addressing biodiversity characteristic/value: Describe the situation of

specific biodiversity (flora and/or fauna) in the target project area/site. What is the status of species (threatened, endangered, nearing extinction)? Why the species need to be conserved?

x EXAMPLE: ON LOCATION - The proposed project site is (specific name of the site, e.g. XXX Natural Park). - It has an estimated area of (hectares of terrestrial ecosystem) and (hectares of

coastal/marine ecosystem). - It covers (no. of barangays) in the (municipalities/cities) in the (province). - It is located about (how many kilometers or hour-drive) from (the main entry point of

air/sea travel or capital of the province). - (Attach location map)

x On Description of the Project Site (This will provide justification of the site selection)

- Institutional arrangement of the project site (example, the project site is an initial component of the NIPAS, a declared protected area, critical habitats, watershed) including the instrument that established it.

- Biodiversity importance of the site (minimum information: ecosystem/habitat types, species diversity and endemism, threatened species and ecosystem services).

- Relevant socio-economic and cultural data, including resource uses and dependency, poverty and ethnicity.

- Biodiversity issues, problems, concerns and challenges in the area

x Key environmental problem/s to be addressed by the proposed project (review your identified issues with that of the challenges presented in the project document)

x General description of the proposed solution/response to the proposed project (is your proposed solution covered by the project outcomes/outputs?)

x Describe the strategic role of the proposed project (how your proposed project contributes

to the overall goal of the project/SGP5?). TIPS x Use the statement of the problem to show that your proposed project is definitely needed

and should be funded.

x It is essential to include a well documented statement of the need/problem that is the basis for your project. What are the pressing problems that you want to address? How do you know these problems are important? What other sources/programs similarly support these needs as major needs?

x Is there a special reason why your organization is uniquely suited to conduct the project?

(Geographic location, language expertise, prior involvements in this area, close relationship to the project clientele, etc.)

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x Position your project in relation to other efforts and show how your project: a) will extend the work that has been previously done, b) will avoid the mistakes and/or errors that have been previously made, c) will serve to develop stronger collaboration between existing initiatives, or d) is unique since it does not follow the same path as previously followed x It can really help gain funding support for your project if you have already taken some

small steps to begin your project. An excellent small step that can occur prior to requesting funding is a need assessment that you conduct (survey, interviews, focus groups, etc.). You can write up your need assessment as a short Report, cite the Report in your proposal, and perhaps include a copy with the proposal.

x This is an excellent section to have the reviewer begin to understand that an ongoing approach to the problem is essential (assuming that you are proposing a project that is ongoing in nature) and that short term responses may have negligible effect. This can begin to establish a rationale for why your project needs external funding - it seeks to provide a long term response.

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III. PROJECTS GOALS AND OBJECTIVES GUIDEPOSTS x Project Goals and Objectives respond to the following concerns:

A. Goals and Objectives (Project Goal, General Objective, Specific Objectives)

B. Contribution to SGP-5 Targets (Applicable Target Outcome/s. Applicable Target Output/s. Target contribution to SGP-5 Success Indicators)

C. (For strategic projects: please describe extensively the strategic role of the proposed project in ensuring optimized results).

x Key question to address: Why is your proposed project important to the GEF Small

Grants Programme? What contribution will it make to the Programme's stated goals and priorities?

NOTES x Goal and general objective should be stated in past tense (done), while future tense (to)

for specific objectives.

x Goal is a statement of desired outcome that contributes to the overall purpose of the entire project (Secured global environment benefits through community-based initiatives and actions in selected priority sites in the Philippines).

x General Objective is the statement of desired outcome resulting from the implementation

of the project (end of project result) that contributes to the delivery of project outcomes.

x Specific Objective is the statement of desired action that would contribute to the realization of project’s general objective (Note that every outcome has specific outputs).

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x Output is the result of the action undertaken to achieve the project’s specific objectives.

x The specific objective and its corresponding output should be identified to which SGP 5

target outcomes and indicators they belong (columns 3 and 4).

x EXAMPLES: (Using SGP-5 Targets as reference)

EXAMPLE A. OUTCOME I • Goal: Secured the biodiversity of the project site by establishing a network of

conservation sites managed by local stakeholders. • General Objective: At the end of the project, a network of 5,000 hectares

conservation sites has been established with clear institutional arrangement for its effective management involving local stakeholders.

Specific Objectives Project Outputs SGP 5

Target

Outcomes

Contribution to

SGP Indicators

To identify natural habitats within the project site that inhabit endemic species.

Assessed and identified potential sites for declaration as conservation areas through biological field survey.

Outcome 1 Protection of the remaining natural forests

To facilitate the establishment of important habitats, with endemic species, as conservation sites through local processes and approval.

Five sites, containing 5,000 hectares natural forests with endemic species, declared as conservation areas through local ordinances. Management plans of these sites are approved and adopted by stakeholders.

Outcome 1 Establishment of additional conservation sites

To enhance awareness and strengthen capacity of local stakeholders in effectively managing conservation sites.

Participatory management system of conservation sites installed with clear operational system and sustainability strategies.

Outcome 1 Management effectiveness

EXAMPLE B. OUTCOME 2

• Goal: Community based resource management plans and other local development plans integrated measures that would ensure protection of the project site’s biodiversity values.

• General Objective: At the end of the project, local stakeholders are adopting and implementing biodiversity friendly land use plans, programs and projects.

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Specific Objectives Project Outputs SGP 5 Target Outcomes

Contribution to SGP Indicators

To facilitate the integration of biodiversity conservation measures to the Comprehensive Land Use Plans of LGUs.

CLUPs of LGUs and CRMFs of communities adopted conservation measures.

Outcome 2 Mainstreaming biodiversity in production landscape

To enable the establishment of a model community managed conservation site duly recognized by local and/or national authorities.

LGU/National agency recognized community managed conservation site and biodiversity friendly resource use plan.

Outcome 2 Community based land use plan

EXAMPLE C. OUTCOME 3

• Goal: Demonstrated economic enterprise that promotes biodiversity friendly livelihood and provides additional income to communities.

• General Objective: At the end of the project, a demonstration site for biodiversity friendly livelihood established, operational and provided supplemental income to communities.

Specific Objectives Project Outputs SGP 5

Target Outcomes

Contribution to SGP Indicators

To ascertain the different livelihood activities and enterprises that affect the biodiversity of the project site

Determined livelihood activities that contributed to the depletion and/or conservation of biodiversity.

Outcome 3 Biodiversity conservation and sustainable land use in the actual production.

To identify possible demonstration site and determine its suitability for the livelihood that shall be implemented.

Demonstration site and livelihood identified

Outcome 3 Biodiversity conservation and sustainable land use in the actual production.

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To forge partnership with community for the establishment of demonstration site.

To establish biodiversity friendly livelihood demonstration site

Partnership agreement executed with community partners

Demonstration site operational/ functional

Outcome 3

Outcome 3

Biodiversity conservation and sustainable land use in the actual production.

EXAMPLE D. COMBINATION OF OUTCOMES

• Goal: Secured the biodiversity of the project site by establishing a network of conservation sites managed by local stakeholders and where biodiversity friendly livelihood is demonstrated.

• General Objective: At the end of the project, a network of conservation sites, has been established with effective and participatory management system

TIPS

x Try and differentiate between your goals and your objectives - and include both.

x Goals are the large statements of what you hope to accomplish but usually are not very

measurable. They create the setting for what you are proposing.

x Objectives are operational, tell specific things you will be accomplishing in your project, and are very measurable.

x Your objectives will form the basis for the activities of your project and will also serve as

the basis for the evaluation of your project.

x Try to insure that there is considerable overlap between the goals and objectives for your proposal and the goals and objectives of SGP-5. If there is not a strong overlap of goals and objectives then it might be best to identify a different funding organization.

x Present measurable objectives for your project. If you are dealing with "things" it is easier

for them to be measured than if you are dealing with abstract ideas. Your proposal is easier for a prospective funding organization to understand (and the outcomes are much more clear) if you describe your objectives in measurable ways.

IV. STAKEHOLDER ANALYSIS

GUIDEPOSTS x This Section should be completed in a maximum 1.5 pages.

x Stakeholder Analysis responds to concerns on:

A. Project Partners and their Roles B. Project Beneficiaries C. Other Stakeholders that can Positively or Negatively Affect Project Implementation

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and Results

NOTES

x EXAMPLE: PROJECT PARTNERS

Name of Office/Organization/ Group

Indicative Roles/Partner’s Commitment

Brgy LGU Provide direct supervision to the operations of the Bantay Kalikasan Groups

Municipal LGU Provide support funds to the operations of BKs and counterpart funds for habitat restoration

Local DENR Provide technical assistance in habitat protection and restoration initiatives

Southern Luzon State University

Provide assistance in the information, education and communication component

PBCFI Extend technical assistance in biodiversity monitoring and overall project guidance.

Institute of Social Order Sharing experiences, strategies, lessons learned, and expertise in project implementation.

x EXAMPLE: PROJECT BENEFICIARIES

Office/ Organization/ Stakeholder Group

No. of Individuals, Families, Women, IPs

Benefits What aspects of the proposed project will benefit them

Bantay Kalikasan groups

79 pax Shall be assisted to avail of deputation orders from the DENR as Deputized Environment and Natural Resources Officers (DENROs). Will be assisted in habitat restoration. Will be trained in simple biodiversity monitoring and ecotourism guides.

Capacity building Forest restoration

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Forest occupants, especially the CSC holders

XXXX pax Shall be provided with necessary technical assistance in developing agro forestry tech in their farm lots & shall be encouraged to establish tree plantation for their own domestic uses.

Technical assistance on SALT

Forest communities

XX communities Increase conservation awareness Continued water supply

IEC activities Forest restoration

x EXAMPLE: STAKEHOLDERS THAT CAN FACILITATE PROJECT

IMPLEMENTATION AND SUCCESS

Office/ Organization/ Stakeholder Group

No. of Individuals or Families, Women, IPs

How they can facilitate project implementation

How will the project harness their support

Teachers in local schools

30 pax (4 M & 26 F)

Can assist in IEC on conservation awareness

Can be tapped for IEC

Local churches 5

Wildlife biologists and scientists

2 (1 M & 1F)

Can help in species identification and conservation planning

Some of them will be asked to help

Department of Agriculture

Can provide assistance in SALT development

Will seek their support

NEWCaPP of BMB FPE

Supports the LCA strengthening

Strengthen coordination

Social Action Center of Quezon Dept of Tourism

They have a reforestation project in Polillo Ecotourism planning & devt

There is an existing partnership that will be strengthened.

x EXAMPLE: STAKEHOLDERS THAT MIGHT ADVERSELY AFFECT PROJECT

IMPLEMENTATION AND SUCCESS

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Office/ Organization/ Stakeholder Group

No. of Individuals or Families, Women, IPs

How they might adversely affect the project

How will the project prevent or address their possible adverse impacts

Illegal loggers/poachers

Est. 200 Deforestation Make the presence of enforcement visible in different areas and shall be carried out in close collaboration with concerned barangay councils.

Hunters Est. 45 Depletion of wildlife

Kaingineros Est. 560 Habitat destruction

Land speculators Est. 10 Fragmentation of forest

Introduce wildlife corridors in agricultural areas through the introduction of agro-forestry technologies

TIPS x Be sure to clarify why it is important for SGP-5 to be concerned about your clientele.

Your proposal should clearly indicate how assisting your beneficiaries are in the best interests of SGP-5.

x Include specific information about the population or clientele group on which your

project is focused.

x Exactly who are the clientele group? Who is included in the beneficiaries?

x In what ways have you already had contact with the clientele group?

x Can you show that you have the support of the beneficiaries to move ahead with the project?

x In what ways have members of the clientele group been involved in the preparation of the

proposal?

x What other agencies are involved with this clientele group (and have these other agencies been included in your proposed project)?

x It is important for SGP-5 to see how much the clientele group has been involved with the project and the preparation of the proposal. (Sometimes a project is funded and then the director finds that the clientele group does not want to be involved!! Do not let that happen to you.)

V. PROJECT APPROACH GUIDEPOSTS

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x Project Approach has the following concerns: A. Project Duration

i. Starting and ending dates ii. Reason for the duration iii. If the project is for more than one year, please explain the milestones for each

year. (Milestone is a key development, major accomplishment, mid-project target where progress is measured; guidepost for success).

B. Project Location i. Description of site, or vicinity map showing the site in relation to a bigger

landscape or seascape ii. Size of the project site in hectares iii. Reason for choosing the site

C. Project Results Framework

D. Project Risks and Assumptions

a. Major Risk Factors that might prevent the project from producing its desired/expected results, and Mitigation Measures to address them: i. Internal Risks (e.g., technology involved fails to work as projected) ii. External Risks (e.g., changes in policy environment)

b. Key Assumptions, which are anticipated in project planning and on which the feasibility of the project depends.

NOTES x A result is a describable or measurable change in state that is derived from a cause and-

effect relationship. There are three types of such changes (intended or unintended, positive and/or negative) which can be set in motion by a development intervention that generates outputs, outcomes and impact.

x The results matrix explains how results are to be achieved, including causal relationships and underlying assumptions and risks. The results framework reflects a more strategic level across an entire organization for a project.

x The Project Results Framework is also known as Logical Framework.

x Baseline: The current scenario or circumstances of which your objective emanated.

x Targets: What are the desired outputs of the objective at the end of the project.

x Indicators: What are tangible variables that would show the achievement of targets and

outputs.

x Source of Verification: What would validate, in concrete terms the, the project targets and outputs.

x Risks and Assumptions: External conditions or circumstances that may affect or hamper

the delivery of the project’s objectives, targets and outputs.

x Management Response: Proposed actions to overcome risks.

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x Considering risks to successful implementation: Identify and list the major risk factors that could result in the project not producing its intended results. These should include both internal factors (for example, the technology involved fails to work as projected) and external factors (for example, the currency exchange rate drops, changing the economics of the project). Your analysis should be careful, and should demonstrate that you have thought through not only your own plans but the range of things that could interfere with them.

Included are the key assumptions on which the project plan is based. In this case, the assumptions are mostly related to external factors (for example, government environmental policy remaining stable) which are anticipated in project planning, and on which the feasibility of the project depends to a greater or lesser extent.

TIPS x Your Project Approach should consider the common elements of Results-Based

Management (RBM) � PROBLEM ANALYSIS to understand causes � Use of ‘CHANGE LANGUAGE’ as opposed to action language � Structuring of programmes around a chain of desired results - addressing causes –

THEORY OF CHANGE � Causality/causal logic in the chain of results (IF THEN LOGIC) � Reliance on INDICATORS to measure performance � COSTING OF RESULTS rather than isolated activity budgeting

x Clarifying Results � What are you trying to achieve with your program participants? � If you are successful, how will participants be different after the program than they

were before? � What kind of changes do you want to see in program participants? When your

program works as you want it to, how do participants behave differently? � What do they say differently? What would I see in them that would tell me they are

different? x The power of measuring results

� If you do not measure results, you can’t tell success from failure � If you cannot see success, you cannot reward it � If you cannot reward success, you are probably rewarding failure � If you cannot see success/failure, you can’t learn from them � If you cannot recognize failure, you cannot correct it � If you can demonstrate results, you can win support.

VI. IMPLEMENTATION PLAN AND TIMEFRAME GUIDEPOSTS x This section is concerned with the following:

A. Project Governance i. Institutional Setup (Please describe the flow of decision-making and reporting

authority for the project. A project organization structure can also be inserted here).

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ii. Project Management (Please identify the [specific, if already identifiable] persons who will manage the project, their qualifications and roles in project management and implementation, and whether they will serve on a full-time or part-time basis.)

iii. Project Staff (Please identify the other project personnel required, their qualifications and roles, and whether they will serve on a full-time or part-time basis.)

iv. Project Consultants ((Please identify the consultants required by the project, their qualifications and roles, and the length of their service in number of person days.)

v. Capability-building/training needs that will help decision-makers, managers and staff maximize their performance towards the success of the project.

B. Work Plan (Schedule at least on quarterly basis)

C. Plan to Ensure Community Participation i. In Project Planning and Design ii. Project Implementation iii. Project Monitoring and Evaluation

D. Gender Mainstreaming (Please describe how the project takes into consideration the

roles and needs of men and women [with a focus on the needs of women], and how this would be reflected in the results and benefits of the project.)

E. IP Sensitivity (Please describe how the project takes into consideration the rights of IPs/ICCs, and how this would be reflected in the results and benefits of the project.)

F. Knowledge Management (Please describe how you plan to capture, share and disseminate the knowledge, lessons learned and good practices gained through the implementation of the project.)

NOTES x Plan to ensure community participation. The extent of community involvement is one of

the most critical indicators of project success. You should consider how stakeholders in the affected communities will be (and have been) involved in: (i) project planning and design (including problem identification and identification of solutions); (ii) project implementation; and (iii) in monitoring and evaluating project effectiveness and impact. Note that community participation means much more than how the community will benefit from the project. It refers to active involvement and ownership by an appropriate spectrum of people. You should consider steps you are taking/planning to take to maximize this involvement. Where applicable, also consider how you will get individuals/families to replicate the same activities or develop spin offs that will benefit or improve their income level and well being. Remember that the degree to which individuals, families and/or new communities can replicate such projects is one of the best measures of success and sustainability.

As a rule of thumb, any project that is completely financed externally and at a cost higher than the community or individuals can afford, cannot be replicated without new external funds. Cost of activities and inputs should thus be kept low and locally inexpensive but technologically appropriate options should always be resorted to.

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x EXAMPLE: PROJECT GOVERNANCE

x EXAMPLE: PROJECT STAFFING REQUIREMENTS Position Qualifications Func-

tions Term/

Level of

Effort

Availability Source of

Salary/Fee

Project Management

Project Coordinator

Forester Project

Oversight

1 Full-time

1 /Part-time)

Available

To be recruited

Project

Project & other project

Project Staff

Community Development Specialist

1 Full-time

1 Part-time

To be recruited

Project

Project & Other project

Project Consultants (No. of person days)

(Available/To be recruited)

(Project, LGU, etc.)

x EXAMPLE: TRAINING NEEDS OF THE PROJECT STAFF AND BOARD

Sample project organization structure

Please describe the flow of decision-making and

reporting authority for the project

Institutional Set UpED

Project Coordinator

Site 1 Site 2

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Name/Description of

Training Target

participants Purpose of Training Possible Training

Supplier (if known)

Biodiversity importance of PGI

New Staff Orientation on biodiversity

PBCFI

x WORKPLAN defines the project activities and end products that will be performed and

describes how the activities will be accomplished. Schedule should be presented at least on quarterly basis.

x EXAMPLE: COMMUNITY PARTICIPATION AND KNOWLEDGE MANAGEMENT

MATRIX Plan to Ensure Project Planning

and Design Project

Implementation Project Monitoring

and Evaluation

Community Participation

Gender Mainstreaming

Consultations were undertaken during project planning to solicit community acceptance and commitment to the proposed project.

Gendered disaggregated info were gathered and taken into consideration during project design.

This project will institute a sustainable community-based biodiversity protection system involving volunteers with support from barangay and municipal governments.

Women are active in nursery establishment and IEC activities. There are some women members of BK.

Communities will be engaged during project monitoring and evaluation through BK and the concerned LGUs.

Women are engaged in project monitoring and evaluation.

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IP Sensitivity

Knowledge Management

IP culture and rights were considered during project design.

Knowledge management is seen as a key aspect of the project and integrated in relevant aspects of project design.

There are IP members in BK. The project ensures that IP culture and rights are respected in the implementation of project activities.

Proper documentation of activities will be undertaken and best practices will be shared with other similar organizations and programs.

IP members of BK are involved in project monitoring and evaluation.

Relevant results of M and E and lessons learned will be incorporated in subsequent planning of project activities.

TIPS x You should be able to describe the roles of the different people associated with your

project and the importance of each. Make sure to clarify how each of the roles are essential to the success of the project and how each role clearly relates to operationalizing the project.

x About your key people: Make sure you include name, title, experience, and qualifications. Include other information if you feel it is important to the success of your project

x The descriptions of your personnel should let the funding agency know that you have

excellent people who are committed to the project. You are not asking the funding agency to "trust" you. The validity of what you are proposing is directly related to the people who will work with the project.

x Working together as a part of a team is something that funding agencies often like to see.

Try making your project a team effort.

x Instead of having all full-time staff on the project, consider having a number of part-time staff - especially if the part-time staff currently works with other cooperating organizations. This is a good way to show inter-agency collaboration.

x Make sure you notify people who you identify in your Staffing section and receive their

approval before you send in your proposal.

VII. MONITORING AND EVALUATION PLAN GUIDEPOSTS x M & E Plan has the following concerns:

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A. Project Results (Please describe how the project baseline shall be established and how the progress of implementation and its results shall be monitored and evaluated) i. Objectively Verifiable Indicators ii. Means of Verification iii. Methodology iv. Frequency and Target Dates v. Persons Responsible for M&E implementation

B. Project Management

i. M&E Objects (day-to-day operations, project outputs, project objectives, project outcomes, financials)

ii. Methodologies iii. Frequency and Target Dates iv. Persons Responsible for M&E implementation

NOTES x In this section you should explain your plan for monitoring and evaluating the project,

both during its implementation and at completion. Among the key questions you should address are: � How will you track performance of the project in terms of achievement of the steps

and milestones set forth in the Implementation Plan? � How will you assess the impact of the project in terms of achieving the project's

objective(s)? � How will you facilitate mid-course correction and adjustment of the project design

and plans based on feedback you receive?

x You should pay special attention to the need to involve members in the monitoring and evaluation process and how this will be achieved.

x You should propose specific, measurable indicators relating to project performance and impact which can form the basis for monitoring and evaluation. (These indicators will be refined in consultation with the National Coordinator, and will form an important part of the contract between your organization and the GEF Small Grants Programme. In essence, you are agreeing to be judged on the basis of the indicators).

x EXAMPLE: GENERAL PROJECT PERFORMANCE

Objectives/ Target Outputs/ Key Activities

Objectively Verifiable Indicators

Means of Verification

M&E Methodology

Person to Do M&E

Frequency/ Target Date

General Project Performance

General objective: Island-wide federation of Bantay Kalikasan formed and effectively operational in curtailing destructive forest activities and habitat restoration sites established and sustained. Project Baseline

Fragmentation of the forest, reliance of the communities on the remaining forest for fuel and domestic timber needs, LGU and communities lack the skills and knowledge to protect the forest, existing BK groups in Polillo, Burdeos, and Panukulan and none yet in

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Patnanungan and Jomalig

Mid-Term If project duration is more than 1 yr.

Terminal

Output Monitoring

Specific Objective 1

Target Outputs:

Key Activities:

Specific Objective 2

x EXAMPLE: PROJECT MANAGEMENT AND STAFF PERFORMANCE

Objectives/ Target Outputs/ Key Activities

Objectively Verifiable Indicators

Means of Verification

M&E Methodology

Person to Do M&E

Frequency/ Target Date

Project Management and Staff

Policymaking Body

Targets: Effective monitoring and supervision of the project

Key Activities:

Meetings, attendance in key activities Site visits

Minutes of Meetings

Attendance sheets Attendance in

meetings and activities

Program officer

Quarterly

Management

Project Coordinator Targets:

Project objectives are met and activities undertaken in an efficient and effective manner.

Key Activities:

Oversee the strengthening of Bk Ensure that habitat restoration is done

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Staff

Targets:

Key Activities:

TIPS x A good monitoring and evaluation plan appropriate to the scale of the project will provide

information as the project is developing and will determine how effectively the project has achieved its goals.

VIII. SUSTAINABILITY PLAN

GUIDEPOSTS x This section should be completed in a maximum of 1 page.

x This section refers to sustainability options of maintenance, mainstreaming, scaling up or

replication.

x The following are the concerns of this section: A. How the project inputs, outputs and outcomes shall be sustained B. What institutions, organizations shall/can help ensure sustainability C. What prevailing conditions (e.g., policies, technologies, networks) shall be taken

advantage of to ensure sustainability D. What conditions are needed to help ensure sustainability, and how the project

can/shall produce these conditions NOTES x Sustainability means the potential for the impact created by the project to be sustained

after the end of the project. x Sustainability within SGP-5 context:

- Potential contribution of the proposed project to SGP-5 targets - Responsiveness of the proposed project to community needs.

x Key questions in addressing sustainability:

- How the project inputs, outputs and outcomes shall be sustained? - What institutions, organizations shall/can help ensure sustainability? - What prevailing conditions (e.g., policies, technologies, networks) shall be taken

advantage of to ensure sustainability? - What conditions are needed to help ensure sustainability, and how the project

can/shall produce these conditions?

x Factors that affect a project’s long-term impact:

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- political sustainability: government commitment, an enabling policy environment, stakeholder interests, strong lobby groups and political influence/ pressure; - social sustainability: social support and acceptability, community commitment, social cohesion; - ownership: whether or not communities, local government and households accept and own the outcomes of the project in ways that are sustainable; - institutional sustainability: institutional support, policy implementation, staffing, recurrent budgets; - environmental sustainability: projects’ positive/negative contributions to soil and water preservation and management, resilience to external environmental shocks.

x Six (6) Steps to Sustainability: 1. Assess community need 2. Use local materials 3. Identify a local funding source 4. Provide training, education, and outreach 5. Motivate beneficiaries to take ownership 6. Monitor and evaluate

x EXAMPLE OF A SUSTANABILITY STRATEGY MATRIX

Project Investments and Results with Potential or Need to be Maintained, Mainstreamed, Scaled Up or Replicated

Institutions or Organizations that can help in sustainability

Prevailing Conditions (e.g., policy, technology, institutions) that can affect sustainability

Project response to help ensure conditions favorable to sustainability

CLUP Updating LGU Local Government Code Financial Capacity of LGU Level of awareness to include Biodiversity in the updating of the CLUP

Capacitate LGU and Lobby for funds within their local budget

Formation of Bantay Kalikasan

DENR Financial Capacity Capacitate BK in accessing funding to sustain its activities

Livelihood Projects Bantay Kalikasan

Financial Capacity Social Acceptability of types of projects

Capacity building for BK and the community; provision of market study to identify appropriate and viable livelihood projects

IX. PARTNERSHIP COMMITMENTS

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GUIDEPOSTS x This section is concerned with the following:

A. Commitment to Participate and Cooperate in SGP Partnership Activities i. SGP-5 site level and SGP-wide partnership endeavors, including cross-cutting

capacity-building interventions, knowledge and idea sharing activities ii. Site and SGP-wide M&E system

B. Commitments on Intellectual Property

i. Knowledge products of the projects shall form part of the body of knowledge on natural resource and biodiversity conservation, thus, except when the law provides otherwise, must be made available to the public for legitimate use

ii. Proponent shall at all times acknowledge that these knowledge products were produced through SGP

iii. The DENR, UNDP, GEF and SGP shall have the right to access and cite these intellectual products as part of the products of SGP

iv. Publication of knowledge products shall conform with the branding guidelines of SGP.

x The proponent may quote or adapt the following SGP-5 indicated paragraphs:

The proponent recognizes that should this proposal be approved, the project shall form part of the community of initiatives being supported by SGP-5, and that the proposed project’s activities, outputs and outcomes contribute to the national and global benefits of SGP-5. Thus, this project proposal manifests the proponent’s commitment to partner with SGP-5 and all SGP-5 grantees. As such, it shall participate and cooperate in site level and SGP-wide partnership endeavors, including cross-cutting capacity-building interventions, knowledge and idea sharing activities that SGP-5 shall initiate. The proponent also commits to adopt a Monitoring and Evaluation System that is consistent with the SGP-5 M&E System, particularly monitoring its contributions to the success indicators of SGP-5. It shall participate and cooperate in M&E activities of SGP-5 done at the site and national levels. In addition, the intellectual products of this project shall form part of the body of knowledge on natural resource and biodiversity conservation, thus, except when the law provides otherwise, shall be made available for legitimate public access and use. DENR, UNDP, GEF and SGP shall have the right to access and cite these intellectual products as part of the products of SGP. The proponent shall at all times acknowledge that these knowledge products were produced through SGP. Publication of knowledge products produced through this project shall conform to the branding guidelines of SGP.

X. PROPOSED BUDGET GUIDEPOSTS x A proposal submission requirement is a budget proposal, which should not exceed the

limit assigned for the grant applied for, and should include the co-financing commitment

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of the proponent and its partners.

x Grant Limits: A potential partner may submit more than one proposal. Nevertheless, an organization may only have one SGP-granted project at any given time. A grantee may submit another proposal upon successful completion of an initial project. However, no organization may avail of more than an aggregate amount of the local currency equivalent of USD50,000 for the whole of SGP-5. Considering fluctuations in USD:PHP conversion, SGP shall tentatively peg the conversion to USD1:PHP41. Should the NSC adopt changes in the conversion rate, the same shall be announced in the SGP-5 website.

x Co-financing The desired co-financing ratio is 1:1, i.e., for every peso asked of SGP-5, a corresponding one peso (PHP 1) is committed. Co-financing may be in the form of cash, kind or services. Contributions in kind and services should be valuated and included in the budget. It is important that the sources of these contributions be specifically identified in the proposed budget. Co-financing information is part of the financial reporting of the grant.

x The Eligible Project Costs are: 1. Professional fees (e.g. for consultants) 2. Project staff that will work for the project 3. Direct costs to implement proposed activities (including workshops, supplies and

small equipment) 4. Food, lodging and transportation to implement proposed activities 5. Administrative costs, which shall not be more than 20% of the total grant amount.

x The Ineligible Project Costs are:

1. Contingency or miscellaneous costs 2. Management fee 3. Salaries of organic full-time or part-time staff, unless they are dedicating a certain

percentage of their work hours to the project 4. Attendance to conferences, training and workshops that do not directly contribute to

the attainment of project objectives 5. Travel costs (lodging, per diem, transportation) of government staff 6. Capital expenditures, e.g. land, buildings, major equipment and vehicles, unless they

are essential to the project 7. Actions that engage in partisan politics or religious practices 8. Actions which discriminate against individuals or groups of people on grounds of

gender, sexual orientation, religious beliefs or lack of them, or their ethnic origin 9. Items already financed in another framework 10. Currency exchange losses 11. Taxes, including VAT, unless the beneficiary (or the beneficiary’s partners) cannot

reclaim them and the applicable regulations do not forbid coverage of taxes 12. Provision for debts and losses.

x The Proposed Budget has the following contents:

A. Budget Summary i. Allocation per component ii. Amounts segregated by source (Amount Requested from SGP-5, Cost-share from

Specific Sources) B. Detailed Budget (in PhP)

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i. Budget Items ii. Nature of expenses iii. Allocation per budget item iv. Amounts segregated by source (Amount Requested from SGP-5, Cost-share from

Specific Sources) NOTES x The Project Budget is an integral part of every GEF/SGP project proposal, and must be

completed prior to consideration of a proposed project for funding. Once a project has been approved for funding, the budget information becomes part of the binding contract between the GEF/SGP and the proposing organization.

x The creation and management of a realistic budget is an important part of developing and

implementing a successful SGP-5 project. Careful attention to issues of financial management and integrity will enhance the effectiveness and impact of the project. In keeping with the role of the GEF/SGP as a support mechanism for community-level initiatives, every effort has been made to keep financial management requirements as straightforward and non-burdensome as possible.

x A few important principles should be kept in mind in preparing a project budget:

� Include in the GEF/SGP budget only costs which directly relate to efficiently carrying out the activities and producing the objectives which are set forth in the proposal. Other associated costs should be funded from other sources.

� Be realistic in your budgeting. Find out what planned activities will actually cost,

and do not assume that you will be able to make do for less. An unrealistically low budget is just as likely as an overly high budget to result in failure of the proposal and the project.

� The budge should include all costs associated with managing and administering the

project. In particular, be sure to include the cost of monitoring and assessment.

� "Indirect costs" or administrative overhead are not funded ordinarily by the GEF/SGP, and such requests should be kept to the minimum. In exceptional cases, such requests will be treated as Institutional strengthening and will draw up to 20% of the total project budget.

� Remember that when you agree to accept GEF/SGP funds you are also agreeing to be

accountable for how those funds are spent, and to make available all financial relevant records. These may be independently audited, and may become public information.

� The budget line items are general categories intended to assist in thinking through

where money will be spent. Try to ensure a planned expenditure fits in any of the standard line item categories.

x The BUDGET is the PLAN in monetary form.

x Parts of the Budget Summary:

- Direct Project Cost – costs related to implementing the project activities - Indirect (Administrative) Costs

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- Need to identify amount to be requested from SGP and co-financing from proponent and other sources in both parts.

x Detailed Budget: - Unit Measure: piece, box, hectare, sqm., person, tree, species, plans, etc. - Unit Cost: amount for each unit measure - Project Target: frequency, months, days, hectares, participants, etc. - Total Project Cost: multiply previous columns.

TIPS x The budget request should be realistic for the project and reflect the goals of the project. It

must also be consistent with the requirements of SGP-5. It should request sufficient resources needed to carry out the project, but it should not be excessively high.

x Carefully think through exactly what you will need to carry out the project and establish your budget around this amount. (Do not forget, funding agencies can easily tell when someone has inflated a budget in order to procure funds for other purposes. Do not get caught in this situation.)

x Have someone else in your organization review your budget to see how realistic you are.

x Budget information should be complete and unambiguous. Carefully review your budget

to ensure that ineligible items do not appear in the budget and that adequate attention has been given to cost sharing. Most reviewers look carefully at the proposed budgets to find evidence of careful reflection and realistic project planning.

x Budgets are often negotiated as a proposal is being considered; but a clear, realistic

budget request strengthens a proposal.

� Be sure that the figures contained in the budget template sheets agree with those on the Cover Letter and the budget summary.

XI. ANNEXES TO THE PROPOSAL GUIDEPOSTS x The Annexes are:

A. Proof of Registration with a government agency B. List of fund sources in the past five years C. Audited Financial Statements for the (last 3) years D. Letters of commitment of partners, if any E. Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites.

x Refer to Section 9 on common Proposal Attachment Requirements.

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SECTION 6 PLANNING GRANTS

The following are the guideposts, notes and tips for filling-up the Planning Grants template. The proposal for Planning Grants requires the following: I. Profile of the Proponent II. Project Background and Rationale III. Project Objective and Target Output/s IV. Methodology V. Implementation Plan VI. Budget Proposal VII. Annexes

I. PROPONENT’S PROFILE

This Sub-Section follows the same GUIDEPOSTS, NOTES and TIPS in Section 5 Small Grants/Strategic Projects on Proponent’s Profile.

II. PROJECT BACKGROUND AND RATIONALE GUIDEPOSTS x This sub-section should be completed in a maximum of 2 pages. x This sub-section should contain at least the following information:

A. Brief description of the area targeted for the project.

B. Relevant socio-economic-cultural data, including resource use and dependency,

poverty, ethnicity.

C. Brief description of the project idea to be proposed.

D. Statement of the hurdle/challenge to the preparation of a full-blown project proposal.

E. Brief description of the intervention to address the hurdle/challenge to proposal preparation.

NOTES x A Planning grant is granted to a potential proponent in the development of full project

proposals. The final output of planning grant is the development of Full Project Proposal.

x Planning grants are designed to: � Help proponents write better proposals by assessing and diagnosing problems more

carefully.

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� Assist proponents who lack resources and technical capacity, to hire external help in developing full project proposal.

� Enable proponents to conduct participatory rural appraisals, baseline study or surveys in a location they have not already worked in or in an existing project area where a new project is to be taken up.

� Undertake pilot testing for new technique or technology, before it is adopted or needs to be replicated over a greater area etc.

� Conduct special training / orientation programs are required to help build capacities in communities and organizations to enable them to take on a full SGP project.

III. PROJECT OBJECTIVES AND TARGET OUTPUT/S

GUIDEPOSTS x Project Objectives and Target Outputs will be defined based on identified needs of the

planning grant. x Refer to Section 5 on Small Grants & Strategic Projects.

NOTES x General objective should be stated in past tense (done), while future tense (to) for specific

objectives.

x General Objective is the statement of desired outcome resulting from the implementation of the project (end of project result) that contributes to the delivery of project outcomes.

x Specific Objective is the statement of desired action that would contribute to the

realization of project’s general objective (Note that every outcome has specific outputs).

x Target Output is the result of the action undertaken to achieve the project’s specific objectives.

TIPS x Objectives are operational, tell specific things you will be accomplishing in your project,

and are very measurable.

x Your objectives will form the basis for the activities of your project and will also serve as the basis for the evaluation of your project.

x Present measurable objectives for your project. If you are dealing with "things" it is easier

for them to be measured than if you are dealing with abstract ideas. Your proposal is easier for a prospective funding organization to understand (and the outcomes are much more clear) if you describe your objectives in measurable ways.

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IV. METHODOLOGY

GUIDEPOSTS

x This sub-section should state and describe how each of the target outputs shall be attained.

V. IMPLEMENTATION PLAN GUIDEPOSTS x Project Implementation Mechanism describes how the planning grant shall be managed,

and who shall be involved in the implementation thereof, including their qualifications and their roles in implementation).

x A Workplan is included in this sub-section. x Refer to Section 5 Small Grants and Strategic Projects.

NOTES x EXAMPLE: PROJECT STAFFING REQUIREMENTS

Position Qualifi-cations

Func-tions

Term/ Level of Effort

Availability Source of Salary/Fee

Project Management

1 Full-time 1 /Part-time)

(Available/To be recruited)

Project Project & other project

Project Staff

1 Full-time 1 Part-time

(Available/To be recruited)

Project Project & Other project

Project Consultants (No. of person days)

(Available/To be recruited)

(Project, LGU, etc.)

x WORKPLAN defines the project activities and end products that will be performed and

describes how the activities will be accomplished. Schedule should be presented at least on quarterly basis.

39

TIPS x You should be able to describe the roles of the different people associated with your

project and the importance of each. Make sure to clarify how each of the roles are essential to the success of the project and how each role clearly relates to operationalizing the project.

x About your key people: Make sure you include name, title, experience, and qualifications. Include other information if you feel it is important to the success of your project.

x The descriptions of your personnel should let the funding agency know that you have

excellent people who are committed to the project. You are not asking the funding agency to "trust" you. The validity of what you are proposing is directly related to the people who will work with the project.

x Working together as a part of a team is something that funding agencies often like to see.

Try making your project a team effort.

x Instead of having all full-time staff on the project, consider having a number of part-time staff - especially if the part-time staff currently works with other cooperating organizations. This is a good way to show inter-agency collaboration.

x Make sure you notify people who you identify in your Staffing section and receive their

approval before you send in your proposal.

VI. BUDGET PROPOSAL

GUIDEPOSTS x A proposal submission requirement is a budget proposal, which should not exceed the limit

assigned for the grant applied for, and should include the co-financing commitment of the proponent and its partners.

x Grant Limits: Planning grants have a funding limit of the local currency equivalent of USD5,000. Should a

planning grant lead to a full-blown project, the aggregate amount of the planning grant and the subsequent full-blown project shall not exceed the local currency equivalent of USD50,000.

Considering fluctuations in USD:PHP conversion, SGP shall tentatively peg the conversion to USD1:PHP41. Should the NSC adopt changes in the conversion rate, the same shall be announced in the SGP-5 website.

x Co-financing The desired co-financing ratio is 1:1, i.e., for every peso asked of SGP-5, a corresponding one peso (PHP 1) is committed. Co-financing may be in the form of cash, kind or services. Contributions in kind and services should be valuated and included in the budget. It is important that the sources of these contributions be specifically identified in the proposed budget. Co-financing information is part of the financial reporting of the grant.

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x Refer to Section 5 Small Grants and Strategic Projects.

NOTES x The BUDGET is the PLAN in monetary form.

x Parts of the Budget Summary:

- Direct Project Cost – costs related to implementing the project activities - Indirect (Administrative) Costs - Need to identify amount to be requested from SGP and co-financing from proponent and

other sources in both parts.

x Detailed Budget: - Unit Measure : piece, box, hectare, sqm., person, tree, species, plans, etc. - Unit Cost: amount for each unit measure - Project Target: frequency, months, days, hectares, participants, etc. - Total Project Cost: multiply previous columns.

TIPS x The budget request should be realistic for the project and reflect the goals of the project. It

must also be consistent with the requirements of SGP-5. It should request sufficient resources needed to carry out the project, but it should not be excessively high.

x Carefully think through exactly what you will need to carry out the project and establish your budget around this amount. (Do not forget, funding agencies can easily tell when someone has inflated a budget in order to procure funds for other purposes. Do not get caught in this situation.)

x Have someone else in your organization review your budget to see how realistic you are.

x Budget information should be complete and unambiguous. Carefully review your budget to

ensure that ineligible items do not appear in the budget and that adequate attention has been given to cost sharing. Most reviewers look carefully at the proposed budgets to find evidence of careful reflection and realistic project planning.

x Budgets are often negotiated as a proposal is being considered; but a clear, realistic budget

request strengthens a proposal.

VII. ANNEXES TO THE PROPOSAL

GUIDEPOSTS x The Annexes are:

� Proof of Registration with a government agency � List of fund sources in the past five years � Audited Financial Statements for the (last 3) years

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� Letters of commitment of partners, if any � Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites. x Refer to Section 9 on Proposal Attachment Requirements.

SECTION 7 PROPOSAL TEMPLATE SMALL GRANTS AND STRATEGIC

PROJECTS I. PROPONENT’S PROFILE

A. Name of Proponent Organization and Contact Details Name of Proponent

Organization (Attach an organizational brochure, if any)

Address Telephone Fax Email Website

B. Legal Personality Nature of Organization _______ NGO

_______ PO

_______ CBO

Government Agency of Registration Date of Registration Inclusive Dates of Inactivity, if any From:

To: Reason for Inactivity Total No. of Years of Activity _________ Years

From:

To: C. Organizational Mandate Vision

Mission

Goals

Core Activities

Target Population/s

D. Organizational Structure Insert Organizational Chart here Highest Governing Body/Person Composition Core Functions

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Names of Officers Positions No. of Paid Staff

Managerial Staff ______ Full-time

______ Part-time

______ Women

______ IPs

Technical Staff ______ Full-time

______ Part-time

______ Women

______ IPs

Administrative Staff ______ Full-time

______ Part-time

______ Women

______ IPs

E. Organizational Capacity Membership in Networks:

Total No. of Years of project management/

implementation experience

Previous experience/s relevant to the proposed project (biodiversity, natural resource management, sustainable development): Inclusive Years Project Title Total Project Cost Funding

Partner

Previous projects with SGP: Inclusive Years Project Title Total Project Cost Funding

Partner

Years with Audited Financial Statement

(please attach Audited Financial Statements in the last three years immediately preceding this application)

II. PROJECT BACKGROUND AND RATIONALE

A. Description of the Project Area

i. Biodiversity importance of the area ii. Size of the area

iii. Relevant socio-economic-cultural data, including resource use and dependency, poverty, ethnicity

iv. Biodiversity issues, problems and concerns attending the area

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B. Key environmental problem/s to be addressed by the proposed project

C. General description of the proposed solution/response to the

problem/issue/concern

D. (For strategic projects: please briefly describe the strategic role of the propose

project)

III. PROJECTS GOALS AND OBJECTIVES

Project Goal:

General Objective:

Project Objectives Project Outputs SGP-5 Target Outcomes

Contribution to SGP-5 Indicators

Specific Objective

1:

Output 1.1: Outcome ___: (Cite specific contribution to indicators, e.g., 100,000 hectares of new PLS)

Output 1.2: Outcome ___: Specific Objective

2:

Output 2.1: Outcome ___:

Specific Objective

3:

Output 3.1: Outcome ___:

Specific Objective

4:

Output 4.1: Outcome ___:

IV. STAKEHOLDER ANALYSIS A. Project Partners Name of Office/Organization/Group Indicative Roles/Partner’s Commitment B. Project Beneficiaries Office/Organization/

Stakeholder Group

No. of Individuals

or Families,

Women, IPs (if

stakeholder group)

Benefits What aspects of the

proposed project

will benefit them

C. Stakeholders that can facilitate project implementation and success Office/Organization/

Stakeholder Group

No. of Individuals

or Families,

Women, IPs (if

stakeholder group)

How they can

facilitate project

How project will

harness their

support

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D. Stakeholders that might adversely affect project implementation and success Office/Organization/

Stakeholder Group

No. of Individuals

or Families,

Women, IPs (if

stakeholder group)

How they might

adversely affect

project

How project will

prevent or address

their possible

adverse impacts

V. PROJECT APPROACH

A. Project Duration

i. Starting and ending dates ii. Reason for the duration ii. If the project is for more than one year, please explain the milestones for

each year

B. Project Location

i. Description of site, or vicinity map showing the site in relation to a bigger landscape or seascape

ii. Size of the project site in hectares iii. Reason for choosing the site

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C. C. Project Results Framework

Indicator Baseline End of Project Targets Source of verification

Risks and Assumptions

Management Response

General Objective

Specific Objective 1

Specific Objective 2

Specific Objective 3

Specific Objective 4

Specific Objective 5

Specific Objective 6

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XII. IMPLEMENTATION PLAN AND TIMEFRAME

A. Project Governance

i. Institutional Setup (Please describe the flow of decision-making and reporting authority for the project. A project organization structure can also be inserted here)

i. Project Staffing Requirements

Position Qualifications Functions Term/ Level of Effort

Availability Source of Salary/Fee

Project Management

(Full-time/Part-time)

(Available/To be recruited)

(Project, LGU, etc.)

Project Staff

(Full-time/Part-time)

(Available/To be recruited)

(Project, LGU, etc.)

Project Consultants

(No. of person days)

(Available/To be recruited)

(Project, LGU, etc.)

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ii. Training Needs of Project Personnel

Name/Description of

Training

Purpose of Training Possible Training Supplier

(if known)

B.Workplan

General Objective:

Specific Objective 1:

Target

Outputs

Key Activities Timeframe

Year 1 Year 2

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Specific Objective 2:

Target

Outputs

Key Activities Timeframe

Year 1 Year 2

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Specific Objective3:

Target

Outputs

Key Activities Timeframe

Year 1 Year 2

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

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C. Plan to Ensure Community Participation

Implementation Phase Plan to Ensure Community Participation Project Planning and Design

Project Implementation

Project Monitoring and Evaluation

D. Gender Mainstreaming (Please describe how the project takes into consideration the

roles and needs of men and women [with a focus on the needs of women], and how

this would be reflected in the results and benefits of the project.)

E. IP Sensitivity (Please describe how the project takes into consideration the rights of

IPs/ICCs, and how this would be reflected in the results and benefits of the project.)

F. Knowledge Management (Please describe how you plan to capture, share and

disseminate the knowledge, lessons learned and good practices gained through the

implementation of the project.)

VII. MONITORING AND EVALUATION PLAN Monitoring and Evaluation Matrix

Objectives/

Target

Outputs/ Key

Activities

Objectively

Verifiable

Indicators

Means of

Verification

M&E

Methodology

Person to

Do M&E

Frequency/

Target Date

General Project Performance

Project

Baseline

Mid-Term

Terminal

Output Monitoring

Specific

Objective 1

Target

Outputs:

Key

Activities:

Project Management

Policymaking Body

Targets:

Key

Activities:

Management

Targets:

Key

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Activities:

Staff

Targets:

Key

Activities:

VIII. SUSTAINABILITY STRATEGY MATRIX Project Investments

and Results with

Potential or Need to

be Maintained,

Mainstreamed,

Scaled Up or

Replicated

Institutions or

Organizations that

can help in

sustainability

Prevailing

Conditions (e.g.,

policy, technology,

institutions) that

can affect

sustainability

Project response to

help ensure

conditions

favorable to

sustainability

IX. PARTNERSHIP COMITMENTS

The proponent may quote or adapt the following paragraphs:

The proponent recognizes that should this proposal be approved, the project shall form

part of the community of initiatives being supported by SGP-5, and that the proposed

project’s activities, outputs and outcomes contribute to the national and global benefits

of SGP-5.

Thus, this project proposal manifests the proponent’s commitment to partner with SGP-

5 and all SGP-5 grantees. As such, it shall participate and cooperate in site level and SGP-

wide partnership endeavors, including cross-cutting capacity-building interventions,

knowledge and idea sharing activities that SGP-5 shall initiate. The proponent also

commits to adopt a Monitoring and Evaluation System that is consistent with the SGP-5

M&E System, particularly monitoring its contributions to the success indicators of SGP-

5. It shall participate and cooperate in M&E activities of SGP-5 done at the site and

national levels.

In addition, the intellectual products of this project shall form part of the body of

knowledge on natural resource and biodiversity conservation, thus, except when the law

provides otherwise, shall be made available for legitimate public access and use. DENR,

UNDP, GEF and SGP shall have the right to access and cite these intellectual products as

part of the products of SGP. The proponent shall at all times acknowledge that these

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knowledge products were produced through SGP. Publication of knowledge products

produced through this project shall conform to the branding guidelines of SGP.

X. PROPOSED BUDGET

A. BUDGET SUMMARY

Items Proposed Budget (in PHP) Year 1 Year 2

SGP Proponent Community Others SGP Proponent Community Others Direct ProjectCosts

Specific Objective 1

Specific Objective 2

Monitoring and

Evaluation

Salaries and

Benefits

Sub-Total

Administrative Costs

Grand Total

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B. DETAILED BUDGET TEMPLATE PROJECT TITLE:

Project Site : Proponent: Duration: ACTIVITY Unit

Unit Cost

Project Total Project Cost

Requested Amount

Counterpart

Measure Target Proponent Community Other 1 Other 2

I. ACTIVITY COSTS

Specific Objective 1: Target Outputs: 1.1 Activity a. cost component 1 -

b. cost component 2 - c. cost component 3 - 1.2. Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - 1.3. Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - Specific Objective 2: - Target Outputs: - 2.1 Activity - a. cost component 1 -

b. cost component 2 - c. cost component 3 - 2.2 Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - 2.3 Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 -

Subtotal - - - - - - II. MONITORING AND EVALUATION II.A. Activity a. cost component 1 -

b. cost component 2 -

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c. cost component 3 - II.B. Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - II.C. Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 -

Subtotal - - - - - - #DIV/0!

III. SALARIES AND BENEFITS/CONSULTANTS a. - b. - c. - d. - e. -

Subtotal - - - - - - #DIV/0!

IV. ADMINISTRATIVE COSTS a. - b. - c. -

d. - e. -

Subtotal - - - - - - #DIV/0!

TOTAL - - - - - -

#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

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XI. ANNEXES TO THE PROPOSAL x Proof of Registration with a government agency x List of fund sources in the past five years x Audited Financial Statements for the (last 3) years x Letters of commitment of partners, if any x Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites

SECTION 8

PROPOSAL TEMPLATE PLANNING GRANTS I. PROPONENT’S PROFILE

F. Name of Proponent Organization and Contact Details Name of Proponent

Organization (Attach an organizational brochure, if any)

Address Telephone Fax Email Website

G. Legal Personality Nature of Organization _______ NGO

_______ PO

_______ CBO

Government Agency of Registration Date of Registration Inclusive Dates of Inactivity, if any From:

To: Reason for Inactivity Total No. of Years of Activity _________ Years

From:

To: H. Organizational Mandate Vision

Mission

Goals

Core Activities

Organizational approach to project

implementation (please explain)

Target Population/s

I. Organizational Structure Insert Organizational Chart here

54

Highest Governing Body/Person Composition Core Functions

Names of Officers Positions No. of Paid Staff

Managerial Staff ______ Full-time

______ Part-time

______ Women

______ IPs

Technical Staff ______ Full-time

______ Part-time

______ Women

______ IPs

Administrative Staff ______ Full-time

______ Part-time

______ Women

______ IPs

J. Organizational Capacity Membership in Networks:

Total No. of Years of project management/

implementation experience

Previous experience/s relevant to the proposed project (biodiversity, natural resource management, sustainable development): Inclusive Years Project Title Total Project Cost Funding

Partner

Previous projects with SGP: Inclusive Years Project Title Total Project Cost Funding

Partner

Years with Audited Financial Statement

(please attach Audited Financial Statements in the last three years immediately preceding this application)

II. PROJECT BACKGROUND AND RATIONALE A. Brief description of the area targeted for the project

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B. Relevant socio-economic-cultural data, including resource use and dependency,

poverty, ethnicity

C. Brief description of the project idea to be proposed

D. Statement of the hurdle/challenge to the preparation of a full-blown project

proposal

E. Brief description of the intervention to address the hurdle/challenge to proposal

preparation III. PROJECT OBJECTIVES AND TARGET OUTPUT/S General Objective:

Specific Target/s Methodology to be Used for Achieving the Output Specific Target 1:

Specific Target 2:

Specific Target 3:

IV. IMPLEMENTATION PLAN

B. Project Implementation Mechanism which should describe how the planning grant shall be managed, and who shall be involved in the implementation thereof, including their qualifications and their roles in implementation).

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C. Project Staffing Requirements Position Qualifications Functions Term/ Level of

Effort Availability Source of

Salary/Fee Project Management

(Full-time/Part-time)

(Available/To be recruited)

(Project, LGU, etc.)

Project Staff

(Full-time/Part-time)

(Available/To be recruited)

(Project, LGU, etc.)

Project Consultants

(No. of person days)

(Available/To be recruited)

(Project, LGU, etc.)

57

D. Workplan

General Objective:

Specific Target 1:

Key Activities Timeframe (in weeks or fortnights)

Wks 1-2

Wks 3-4

Wks 5-6

Wks 7-8

Wks 9-10

Wks 11-12

Wks 12-13

Wks 13-14

Specific Target 2:

Key Activities Timeframe (in weeks or fortnights)

Wks 1-2

Wks 3-4

Wks 5-6

Wks 7-8

Wks 9-10

Wks 11-12

Wks 12-13

Wks 13-14

V. BUDGET PROPOSAL

A. Budget Summary

Items Proposed Budget (in PHP) SGP Proponent Community Others

Direct Project Expenses

Specific Objective 1

Specific Objective 2

Salaries and Benefits

M&E

Sub-Total

Administrative Expenses

Grand Total

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B. Detailed Budget DETAILED BUDGET TEMPLATE Project Title:

Project Site : Proponent: Duration: ACTIVITY Unit

Unit Cost

Project

Total Project Cost Requested Amount

Counterpart

Measure Target Proponent Community Other 1 Other 2

I. ACTIVITY COSTS

Specific Objective 1: Target Outputs: 1.1 Activity a. cost component 1 -

b. cost component 2 - c. cost component 3 - 1.2. Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - 1.3. Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - Specific Objective 2: - Target Outputs: - 2.1 Activity - a. cost component 1 -

b. cost component 2 - c. cost component 3 - 2.2 Activity - a. cost component 1 - b. cost component 2 - c. cost component 3 - 2.3 Activity - a. cost component 1 - b. cost component 2 -

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c. cost component 3 - Subtotal - - - - - -

III. SALARIES AND BENEFITS/CONSULTANTS a. - b. - c. - d. - e. -

Subtotal - - - - - -

#REF!

IV. ADMINISTRATIVE COSTS a. - b. - c. - d. - e. -

Subtotal - - - - - - #REF!

TOTAL #REF! #REF! #REF! #REF! #REF! #REF!

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VI. ANNEXES TO THE PROPOSAL

x Proof of Registration with a government agency x List of fund sources in the past five years x Audited Financial Statements for the (last 3) years x Letters of commitment of partners, if any x Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites

SECTION 9 PROPOSAL ATTACHMENT REQUIREMENTS

Attachment requirements are the same for all types of proposal - Small Grants, Planning Grants and Strategic Projects. These are:

1. Cover Letter 2. Checklist of Submissions 3. Project Summary Sheet 4. Proposal Annexes

a. Proof of Registration with a government agency b. Audited Financial Statements for the (last 3) years c. Letters of commitment of partners, if any d. Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites.

1. Cover Letter GUIDEPOSTS x The SGP-5 Cover Letter is the required format. This is to be used in all the three (3)

funding proposal formats.

x The following information requirements are included: � Date of submission of the proposal � Title of proposed project � Objectives of the proposed project � Site area of the proposed project � Project duration, its desired dates of commencement and termination � Name of proponent � General description of the proponent- registration status and years of operation � Statement of non-disqualification � Amount requested from SGP � Amount of committed counterpart and its source/s � Name and signature of contact person/authorized signatory

NOTES x The SGP-5 Cover Letter contains basic information requirements that are simple, brief,

easy to provide and these will quickly distinguish a proposal package from one another.

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x The required information can be lifted from this Section’s 3. Project Summary Sheet.

TIPS x Your cover should look professional and neat. However, do not waste time using fancy

report covers, expensive binding, or other procedures that may send the wrong message. You are trying to impress SGP-5 with how you really need funding, not the message that you do things rather expensively!

2. Checklist of Submissions GUIDEPOSTS x The Checklist of Submissions is a list of the Attachments that should be included in the

proposal package for submission. NOTES x This checklist assists the proponent in the inclusions that need to be submitted. When

included in the proposal package, each of the required items should be checked off. TIPS x Make sure all documents are available, prepared and for ready attachment to the

proposal submission well ahead of time.

x Any endorsements or commitments should be secured well ahead of the submission time.

x When preparing the summary sheet with attachments, please take note of those that

would require the original from those that photocopies can be sufficient. 3. Project Summary Sheet GUIDEPOSTS x The Project Summary Sheet summarizes aspects of your proposal that are clarified at a

later point in the proposal.

NOTES

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x To some extent, the Sheet establishes the framework so that the rest of the proposal

package has a frame of reference.

TIPS x Think of your title as a mini-abstract. A good title should paint a quick picture for the

reader of the key idea(s) of your project.

x The title should be clear and unambiguous (do not make it "cute"). The words you use in your title should clearly reflect the focus of your proposal. The most important words should come first, then the less important words. Make sure your words are in the correct order.

x Try to remove words from your title that really are not necessary for understanding. Try

and use only a single sentence for your title. If the sentence is getting too long try removing some words. When all else fails try using a two part title with the parts separated by a colon (use only as a last resort!). Do not attempt to use the title as an abstract of your entire proposal.

x The aim of the project is what is being directed at. The goal of your project can be

indicated in this portion.

x Make sure the project duration is an achievable period or an adequate time for the intervention.

x Use the complete and correct proponent name that is in the appropriate government

registration with the corresponding years of operations.

4. Proposal Annexes GUIDEPOSTS x The following should be included in the proposal submission:

� A. Proof of Registration with a Government Agency [Duly registered with the Philippines Securities and Exchange Commission (SEC), and/or any government agency registration to which imbues it with legal personality, particularly including the powers to enter into contracts, to maintain bank accounts, and to compel and be compelled performance of obligations by legal action.]

� B. Audited Financial Statements for the (last 3) years.

[Proof of established financial systems and procedures which conform to generally accepted audit standards and implemented by qualified finance staff; financial statements prepared by a certified public accountant.]

� C. Letters of Commitment of Partners, if any [Commitment from partners, whether LGU, government agencies, academic institutions, private organizations or other initiatives to support the project.]

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� D. Endorsement by NCIP for proposals that will involve IPs/ICCs, or PAMB for

projects that will be implemented in NIPAS sites [Endorsement by the National Commission on Indigenous Peoples (NCIP) for proposals that will involve or affect indigenous peoples (IPs)/indigenous conserved communities (ICCs), or Protected Area Management Board (PAMB) for projects that will be implemented in National Integrated Protected Areas System (NIPAS) sites.]

SECTION 10

BEFORE SUBMITTING YOUR PROPOSAL GUIDEPOSTS x For proposals that do not contain the original or bear inconsistent handwritten signatures

of the proponent’s authorized signatory, the Country Program Management Unit (CPMU) may require proof of authenticity of signatures and submissions.

x Your proposal may be submitted through any means possible, such as personal delivery,

electronic mail, snail mail, courier, and fax. TIPS x Use the Checklist of Submissions to ensure that all needed information and/or

administrative details are included.

x Look again at the goals and objectives and at your written plans and procedures for achieving the goals. Check to see that they are well-developed and realistic and that your plans are innovative and appropriate.

x Little Things That Can Make a Difference

� Use a spell checker before submitting the proposal. � Proofread carefully. � Be sure to follow the directions given in the Call for Proposals. In particular, follow

any specific requirements such as page limitations. � In general avoid abbreviations. The first time you use an acronym, write out what it

stands for and put the acronym in parentheses. After that you can use the acronym. � Use page numbers in your proposal. � Print out a copy of your proposal to ensure that all sections of the proposal and all

attachments are readable. x Keep a copy of your proposal for your own records as the one you will submit will not be

returned.

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GLOSSARY OF TERMS Assumptions: the necessary positive conditions that allow for a successful cause-and-effect relationship between the different levels of results. Background: Information that describes the project, including its goals, objectives, context, and stakeholders. Baseline: The situation at the beginning of a programme or project that acts as a reference point against which progress or achievements can be assessed; The current scenario or circumstances of which your objective emanated. Component: A physically or temporally discrete part of a whole. It is any segment that can be combined with others to make a whole. Dissemination: The process of communicating information to specific audiences for the purpose of extending knowledge and, in some cases, with a view to modifying policies and practices. General Objective: The statement of desired outcome resulting from the implementation of the project (end of project result) that contributes to the delivery of project outcomes.

Goal: A broad-based description of an intended outcome; A statement of desired outcome that contributes to the overall purpose of the entire project; A statement of desired outcome that contributes to the over-all purpose of the entire project. Indicators: Signs or benchmarks against which to assess Progress; Quantitative or qualitative variables that allow the verification of changes produced by a development intervention relative to what was planned. There are two types of indicators: quantitative and qualitative indicators. Quantitative indicators are a number, percentage or ratio of. In contrast, qualitative indicators seek to measure quality and many times are based on perception, opinion or levels of satisfaction. Knowledge Management: A range of practices used by organisations to identify, create, represent, and distribute knowledge: A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an organization’s information assets, These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers. Logframe Analysis: A particular format used for planning a project. Matrix: An arrangement of rows and columns used to display multidimensional information. Measurement: Determination of the magnitude of a quantity. Monitoring and Evaluation Plan: Used to systematically plan the collection of data to assess and demonstrate progress made in achieving expected results. The M&E plan highlights mechanisms or modalities for monitoring the achievement of outputs and the contribution towards achievement of outcomes. Objective: A specific description of an intended outcome. Outcome: Post-treatment or post-intervention effects.

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Outputs: The result of the action undertaken to achieve the project’s specific objectives. Tangible things (activities, products) that come from the activities; examples include training workshops, publications, reports etc. Project Framework: Describes what a project will do (its objectives), how it will do it planned activities), how successful project execution will be measured (critical milestones), what risks to project success exist, and how these risks can be managed (mitigation strategies). Replicability: The potential to use the learnings from the project to design another very similar one somewhere else. Result: A describable or measurable change in state that is derived from a cause and-effect relationship. There are three types of such changes (intended or unintended, positive and/or negative) which can be set in motion by a development intervention that generates outputs, outcomes and impact.

Results-based Management: A management approach aimed at ensuring that activities achieve desired results.

Results-based Management Framework: Outlines what products and/or services will be developed (outputs) and what the impact(s) of the innovation will be on the target population and other relevant groups (intermediate and ultimate outcomes). The RMF captures both expected and achieved outputs and outcomes, as well as variations from these expectations. Risk: Corresponds to a potential future event, fully or partially beyond our control that may (negatively) affect the achievement of objectives; any area of uncertainty that represents a threat or an opportunity to the project. Risk Mitigation Strategies: Initiatives identified that will minimize the risks from happening. Specific Objective: The statement of desired action that would contribute to the realization of the project’s general objective. Stakeholder: One who has credibility, power, or other capital invested in a project and thus can be held to be to some degree at risk with it. Strategy: A systematic plan of action to reach predefined goals. Sustainability: The potential for the impact created by the project to be sustained after the end of the project. Target: The desired outputs of the objective at the end of the project.

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REFERENCES Bacon, Faith L. 2014. Project Planning & Project Sustainability, PowerPoint Presentations Used in the GEF-SGP5 Writeshops. Philippines. CIVICUS: World Alliance for Citizen Participation. 2003. Johannesburg, South Africa. Gatumbato, Errol A. Project Development and Proposal Writing Overview, PowerPoint Presentations Used in the GEF-SGP5 Writeshops. Philippines. GEF Small Grants Program. January 21, 2015. Grant Application and Project Proposal Formulation Guidelines. Accra, Ghana. GEF Small Grants Program Fifth Operational Phase. 2014. Call for Project Proposals with SGP-5 Grantmaking Guidelines. Quezon City, Philippines. GEF Small Grants Program. Undated. Call for Proposals GEF SGP Strategic Projects 5th Operational Phase: 2011-2014. Malaysia. GEF Small Grants Program. Undated. Planning Grant Application. Nassau, Bahamas. GEF Small Grants Program. August 2013. Planning Grant Template. GEF SGP OP5 Strategic Project Template Gonzales, Minerva G. 2014. Proponent’s Profile, Stakeholder Analysis, Project Management, Project Monitoring and Evaluation, Community Participation and Knowledge Management, PowerPoint Presentations used in the GEF-SGP5 Writeshops. Philippines. National Science Foundation. Undated. A Guide for Proposal Writing. Arlington, Virginia, USA. Quicho, Rodolfo Fernando N. February 2015. Results-based Management: Guide in Proposal Development and other RBM Notes, PowerPoint Presentations during the UNDP SGP Project Development Coaches Workshop, Quezon City. S. Joseph Levine, Ph.D. Undated. Guide for Writing a Funding Proposal. Michigan, USA. SGP Project Proposal Concept Template. Undated. Makati, Philippines. United Nations Development Group. March 24, 2010. Results-Based Management Handbook (Clean Draft Version). United Nations Development Programme Philippines. 2012. Project Document: Fifth Operational Phase of the GEF Small Grants Program in the Philippines 2013-2017. Makati City, Philippines.

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ATTACHMENT 1 SAMPLE PROPOSAL 1 – SMALL GRANTS

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ATTACHMENT 2 SAMPLE PROPOSAL 2 – SMALL GRANTS

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ATTACHMENT 3 SAMPLE PROPOSAL 3 – PLANNING GRANT

This sample proposal was prepared to illustrate the filling up of a Planning Grant proposal template. The names of people, organizations, locations and situation are fictitious. Attachments to the proposal were not included in the preparation. VII. PROPONENT’S PROFILE

K. Name of Proponent Organization and Contact Details Name of Proponent

Organization (Attach an organizational brochure, if any)

Samahan ng Maghahalaman at Magpupuno ng Nueva Maria (SAMAMANUMA)

Address 12 Timog Avenue, Bagabag, Nueva Maria Telephone 099-12345678 Fax NA Email halamanpuno@yahoo.com.ph Website www.samamanuma.org

L. Legal Personality Nature of Organization ____X__ NGO

_______ PO

_______ CBO

Government Agency of Registration Securities & Exchange Commission

Date of Registration May 1, 2007

Inclusive Dates of Inactivity, if any From: NA

To:

Reason for Inactivity NA

Total No. of Years of Activity ___8____ Years

From: May 1, 2007

To: Present

M. Organizational Mandate Vision: A sufficiently forested, ecologically stable and economically prosperous Nueva Maria. Mission: SAMAMANUMA was established to improve the quality of life in Nueva Maria by protecting the different ecosystems and promoting biodiversity conservation. Goals: 1. To bring together as many individuals and communities with a stake in biodiversity

conservation in Nueva Maria to work together in an open and collaborative manner. 2. To document conservation importance, biophysical socio-cultural and economic

characteristics and conditions in the different biodiversity significant areas. 3. To inform and educate about the current biodiversity situation and its relationship to the

quality of life of the residents. 4. To identify, explore and recommend specific actions that government and local

stakeholders might take to promote biodiversity conservation in Nueva Maria. 5. To recommend monitoring strategies to provide continuous information regarding the

changing nature of biodiversity.

Core Activities: x Conduct of environmental awareness campaigns x Biodiversity monitoring & environmental laws enforcement x Conduct of Resource Assessments, Biodiversity surveys and Management

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Recommendations x Community Conservation in Selected Biodiversity Sites Target Population/s Residents of Nueva Maria N. Organizational Structure Insert Organizational Chart here Highest Governing Body/Person Board of Directors / Chairman Composition 9 Board Members Core Functions Governance

Names of Officers Positions Bruno Almacigan Chairman Amado Yakal Vice Chairman/Executive Director Santana Apitong Secretary Camilla Angile Treasurer Perfecto Lauan Auditor No. of Paid Staff

Managerial Staff __1___ Full-time

______ Part-time

______ Women

______ IPs

Technical Staff __2___ Full-time

______ Part-time

__1___ Women

______ IPs

Administrative Staff __2___ Full-time

__2___ Part-time

__2___ Women

______ IPs

O. Organizational Capacity Membership in Networks: Pambansang Alyansa ng Tanim Puno

Total No. of Years of project management/

implementation experience Eight (8)

Previous experience/s relevant to the proposed project (biodiversity, natural resource management, sustainable development): Inclusive Years

Project Title Total Project Cost Funding

Partner

2008-2009 Developing the Nueva Maria Wetlands Center

Php 1.5 Million Provincial Government; German NGO

2008 - present Ecocamping for Highschool Students in Lakshore Communities

Php 1.2 Million Schools and Private Companies

2010 - 2013 Community Lake Monitoring in Bagong Buhay Province

Php 3 Million DENR, Swiss Government

2013 – present Mapping Initiatives in the Region

Php 6 Million DENR, All LGUs in the Region of Bundok Island

Previous projects with SGP: Inclusive Years Project Title Total Project Cost Funding

Partner

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NA

Years with Audited Financial Statement

(please attach Audited Financial Statements in the last three years immediately preceding this application)

2008-2013

VIII. PROJECT BACKGROUND AND RATIONALE F. Brief description of the area targeted for the project Mt. Tarragon – Triple Lakes (MTTL) Natural Park covers five (5) municipalities in Nueva Maria. Mt. Tarragon, with an area of 133,000 hectares is mostly within the municipality of Palangga with some parts belonging to the municipalities of Bigote and Duling. The municipalities of Siguro and Sana share the Triple Lakes area which is about 6 km north and 14m km west of Taranta City. Mt Tarragon and the Triple Lakes are only a few kilometres apart. The project site is intended to cover 5 municipalities with 14 barangays. Mt. Tarragon is one of only two tall mountains in Bundok Island and several upland lakes and waterfalls. Mt. Tarragon has three habitat types: agricultural, primary forest and secondary forest. To the north of Mt. Tarragon are the larger Lake Balimbing and the smaller Lake Dagok and Lake Bwelta – the larger lake being 2.5 times larger than the smaller ones. Formed by volcanic actions, the lakes appear to be without any outlet and it is presumed that outflows occur by percolation of water through the lakes’ bottom. The three (3) lakes are considered as ecotourism sites. The natural park is visited by birdwatchers since MTTL National Park is an important Bird Area that is a habitat to both globally threatened and restricted range (very limited geographical distribution) species. Mt. Tarragon is also a popular mountaineering site.

G. Relevant socio-economic-cultural data, including resource use and dependency,

poverty, ethnicity The 14 barangays in the 5 municipalities within the MTTL National Park project site has a total population of 2000 with an average household size of 5.23. Many of the households have migrated or have lived elsewhere before settling in the barangays where they presently reside. Reasons for migration include availability for employment and land for farming and other economic reasons, proximity to relatives, poor peace and order situation in their places of origin, presence of schools in their present place of residence, desire to live separately from parents/in-laws and purchase of land. The employment of male household members are in carpentry and construction as laborers, farming, transport sector (drivers and conductors), private sector, government offices and agencies, barangay projects – road maintenance workers. Female household members are engaged in business, farming, barangay road maintenance work, domestic helpers, employees of individuals engaged in various enterprises. The average monthly income is Php 3,980. Ninety percent (90%) of MTTL households live below the poverty line. In terms of fuel used in cooking, firewood is most commonly used and only a few use LPG, electricity, charcoal and sawdust. The use of firewood has implications to the condition of the forest since the demand for more firewood results in more pruning of branches and the cutting of young trees.

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There is strong belief in supernatural beings particularly in spirits that dwell in the forest but there is still high incidence of harvesting forest resources. It is perceived that the deterioration of the forest is caused by rapid population growth which is associated with cutting down of trees and clearing of forest for kaingin farms and plant diseases. Kinship and social networks, political and religious affiliations and recreational patterns contribute to the socio-cultural and economic condition of MTTL communities.

H. Brief description of the project idea to be proposed Due to the existing ecotourism sites and the present day practices of the communities residing in the MTTL National Park area, it will be proposed that significant strategies and actions be conducted to address the threats and ensure inclusion of biodiversity conservation objectives in their daily living. MTTL has been proclaimed a national park and acknowledged as one of the biodiversity hotspots in the Philippines. Threats informally identified are: massive burning and clearing of secondary forest growth for abaca plantations, other slash-and-burn activities even on the steep portions of Mt. Tarragon, utilization of cogonal areas for swidden agriculture, game hunting for recreational purposes, hunting for pet trade and unsustained protection and patrolling activities. I. Statement of the hurdle/challenge to the preparation of a full-blown project

proposal There is no over-all biodiversity conservation policy and identified systematic actions to address the environmental challenges in the area. There is a need to know what exists, review what has been done, what has not been done, and what has yet to be done. There is a need to gather information on MTTL National Park and the communities covered: biophysical characteristics, socio-cultural and economic situation, geopolitical condition and awareness knowledge attitude practice (AKAP). Once gathered and analyzed the information will provide the required background data to organize and give feedback to the stakeholders (LGUs, national and local government/private sectors, communities), identify strategies and actions, propose and seek funding for a project to properly address the threats and other concerns. J. Brief description of the intervention to address the hurdle/challenge to proposal

preparation A Resource, Socio-Economic and Awareness Assessment (RSEAA) will be conducted in the communities covered by MTTL National Park. With the information gathered and analyzed, a Strategy and Action Plan for Biodiversity Conservation for MTTL will then be developed. Developing this will start with a Consultative Workshop, series of follow-up rounds and synthesis of inputs This Action Plan will serve as the basis for coming up with the proposed activities for biodiversity conservation of the Mount Tarragon-Triple Lakes National Park. It will lay the ground for the formulation of a framework of strategies and actions for all the concerned in managing and sustainably/wisely use MTTL and its resources for the benefits of the present and future generations of Nueva Maria. IX. PROJECT OBJECTIVES AND TARGET OUTPUT/S General Objective:

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The development of policy, strategy and action plan for the wise use of Mt. Tarragon – Triple Lakes National Park resources, incorporating concerns on biodiversity conservation. Specific Target/s Methodology to be Used for Achieving the Output Specific Target 1:

Baseline Information on

the environmental status of

the site prior to the

implementation of the

conservation intervention.

Conduct of a Resource, Socio-Economic and Awareness Assessment (RSEAA) that will provide baseline data. Data collection will cover the physical, biological and social aspects of the area. Data analysis will be anchored on biodiversity conservation and sustainable development framework.

Specific Target 2:

Organized Learning Event

with a series of activities

that will increase

awareness of key

stakeholders in

biodiversity conservation.

Conduct of a Consultative Workshop to draw together stakeholders for sharing the baseline information and analysis, learning objectives and empowering process. The Preparation Phase, scheduled ahead, will ensure the build-up of interest, enthusiasm and knowledge-building across the target groups. This will cover: a) circulation of an information packet to all key stakeholders on the gathered information, the next steps and different ways they can be engaged in the activities; b) selection and invitation of key partners and participants who can contribute the most; and c) convening small group discussions to solicit inputs to be presented during the conference program. The small group discussions will develop working drafts. For the Workshop Proper, the program will be: a) using a mix of high impact learning methods, will support the information sharing and learning objectives as well as an empowering process providing the participants with the options of relevant actions they can commit to after the conference; and b) commitment setting from the key stakeholders highlighted by formulation of a conference resolution, signed and put into effect at the conclusion of the conference; the resolution will contain steps to sustain the action learning and short term program for prioritizing mechanisms for biodiversity conservation.

Specific Target 3:

Strategy and Action Plan

on MTTL National Park

Conduct of Synthesis Activities for finalization. The main vehicle for information sharing and packaging knowledge management products will be the website of SAMAMANUMA and through a virtual discussion area. Updates and progress on the conference resolution, the agreed mechanism for the policy, strategy and action plan will be maintained through this web portal. It will also contain supporting documents, tools and facilitating mechanisms to guide action from the contributors in the conference. The partnership with the University of Nueva Maria will bring in the support of the academe in incorporating results and agreements in related outreach projects.

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X. IMPLEMENTATION PLAN

E. Project Implementation Mechanism which should describe how the planning grant shall be managed, and who shall be involved in the implementation thereof, including their qualifications and their roles in implementation).

SAMAMANUMA will over-all manage the planning grant. It has a track record in organizing output oriented events and activities including consultative forums, conferences, consultations and the like. It conducted 3 Stakeholder Conferences for the conservation of Mt. Paprika National Park that were instrumental in promoting partnerships among the private sector, the government and NGOs. SAMAMANUMA also spearheaded the formulation of the Communication, Education, and Public Awareness (CEPA) Program in 2010 for the monitoring of community lakes in Bagong Buhay Province. The RSEAA will be contracted out to the University of Nueva Maria that has a track record of conducting rapid site assessments in the biodiversity hotspots in Bundok Island. SAMAMANUMA will coordinate with different partners, moderate interaction among project partners and also serve as the repository of information related to the project. Headed by the Executive Director, the project will be supported by a team of internally designated SAMAMANUMA members and externally-hired experts, to fill-in critical capacity requirements and produce the expected outputs. Below is a summary of the various roles and tasks of the partners and members for this initiative.

WHO DEFINED ROLES SAMAMANUMA Overall project management and secretariat, fund

management and administration. University of Nueva Maria Conduct of the RSEAA, Academic Partner, Technical

Working Group (TWG) Member, TWG workshop support and meeting requirements, logistical support for the conference venue requirements in Taranta City.

GEF-SGP 5 Funding Partner Canadian NGO Funding Partner for Synthesis Activities (website

maintenance/ knowledge management) Swiss NGO Funding Partner for Core SAMAMANUMA Staff DENR in Nueva Maria Policy partner and convener for crafting the policy,

strategy and action plan Nueva Maria and Barangay LGUs

Funding Partner

Project Team SAMAMANUMA counterpart + Project-hired team to support the series of activities (workshop proceedings, documentation and knowledge product packaging, financial management and reporting)

Facilitators Project-hired experts to support small group discussion processes

Resource Persons Presentation of key papers and discussion leads for the Strategy and Action Plan

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F. Project Staffing Requirements Position Qualifications Functions Term/ Level of

Effort Availability Source of Salary/Fee

Project Management (Full-time/Part-time)

(Available/To be recruited)

(Project, LGU, etc.)

Executive Director Forester and Project Mgt Expert Over-all project management 100% Full-time Available Swiss

NGO/SAMAMANUMA

Program Officers Biologist and Project Mgt. Expert Assist in project management 100% Full-time Available - 2 -do-

Program Assistants Administration and Finance Performs administrative and

financial functions

100% Full- time

75% Part-time

Available – 2

Available - 2

-do-

-d0-

Project Staff (Full-time/Part-time)

(Available/To be recruited)

(Project, LGU, etc.)

Project Technical

Assistants (4)

College Graduates in

Environmental Science,

Agriculture, Forestry,

Accounting and Office

Administration

Assist in technical aspects of the

project

100% (7) Available – 2 To be hired - 2

Swiss NGO/SAMAMANUMA Project

Facilitators Facilitation Experts Support small group processes 5 days @6

persons = 30

To be recruited Project

Website Processes IT Experts Maintain website and perform

knowledge mgt functions

100% - 2 Available Swiss

NGO/SAMAMANUMA

Project Team Various TWG and workshop

logistical skills

Workshop logistical support 45 days @ 6 staff

= 270

To be recruited Project

Project Consultants (No. of person days)

(Available/To be recruited)

(Project, LGU, etc.)

University of Nueva

Maria Team

Rapid Site Assessment Expertise Conduct of the RSEAA 75 days @22 staff

= 1,650

Available Project

University of Nueva

Maria Team

Various TWG & conference

venue logistical skills

Workshop TWG & venue

logistical support

30 days @10 staff

= 300

Available Project

Resource Persons Biodiversity Experts Consultation Workshop

Resource Persons

5 days @10

persons = 50

To be recruited Project

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G. Workplan

General Objective: The development of policy, strategy and action plan for the wise use of Mt. Tarragon – Triple Lakes National Park resources, incorporating concerns on biodiversity conservation. Specific Target 1: Baseline Information on the environmental status of the site prior to the implementation of the conservation intervention.

Key Activities Timeframe (in weeks or fortnights)

Wks 1-2

Wks 3-4

Wks 5-6

Wks 7-8

Wks 9-10

Wks 11-12

Wks 12-13

Wks 13-14

Contracting with the University

of Nueva Maria, Start-Up X

Data-gathering X X X X

Data cleaning X

Data analysis X X

Submission

Specific Target 2: Organized Learning Event with a series of activities that will increase awareness of key stakeholders in biodiversity conservation.

Key Activities Timeframe (in weeks or fortnights)

Wks 1-2

Wks 3-4

Wks 5-6

Wks 7-8

Wks 9-10

Wks 11-12

Wks 12-13

Wks 13-14

Preparation Phase X X X

Consultation Workshop Proper X

Specific Target 3: Strategy and Action Plan on MTTL National Park

Key Activities Timeframe (in weeks or fortnights)

Wks 1-2

Wks 3-4

Wks 5-6

Wks 7-8

Wks 9-10

Wks 11-12

Wks 12-13

Wks 13-14

Synthesis Activities Including

Finalization X X X X

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XI. BUDGET PROPOSAL

C. Budget Summary

Items Proposed Budget (in PHP) SGP Proponent Community Others

Direct Project Expenses

Specific Output 1 130,000 5,000 1,500 50,000

Specific Output 2 50,000 5,000 15,000

Specific Output 3 20,000 5,000 50,000

Salaries and Benefits 110,000 200,000

M&E 10,000

Sub-Total 200,000 125,000 1,500 335,000

Administrative Expenses 10,000 2,000 20,000

Grand Total 210,000 127,000 1,500 345,000

Exchange Rate: US$1 -= PhP 42

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D. Detailed Budget Project Title: Mt Tarragon – Triple Lakes National Park Strategy and Action Plan Project Site: Nueva Maria, Philippines

Proponent: Samahan ng Maghahalaman at Magpupuno ng Nueva Maria (SAMAMANUMA) Duration: Six Months and a Half (6.25 months)

ACTIVITY Unit

Unit Cost

Project

Total Project Cost Requested Amount

Counterpart

Measure Target Proponent Community Other 1 Other 2

I. ACTIVITY COSTS

Specific Target 1: Target Outputs: 1.1 Activity a. cost component 1 contract 25,000 1 25,000

5,000

10,000

b. cost component 2

Research plan 10,000 1 10,000 5,000

1.2. Activity

a. cost component 1 Data Set 121,000 1 121,000 95,000 1,500 10,000 1.3. Activity

-

a. cost component 1 Cleaned Data Set 5,000 1 5,000 5,000

10,000

1.4. Activity

a. cost component 1 Analysed Data set 7,000 1 7,000 5,000 10,000

1.5. Activity

a. cost component 1 Report 18,500

18,500 20,000 10,000

Specific Target 2:

Target Outputs:

-

2.1 Activity

-

a. cost component 1 Preparation plan 20,000 1 20,000 5,000 15,000

2.2 Activity

- a. cost component 1 workshop 50,000 1 50,000 50,000 Specific Target 3: - Target Outputs: -

3.1 Activity - a. cost component 1 Final Plan 75,000 1 75,000 20,000 5,000 50.000

III. SALARIES AND BENEFITS/CONSULTANTS a. Core staff salaries and benefits persons 9 180,000 - 80,000 100,000

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b. - c. - d. - e. -

Subtotal - - - - - -

IV. ADMINISTRATIVE COSTS a. Supplies/Materials Asstd - 10,000 2,000 10,000

b. Water 6 mnths - 4,000

c. Electricity 6 mnths - 6,000

Subtotal - - - - - -

TOTAL 563,500 210,000 97,000 1,500 255,000