Download GPAF COMMUNITY PARTNERSHIP PROPOSAL FORM

GPAF COMMUNITY PARTNERSHIP PROPOSAL FORM (Round 3)
The Proposal documentation provides detailed information about your proposed project.
This information is used to assess the strengths and weaknesses of the initiative and will
ultimately inform the DFID funding decisions. It is very important that you read the GPAF
Community Partnership Window Guidelines for Applicants and related documents
before you start working on your Proposal, to ensure that you understand and take into
account the relevant funding criteria. Please also consider the GPAF Proposals - Key
Strengths and Weaknesses document, which has been prepared following the appraisal
of full proposals submitted to previous GPAF Innovation and Community Partnership
windows, and identifies the generic strengths and weaknesses of proposals submitted in
relation to the key proposal appraisal criteria.
How? You must submit a Microsoft Word version of your Proposal and associated
documents by email to [email protected] . It should be written in Arial font
size 12. We do not require a hard copy.
When? All Proposal documents must be received by the GPAF Fund Manager (Triple
Line/Crown Agents) on or before 23:59 GMT, 28th April 2014. Proposal documents that
are received after the deadline will not be considered.
What? You must submit the following documents:
1. Narrative Proposal : Please use the form below. The form has been designed to allow
you to record all the information required to assess your proposed project. Please note
the following page limits:

Sections 1 – 7
: Maximum of 15 (fifteen) A4 pages

Section 8
: Maximum of 3 (three) A4 pages per partner
Please do not alter the formatting of the form and guidance notes. Proposals that
exceed the page limits or that have amended formatting may not be considered.
2. Logical framework: All applicants must submit a full Logical Framework/Logframe and
Activities Log. Please refer to the GPAF Logframe Guidance and How-To-Note and
use the Excel logframe template provided.
3. Project Budget: Applicants must submit a full project budget with the Proposal.
Please refer to the GPAF Community Partnership Window Guidelines for Applicants
and Financial Management Guidelines and the notes on the budget template. The
Excel template has three worksheets/tabs: Guidance Note; Budget; and Budget Notes.
Please read all guidance notes and provide full and detailed budget notes to justify the
budget figures.
4. Your organisation's governance documents: e.g. Memorandum and Articles of
Association, Trust Deed, Constitution. We need this to check your eligibility. If you
have any doubts about your eligibility please contact us immediately.
5. Organisational Accounts: All applicants must provide a copy of their most recent
(less than 12 months after end of accounting period), signed and audited (or
independently examined) accounts.
6. Project Organisational Chart / Organogram: All applicants must provide a project
organisational chart or organogram demonstrating the relationships between the key
project partners and other key stakeholders (please use your own format for this).
7. Project Schedule or GANTT chart: All applicants must provide a project schedule or
GANTT chart to show the scheduling of project activities (please use your own format
for this).
1
GLOBAL POVERTY ACTION FUND (GPAF) – COMMUNITY PARTNERSHIP WINDOW
PROPOSAL FORM
SECTION 1: INFORMATION ABOUT THE APPLICANT
1.1
Organisation name
Feed the Minds
1.2
Main contact person
Name:
Position:
Email:
Tel:
Adam Sach
Fundraising and Communication Director
[email protected]
0207 582 3535
1.3
2nd contact person
Name:
Position:
Email:
Tel:
James Cole
Programme Officer
[email protected]
0207 582 3535
1.4
Please use this space to inform
of any changes to the applicant
organisation details provided in
your Concept Note
N/A
SECTION 2: BASIC INFORMATION ABOUT THE PROJECT
2.1
Concept Note Reference No.
INN-07-CN-1543
2.2
Project title
Sustainable agricultural livelihood and income
enhancement for 2,500 women farmers in northern
Sierra Leone through skills training and gaining access
to markets.
2.3
Country(ies) where project is to
be implemented
Sierra Leone
2.4
Locality(ies)/region(s) within
country(ies)
Makarie Gbantie Chiefdom, Bombali District, Sierra
Leone
2.5
Duration of grant request (in
months)
24 months
2.6
Project start date (month and
year)
1st January 2015
2.7
Total project budget (In GBP
sterling)
£249,575
2.8
Total funding requested from
DFID (in GBP sterling and as a %
of total project budget)
£249,575
100%
2.9
If you are not requesting the full Source: N/A
amount from DFID, please list
the amounts and sources of any £
other funding (In GBP sterling
and as a % of total project funds)
%
2.10
Year 1 funding requested from
DFID (In GBP sterling)
£143,932
2
2.11
Please specify the % of project
funds to be spent in each
project country
Sierra Leone: 80%
UK: 20%
2.12
Have you approached any other
part of DFID to fund this
project?
NO [delete as appropriate]
If Yes, please state which fund or department:
2.13
ACRONYMS (Please list all acronyms used in your application in alphabetical order and
write out each one in full. You may add more rows if necessary.)
UNDP
United Nations Development Programme
IFAD
International Fund for Agricultural Development
MDG
Millennium Development Goal
PRSP
Poverty Reduction Strategy Paper
MDGNA
Millennium Development Goals Needs Assessment
SLDHS
Sierra Leone Demographic and Health Survey
GoSL
Government of Sierra Leone
IMF
International Monetary Fund
FTM
Feed the Minds
MEWODA
Menna Women’s Development Association
SLPMC
Sierra Leone Produce Marketing Cooperation
BALID
British Association for Literacy In Development
VMC
Village Monitoring Committee
SECTION 3: FIT WITH GPAF COMMUNITY PARTNERSHIP WINDOW
3.1
CORE SUBJECT AREA - Please identify between one and three core project focus areas
(insert '1' for primary focus area; '2' for secondary focus area; and '3' for tertiary focus area)
NB: For this Round (3) the thematic focus is on Jobs and Livelihoods. DFID is seeking
projects that are focused on bringing tangible change to poor people’s lives through
raising household incomes and improving livelihoods.
Agricultural production
2
Governance
Appropriate Technology
Health (general)
Business advice and support
HIV/AIDS / Malaria / TB
Business (incl. technical) skills
Housing
Child Labour
Income Generation
Child Rights / Child Protection
Justice
Climate Change
Land
Conflict / Peace building
Livestock
Cooperatives
Market analysis / information
Core Labour Standards
Market access / promotion
Disability
Media
1
3
Drugs
Mental Health
Economic assets
Microfinance (Credit, Savings and Loans)
Education & Literacy
Reproductive Health / FGM
Enterprise development
Rural Livelihoods
Environment
Slavery / Trafficking
Fisheries / Forestry
Trade
Food Security
Water & Sanitation
Gender
3
Violence against women / girls / children
Other: (please specify)
3.2
Which of the Millennium Development Goals will your project aim to address? Please
identify between one and three MDGs in order of priority (insert '1' for primary MDG focus
area; '2' for secondary MDG focus area and; '3' for tertiary MDG focus area)
NB: For this Round (3) the primary MDG must be MDG 1.
1. Eradicate extreme poverty and hunger
1
2. Achieve universal primary education
3. Promote gender equality and empower women
2
4. Reduce child mortality
5. Improve Maternal Health
6. Combat HIV/AIDS, malaria and other diseases
7. Ensure environmental sustainability
8. Develop a global partnership for development
3.3
Explain why you are focusing on these specific MDGs.
Are the above MDGs “off track” in the implementing countries? If possible please identify subtargets not just the within national context but also related to the specific geographical location
for the proposed project. Please state the source of the information you are using to determine
whether or not they are “off track”. How will this project support the national government’s
commitment to achieving identified MDGs? Your response should also inform section 5.3.
Sierra Leone is one of the poorest countries in the world (177/188 (UNDP, 2013)); as a result of the
decade long civil war poverty remains widespread. The country’s poorest people are small scale rural
farmers, particularly women, for whom the war was acutely devastating with ongoing declines in
agricultural productivity leading to resultant increases in food prices and decreases in household
income. IFAD (2013) report that in all aspects of social development, the rural poor of Sierra Leone
are most disadvantaged with inadequate levels of education, food security, healthcare and nutrition.
MDG 1 – Eradicate extreme poverty and hunger: According to the GoSL (2010) this will not be met.
Although absolute poverty across the country has possibly fallen from 70% at the end of the civil war
in 2002 to 60% (The World Bank’s PRSP 2 report (2009) indicates no actual change at street level),
progress has not been sufficient to meet the target of halving the number of people living on <$1/day.
This figure also hides rural/urban differences: rural poverty levels are at 79% and rural areas account
for 73% of the country’s poor (Ibid). The second indicator under this MDG, the poverty gap ratio,
reveals serious regional disparities; Bombali district where this project will take place records the
highest figure for all of Sierra Leone at 50% (MDGNA, 2008) i.e. it requires more resources to be
allocated more intensively, to achieve progress towards this indicator. Even if the poverty rate has
fallen slightly as a national average, the malnutrition ratio has certainly not fallen; the number of
underweight children under 5 has remained constant at 21% with rural areas again bearing the brunt
4
at 23% against 16% for urban areas (SLDHS, 2008).
Supporting the GoSL’s efforts towards meeting this goal: GoSL describe increased agricultural activity
as key to achieving progress towards MDG1, particularly in rural areas where the link between
poverty and hunger is most acute. They propose initiatives that make efficient use of labour and
capacity build the poor. This project focuses on rural women farmers (the most marginalised and
most discriminated group in the country), providing training on efficient crop production to increase
yields of three key crops (groundnuts, rice and ginger) in a sustainable fashion. Simultaneously the
project forms farming cooperatives to allow for the increased yield to not just increase immediate
household food security but to allow for sale at market to increase household income. This is
maximised by capacity building efforts (in line with GoSL’s strategic aims for this goal), training the
cooperatives in business and financial literacy skills and linking them with markets (local, regional and
international) to allow for long term market sales and associated increased household income.
Furthermore, to ensure this increased income is used most effectively to combat the extremely high
poverty in the region, the project promotes equality in the role of women through a series of gender
training activities, focussing on polygamous households as those in most need by cross-stakeholder
engagement (see below).
MDG 3 – Promote gender equality and empower women: This goal will not be met. (GoSL, 2010).
Female dropout from school remains higher than for males, and multiple deeply entrenched layers of
discrimination (including formal government, traditional and religious laws) continue to disadvantage
women in Sierra Leone, including a highly patriarchal culture marginalising the role of women in
making household decisions, coupled with high levels of domestic violence. The result is that women
are highly vulnerable to child marriage, polygamous marriages/negative power relationships, sexual
assault and STIs (World Bank, 2009). Sierra Leone recently had the worst maternal and child
morbidity levels in the world (Ibid) and 23% of the population live in polygamous households; the
majority are in rural areas and are associated with a higher incidence of poverty (75% of polygamous
households are under the poverty line and 36% in extreme poverty, associated with minimal literacy
levels and ongoing food insecurity (IMF, 2005)).
Supporting the GoSL’s efforts towards meeting this goal: GoSL recommend advocacy initiatives to
combat entrenched harmful traditional gender attitudes along with encouraging more women to
partake in literacy programmes as vital in achieving progress towards this goal. This project proposes
intense community advocacy and sensitisation, targeting an appropriate range of local stakeholders
(women’s/men’s groups, local leaders and local government) to combat traditional gender attitudes
and to give women, including older women, greater equity in making household decisions particularly
regarding spending of increased income. Polygamy itself is a deeply entrenched cultural practise and
we are not intending to combat the practise itself; instead this project will promote the role of women
in polygamous households to participate in household decision making. Financial literacy training will
give women farmers, operating both as part of cooperatives and as individuals, maximum ability to
implement and control their own business strategies for the sale of crops and produce. Financial
literacy training is one of Feed the Minds’ key inputs to the project; we have extensive experience
working with in country partners to develop and implement appropriate literacy/numeracy training with
a focus on women and in this project will play a key role in producing relevant and effective training
materials and methodologies to increase the literacy levels of impoverished women farmers.
3.4
Please list any of DFID’s standard or suggested outcome and output indicators that this
project will contribute to. Please refer to the Standard Indicators document on the GPAF
website. Note that if stated here, these indicators also need to be explicit in your logframe.
N/a
SECTION 4: PROJECT DETAILS
4.1
PROJECT SUMMARY: maximum 5 lines – Please provide a brief project summary including
the overall change(s) that the initiative is intending to achieve and who will benefit. Please be
clear and concise and avoid the use of jargon. (This may be used for dissemination of
information about the fund and should relate to the outcome statement in the logframe).
5
To increase the income of 2,500 rural women farmers in 50 villages and increase their ability to use
this income to reduce household poverty (benefitting 17,500 dependents) in Bombali District, Sierra
Leone. This will be achieved through establishing farming cooperatives trained on improved
agricultural techniques and business skills training, combined with gender training/advocacy to women
increased power to decide on use of extra income.
4.2
PROJECT DESIGN PROCESS
Describe the process of preparing this project proposal. Who has been involved in the process
and over what period of time? How have the intended beneficiaries and other stakeholders
been involved in the design? If a consultant or anyone from outside the lead organisation and
partners assisted in the preparation of this proposal please describe the type of assistance
provided.
FTM and MEWODA are the organisations involved in preparing this project proposal. Our partnership
began in 2012 with a pilot project improving economic situation for rural women farmers; FTM has
monitored and reviewed the impact of project activities through written reports and in-country visits.
Feedback/learning was used in the design, working with a larger number of villages and also
introducing new elements. Beneficiary/stakeholder feedback has been a constant and useful process.
A 2013 larger scale needs assessment led to the first development of this proposal; positive learning
outcomes were analysed as to how they could be replicated and maximised in this larger project.
Project challenges and activities that required improvements in order to meet outcomes were
analysed collectively, informing the design of this project. Learning outcomes replicated in the design
of this project relate to literacy outcomes and the impact of increased financial literacy skills for
women selling at market and women becoming elected as leaders as a result of gender advocacy
initiatives. Challenges include learning that literacy activities benefit from regular community visits; the
community themselves requested more literacy training after seeing the advantages it offers.
As a result of this updated needs assessment, and to strengthen the key learning points from it,
MEWODA also conducted specific review/learning discussions with key stakeholders revealing
increasing demand for literacy and demonstrated that women can successfully challenge social norms
and own/use land to manage household income themselves. One of the main outcomes is the need to
raise the status of women farmers within the household level, with subsequent changes in their ability
to make resource allocation decisions. Consensus was gained that this needs to be approached at
both household and village/community level through training and cross-stakeholder sensitisation
efforts. In particular, the practice of polygamy was understood to have a hitherto unrealised significant
discriminatory effect in relation to intra-household decisions relating to income and expenditure
decision making. Whilst polygamy has long been understood as marginalising the role of women,
focus group discussions with both men’s and women’s groups, as well as local government officials,
revealed that the negative impact on women’s household members is greater than previously realised;
typically there is a ‘favourite’ wife, resulting in the household contributions of other wives allocated
unequally and particularly impacting on other children.
Other stakeholder views have been incorporated into project design through open forum meetings
with farming groups, local leaders, local government and traders; in particular recent low quality, nonprocessed, end products have understood as being the cause of poor harvests. Therefore this project
ensures quality processed crops available to sell at markets through use of milling machines.
MEWODA’s local partner, the University of Makeni, confirmed their role as designing facilitation and
beneficiary manuals at reduced cost and also providing expert facilitation.
The entire project design and development stage has been conducted jointly and entirely by FTM and
MEWODA through remote communication and in country visits; no external consultants have inputted.
4.3
PROJECT CONTEXT (PROBLEM STATEMENT)
Describe the context for the proposed project. Why have the particular project location(s) and
target groups been selected and at this particular time? What specific aspects of poverty is the
project aiming to address and how are these affecting the lives of the target groups? What are
the causal factors leading to poverty and/or disadvantage? What gaps in jobs and livelihoods
have been identified? How has your proposal considered existing services or initiatives? Please
6
also refer to your response to section 3.3 (fit with MDGs) when answering this section. NB:
You must present your own analysis of the specific context(s) and the rationale for
selection of the beneficiary target groups with reference to relevant MDG targets.
Northern Sierra Leone is one of the poorest regions in one of the poorest countries on earth, with
subsistence agriculture dominating. Massively affected by the 10 year civil war; agricultural
households were on the brink of starvation even before the war with families repeatedly farming the
same exhausted land. The destruction of tools, seed stocks and killing of labour dealt further crushing
blows (Bolten, 2009). Post conflict the area has started to return to the status quo of subsistence
agriculture, but with no advancement in agricultural/business skills, the region faces continued
subsistence farming. We have identified appropriate strategies to combat rural poverty in the area as
training women farmers and forming cooperatives to sustainably grow crops and sell at market to
generate income. Gender discrimination is identified, through the current project, as having a
massively negative affect, particularly in polygamous households which are a cultural norm.
Polygamy, which increases in prevalence as a result of conflict (Fenske, 2011), acutely enhances the
discrimination of women due to the element of competition. Employment in the area, particularly
outside of Makeni, is restricted to subsistence agriculture with no opportunity to build up resistance to
shocks; in 2012 late rains meant a withering crops/poor harvest. We have identified that although
prices at regional, national and international markets for main crops produced in the area typically
remain favourable, women farmers lack access to those markets due to three dominant factors: lack
of surplus to sell (improved agricultural techniques in this project increase yield sustainably), lack of
ability to form cooperatives and/or arrange for produce to be sent to market due to household/societal
gender discrimination (gender equity initiatives in this project allow women to independently action
researched decisions regarding selling crops at markets) and low literacy levels (literacy and financial
literacy training through this project allows formed cooperatives to link to markets and sell at fairer
prices). Regionally, the SLPMC exist to link up local farming producers with national and international
markets; in practise this is frequently not available to (particularly women) farmers because of lack of
knowledge relating to markets combined with low literacy levels. This project will link with the SLPMC
through their international contacts to sell high quality ginger grown through the project.
4.4
POTENTIAL PROJECT IMPACT
Please describe the anticipated real and practical impact of the project in terms of poverty
reduction. How does the proposal demonstrate a clear line of sight to poverty reduction? What
changes are anticipated in the lives of the main target groups identified in 4.5, within the lifetime
of the project? At what scale or magnitude are these changes envisaged?
Specific change: 2,500 women from 1,250 households in 50 villages across the chiefdom increase
both the quantity and quality of rice, groundnuts and ginger that are already grown in the area, and
directly link up to markets (locally, regionally and internationally) to sell this produce at a rate 50%
higher (average figure for rice, groundnuts and ginger at national and international markets) than is
available in the immediate locality, with corresponding typical household income increases. Produce
will be sold year round in a sustainable fashion, with women themselves controlling increased income
to the benefit of their own and their dependants/children’s livelihoods (an estimated 7,500 children).
Community impact: The cooperative approach combined with financial literacy is sustainable and
locally led and therefore the community impact is long-lasting, with increased literacy levels, alongside
continued and sustainable household income, leading to reduced poverty in the area. The locally
owned processing mills, combined with the newly formed umbrella cooperative, allow for permanent
market access for a comparatively high-profit crop, which is the driver for reduced regional poverty.
No’s benefitting: 2,500 rural women farmers from 1,250 households are direct beneficiaries, along
with 12,500 family members. Advocacy activities, challenging status quo of women, including those in
polygamous relationships, having minimal decision making powers regarding household resource
allocations/financial decisions and promote gender equity and women empowerment.
Practical achievements: The above will lead to women farmers selling produce at markets and
achieving significantly higher income than ever before, and furthermore having increased household
status in order to exercise future allocation of this income to the betterment of their families and
7
dependants, moving them sustainably out of poverty.
4.5
DIRECT AND INDIRECT BENEFICIARIES
Who will be the direct beneficiaries of your project and how many will be expected to benefit
directly from the project intervention? Please describe the direct beneficiary group(s) under a),
differentiating sub-groups where possible, and providing numbers for each sub-category; and
then provide a total number in b).
DIRECT
a) Description
-
b) Number
-
Women farmers from 50 villages, formed into
cooperatives and trained in agricultural techniques and
market/business skills
10 community members form a VMC on gender issues
Villagers attending public meetings on gender equity
2,500 women farmers (2,400 aged 18-50, 100 aged 50+)
1,500 adults (750 male, 750 female), trained on intrahousehold gender issues, 500 of whom (250 male, 250
female) go on to form VMCs
Who will be the indirect (wider) beneficiaries of your project and how many will benefit within
the lifetime of the project? Please describe the indirect beneficiary group(s) and numbers on
each category under a) and then provide a total number in b).
INDIRECT
a) Description
-
b) Number
-
4.6
Households with cooperative member benefit from
increased income allocated towards poverty reduction
50 villages benefit from cooperative formation leading to
greater financial income to 50 households/village.
Villages also benefit from gender advocacy initiatives
(public rallies, radio)
Disabled residents of 3 amputee camps (government
established camps to support war amputee victims)
benefit from having family members joining cooperatives
17,500 household members benefit from one member
joining farming cooperative
67,500 villagers (average 1,350/village; 200 women, 150
men and 1,000 children (500 male, 500 female))
100 disabled individuals from 3 amputee camps (all
adults, 50 male and 50 female)
PROJECT APPROACH / METHODOLOGY
Please provide details on the project approach or methodology proposed to address the
problem(s) you have defined in section 4.3 and achieve the impact and changes anticipated in
4.4. You should justify why you consider this approach to be the most effective way in which to
achieve the project outcome. Please justify the timeframe and scope of your project and ensure
that the narrative relates to the logframe and budget. Be realistic and not over ambitious.
Principal methodology: Forming/training 50 cooperatives (each with 30 members in year 1, increasing
to 50 in year 2) in 50 villages, and linking them to markets both nationally and internationally. Village
level training workshops change intra-household power dynamics and decision making processes to
empower women, allowing them to implement and benefit from cooperative market links.
Benefits of cooperatives:
- Cooperatives increase economic productivity and purchasing/selling power in markets
compared to individual households growing and selling produce
- Cooperatives play essential roles including enabling new/diverse production activities,
mobilising resources, organising activities and local government/community collaboration.
Specifically, the cooperatives:
- Are formed through a process of community sensitisation which links with beneficiary selection
8
on the basis of poverty, vulnerability and commitment
Are directly and permanently linked to markets (local, regional and international)
Use agricultural training to sustainably increase both quality and quantity of yield
Use financial training (including financial literacy, financial management, value and supply
chain processes, land rights, loan management and savings) to control their own selling prices
and manage their own production and income accordingly
- Are represented by an umbrella cooperative, which gives a further strengthened negotiating
position, and links to other large scale produce growers/purchasers
- Collectively own and manage agricultural processing equipment, obtaining best possible price
- Are strengthened through advocacy processes, addressing gender participation in income
decisions and household resource management decisions.
Women empowerment: The project addresses traditional patriarchal attitudes that repress the role of
women in household decision making, especially concerning income. Men are key stakeholders in this
project and advocacy activities sensitise them on the benefits (at both household and local community
levels) of gender equality regarding income and associated decision making. Local leaders (traditional
and elected) are also involved, increasing credibility and maximising impact.
VMCs: Formed as part of cross-community advocacy initiatives to challenge gender power norms
relating to household resource allocation, VMCs act as a permanent resource, giving the credibility
and authority to raise cases of gender discrimination, particularly from polygamous households.
Markets: The project links produce with markets at local, national and international levels, using
combination of the project vehicle and direct meetings with international market representatives
(including SLPMC, who are quasi-governmental and there is no private sector equivalent).
International markets will initially include neighbouring countries Guinea and Liberia, at the level of the
umbrella cooperative. We have identified 5 regional markets across Sierra Leone that will be targeted
for selling, with transport provided by the project vehicle. Local market selling is arranged by the
cooperatives themselves, with support (both advice and vehicle usage) supplied as requested.
Beneficiary selection: The 50 villages represent an area entirely dependent on subsistence farming in
one of the country’s poorest areas. Cooperative members are entirely women and therefore from the
most marginalised in society as victims of gender discrimination. MEWODA have strong community
links and will engage with existing community structures (local leaders, women’s groups) to sensitise
and recruit specific cooperatives based on capacity and vulnerability.
Seed loan system: MEWODA’s experience includes use of this revolving seed fund, allowing for
cooperative start up at reduced financial cost, and from resultant yields some seeds are returned.
Safe and secure storage allows for long term development and expansion of project cooperatives.
-
4.7
SUSTAINABILITY OF BENEFITS
How will you ensure that the poverty reduction benefits for the beneficiary population will be
sustained? Please identify how you will mitigate risks to sustainability, particularly those that
are dependent on handing over responsibility for delivery to others or rely upon a commitment
from the beneficiaries. You should also include any significant risks and mitigation measures in
section 7.1.
9
Cooperatives: Established and trained in governance structures and with technical agricultural training
and financial literacy, business skills and market links training (all of which are backed up by having
accessible manuals), the cooperatives will be well set to continue into the future earning significant
household income for their members. Members will commit financially to the cooperatives, further
enhancing their sustainability, and interest from other village members will allow for future growth.
VMCs: Communities are widely sensitised about the benefits of gender equity for community social
development. The VMCs remain as a permanent resource, allowing women in the future to challenge
gender discrimination in the household and play an enhanced role in decision making within the
household, particularly when regarding financial/resource allocation.
Seed loan system: Loaning seeds to cooperatives with interest paid back in the form of seeds postharvest; returned seeds are loaned to other women farmers joining/establishing their cooperatives.
4.8
SCALING-UP AND REPLICABILITY
What is the potential for future continuation, replication or larger-scale implementation of the
proposed intervention? Please provide details of any ways in which you see this initiative
leading to accessing other funding or being scaled up by others in the future. Describe how and
when this may occur and the factors that would make this more or less likely.
The seed storage/loan system guarantees that outputs continue after 2 year funding period, with
seeds returned as interest loaned out to cooperatives, both those formed as part of this project and
new ones. The project is replicable in other areas of Sierra Leone, and lessons learnt can be adapted
to suit the agricultural outputs of other nations also, combined with the financial literacy and market
links aspects. After this large scale project has been evaluated and analysed, MEWODA/FTM we will
adapt its strengths to other partners locally and in other African countries for replication and impact.
4.9
CAPACITY BUILDING, EMPOWERMENT & ADVOCACY
If your proposal includes capacity building, empowerment and/or advocacy elements, please
explain how they these elements contribute to the achievement of the project's outcome and
outputs. Please also explain clearly why your project includes these elements, and what
specific targets you have identified. Please also refer to the Additional Guidance on
Empowerment and Accountability on the GPAF web page.
Capacity building: FTM’s contribution focuses on: efficient adult literacy (particularly financial literacy),
developing M&E skills and MEWODA capacity building for community-based advocacy leading to
change related to gender dominated power structures (a process that started through an advocacy
training workshop in 2014). FTM’s expertise in literacy methodology/materials will ensure MEWODA’s
training is appropriate for rural women with low levels of education and literacy/numeracy skills;
contextual appropriateness is ensured by working alongside the University of Makeni. All outputs
benefit from the development of training manuals – an aspect which is something MEWODA does not
currently have sufficient capacity for or experience in developing. An initial participatory capacity
assessment (regular part of FTM’s initial partnership commencement process) revealed that M&E was
an area in which MEWODA needed to increase their capacity. This is therefore included as a strategic
organisational development target and fully included in this larger scale project. In country, the
capacity of beneficiaries is enhanced through cooperative formation, allowing local ownership in
response to community identified problems, with appropriate support to formed groups, and ongoing
assistance both from project staff and other groups directly supporting each other.
Advocacy: Challenging and changing patriarchal gender norms is a key project component to change
power structures, increase poorer women’s empowerment and ultimately contribute to increased
income generation and a decrease in poverty and GBV. We are fully aware of the long-term nature of
achieving changes to entrenched cultural norms and the project is therefore integrating a variety of
awareness raising advocacy activities (radio broadcasts, public rallies and village wide
sensitisation/training) combined with training VMCs to ensure agreed changes are discussed,
monitored and implemented. Women are also supporting each other on an individual basis through
their own cooperatives, and are able to use positive examples of increasing income through
empowerment and support each other when meeting resistance from men or women. The project also
gives women opportunities for leadership roles, increasing their influence/power in the local village
10
and providing positive role models. This approach aims to combine different aspects of advocacy into
a structured process; awareness raising, influencing, and positive support which will lead to
behavioural change that is monitored through reported increases in women’s voices being heard in
decision making and domestic violence being more openly discussed, with the aim to in due course
lead to decreased incidence of this. Without these aspects built in, the project would only lead to
household income increase, but not lead to equality for all women and children in a household. These
activities specifically contribute to outputs 3&4, which are key in giving household women increased
role in expenditure/resource allocation, created as a result of increased income under outputs 1&2.
4.10
GENDER AND SOCIAL INCLUSION
How will the project impact positively on issues of gender and social inclusion? How are you
defining social differentiation and addressing any barriers to inclusion which exist in the
location(s) where you are working? Please be specific in relation to gender, age, disability,
HIV/AIDs and other relevant categories depending on the context (e.g. caste, ethnicity, etc.).
How does the project take these factors into account? How is gender mainstreamed and
promoted in your project and in your organisation? What analytical tools are you using to
identify different needs and priorities of women and men, boys and girls, and excluded groups?
Please also refer to the document Gender and the Global Poverty Action Fund on the GPAF
website.
The project has a strong empowerment focus on 2,500 women who are a highly marginalised group in
a post conflict setting. The rural location in one of the world’s poorest countries, combined with
patriarchal attitudes towards gender, mean that the target group are amongst the poorest in west
Africa. This gender focus is a reflection of FTM’s and MEWODA’s core focus on women as vital to
social development and poverty reduction; all of our projects focus on women and promoting gender
equity. The project also benefits 100 war amputees, who struggle to support themselves in a country
with few opportunities for people with disabilities.
4.11
VALUE FOR MONEY (VFM)
Please demonstrate how you have determined that the proposed project would offer good
value for money and that the proposed approach is the most cost-efficient way of addressing
the identified problem(s). Please ensure that your completed proposal and logframe
demonstrate the link between activities, outputs and outcome, and that the budget notes
provide clear justifications for the inputs and budget estimates. Please also refer to the value
for money guidance documents provided in the proposal pack.
One of the VFM challenges incurred with project delivery in remote rural areas is increased
travel/transport costs for training, affecting both staff and beneficiaries. VFM considerations led to a
second hand but reliable vehicle being budgeted for, but also to use cheaper vehicles (motorbikes) for
transport needs. Transport for activities is shared and/coordinated to a high degree. Furthermore,
trainings/workshops are always held in one of the villages where participants live, saving on transport
costs. We also use a ToT methodology, avoiding higher training costs for everyone separately.
Moreover we consider this an effective methodology increasing the sustainability and quality of the
training combined with the manuals that are a resource beyond the life time of the project. Increased
income is generated for beneficiaries, with the cost of the milling machines paying for themselves long
term with the cooperatives able to obtain market prices 2-3 higher for milled produce. All materials are
locally sourced and based on quotes evaluated to achieve best quality at lowest cost. Maintenance
costs are included in order to ensure capital investment (e.g. vehicles) is used as efficiently as
possible. Whenever possible existing resources have been used. Bulk buying is one of the methods of
ensuring that prices are competitive. Cooperatives, sharing both equipment and knowledge, provide a
cost effective and sustainable solution for the individual producers, and will sustain themselves; the
seed bank ensures that this is possible even if new members are included. Increased household
income and changes in how the increase is spent is expected to bring long term benefits in terms of
increased school enrolment and better nutrition leading to improved health. The advocacy element will
therefore bring a more efficient use of the communities and individual’s resources. True costs are well
known based on previous projects, and financial management and procurement systems are in place.
11
4.12
COUNTRY STRATEGY(IES) AND POLICIES
How does this project support the achievement of DFID’s country or regional strategy
objectives and specific DFID sector priorities? How would this project support national
government policies and plans related to poverty reduction?
Wealth creation: The core outcome of this project is to generate income for 2,500 women farmers.
This will be achieved through forming cooperatives and improving their individual and collective
agricultural skill sets and linking them to markets for selling produce.
Education: As well as wealth creation, this project ensures that generated income is spent to most
effectively lift people out of poverty. Increasing gender equity will ensure that household financial
decisions are taken not just by men but women also, who are more likely to prioritise the education of
children. The project itself is education women on financial literacy and business skills.
Capacity building of in country organisations: DFID understand that this is key to long term changes to
poverty prevalence in Sierra Leone. Through this project FTM will build key sustainable elements of
our local partner MEWODA, particularly around financial literacy training and M&E so as to better
understand impact and allow for sharing and replication elsewhere.
Value for money: This core element is well entrenched in this project, with VFM considerations given
to all project plans and activity sections, ref section 4.11.
4.13
PAST LESSONS LEARNED
What lessons have you drawn on (from your own and others’ past experience) in designing this
project? If this project is based on similar project experience, please describe the outcomes
achieved and the specific lessons learned that have informed this proposal.
FTM and MEWODA have partnered to deliver a pilot project, with successful outcomes relating to
training women farmers in agricultural skills and linking them to markets through cooperatives.
Literacy learnings: The importance of increased literacy skills has been demonstrated with women
farmers now using written words/numbers in basic business scenarios related to selling at market;
business terms are understood and applied; numeracy skills avoid exploitation which was previously
common for farmers new to larger markets, for instance relating to exchange rates.
Gender roles: We have documented encouraging examples of women in the project being elected as
local leaders/judiciary representatives. At the household level, women are for the first time inputting
their thoughts into decision making processes.
Change in access to land for women: Previously male land owners were charging female relatives for
land access. As result of advocacy/sensitisation efforts leaders and land owners are realising the
benefits of women having access and are removing such charges, particularly where relatives are
concerned. In inheritance cases, women are now experiencing access or shared ownership – the
default status is no longer for land to default to a male relative, instead women are inheriting also.
Challenges faced and learnt from: MEWODA saw first-hand the benefits of regular literacy
engagements. Accordingly, all scheduled project activities in this larger scale project involve financial
literacy elements so as to allow continual development in the literacy skills of women farmers.
4.14
ENVIRONMENT
Please specify what overall impact (positive, neutral or negative) the project is likely to have on
the environment. What steps have you taken to assess any potential environmental impact?
Please note the severity of the impacts and how the project will mitigate any potentially
negative effects.
Agricultural training covers optimum spacing of crops – typically in the area crops are packed in tightly
in the mistaken belief this will deliver maximum yield, but in fact long term is damaging to the soil, and
leads to lower yields than with fewer seeds planted at greater distance from each other. This results in
higher yields as it allows the soil to recover natural nutrients. Similarly, crop rotation is promoted
through this project which further allows the soil to benefit from different plant systems, which in turn
bring different species to the farming areas – increased biodiversity is another positive environmental
output of the project. Use of organic fertilisers is promoted as an environmentally sustainable option.
Finally, consolidated journeys to market for the women in each village reduces fuel consumption.
12
SECTION 5: PROJECT MANAGEMENT AND IMPLEMENTATION
5.1
PROJECT MANAGEMENT
Please outline the project implementation and management arrangements for this project.
 A clear description of the roles and responsibilities of the applicant organisation and each
of the partners. You must also provide an organogram (in a separate document) of the
project staffing and partner management relationships.
 A clear description of the added value of each organisation (including the applicant).
 An explanation of the human resources required (number of full-time equivalents, type,
skills, background, and gender).
MEWODA are responsible for project implementation, in country M&E, stakeholder relationships and
management of all resources in Sierra Leone. 4 existing roles (1 FT, 3 x 0.4 FTE) will be involved and
5 new roles (all at full time) will be recruited (Project Officer and 4 x Field Supervisors). Both
organisations will adhere to respective financial and Human Resources systems and incorporate the
project in their normal administration and management structures. MEWODA already have a strong
relationship with local communities ensuring successful local participation and acceptance of
challenges to local customs by MEWODA who have a local office and a trusted community
organisation. FTM is responsible for M&E support, capacity building, especially on financial literacy,
reporting to DFID and overall management of the project. 2 existing roles, both at 0.2 FTE (one
female, one male) are directly funded by the project and have extensive experience of project
management and M&E. The Program Director has particular expertise in Sierra Leone development
projects, adult literacy methodology and extensive experience of developing local partner’s M&E skills.
5.2
IMPLEMENTING PARTNERS
Include a list of all organisations to be involved in project implementation including offices of the
applicant and any partners starting with the main partner organisation(s). Implementation
partners are defined as those that manage project funds and play a prominent role in project
management and delivery.
FTM and MEWODA, lead organisations, have a strong partnership record, working to improve the
livelihoods of women farmers in northern Sierra Leone since 2011, with FTM providing expert
assistance on literacy methodologies and M&E frameworks, and MEWODA demonstrating continued
excellent links with local community to deliver activities, generate meaningful and sustainable impact
and report on that appropriately, both remotely and through in-country visits.
5.3
OTHER ACTORS / COLLABORATIVE PARTNERS
Include all other key stakeholders who will have a role in the project. Consider issues of
integration with other programmes – especially those of the relevant government agencies –
and how activities will be coordinated with others. How will you ensure that there will be no
duplication of effort? Collaborative partners are defined as those that play a key role in
supporting the delivery of the project and in coordination, but do not directly manage project
funds.
The University of Makeni, a long term local partner of MEWODA, will assist with literacy training
materials, market monitoring and workshop facilitation as experts in gender, literacy training,
agriculture and markets. The SLPMC will interact at the level of the umbrella cooperative in relation to
ginger, which they have identified as having high demand, acting to arrange sales internationally.
They have committed to support the project throughout the planting and growing process also,
inputting their technical expertise in ginger production so as to maximise quality and quantity of yield.
5.4
NEW SYSTEMS, STRUCTURES AND/OR STAFFING
Please outline any new systems, structures and/or staffing that would be required to implement
this project. Note that these also need to be considered when discussing sustainability and
project timeframes.
Primary new systems are the linking of formed cooperatives to markets for selling of produce, locally,
13
regionally and internationally. Required training is provided on business skills and financial literacy so
that cooperatives can sustainably adapt to future changing markets, exploiting new opportunities for
maximum return. To deliver the training, new local staff are recruited (1 x Project Officer and 4 x Field
Supervisors) in line with the project organogram and according to existing HR procedures.
SECTION 6: MONITORING, EVALUATION, LESSON LEARNING
This section should clearly relate to the project logframe and the relevant sections of the budget.
Please note that you will be required to commission an independent project evaluation towards the
end of the funding period to assess the impact of the fund. Please allow sufficient budget for
monitoring and evaluation (M&E) and note the requirements for external and independent
evaluation.
6.1
How will the performance of the project be monitored? Who will be involved? How will
beneficiaries be involved in the project monitoring and evaluation? What tools and approaches
are you intending to use (please be specific)? Are there any new methodologies (e.g. quasiexperimental) to be applied? How will your logframe be used in M&E? What training is required
for M&E?
A Project Management Group (PMG), comprised of Project Officer, M&E Officer and Programme
Manager (MEWODA) and Project Officer and Programme Director (FTM) will oversee project
implementation and M&E in coordination with field staff, meeting electronically to save costs. FTM will
provide relevant training at project set up and support throughout. A Stakeholder Advisory Group
(SAG), with the MEWODA Project Officer, M&E Officer, 4 Field Supervisors, 6 cooperative group
members, 3 village leaders and 3 VMC members, will meet quarterly to ensure that feedback from
villages guides development and strengthens delivery/impact.
The logframe/activities log are central to M&E with data collection tools developed for each indicator,
measured against accurate baseline data. All target villages will be profiled by the CLFs/Field Officers
to provide baseline data regarding agricultural and gender situations so as to quantify impact.
Quantitative monitoring forms developed by FTM & MEWODA will ensure correct target numbers are
met on schedule; qualitatively, case studies, interviews and focus group discussions will capture
changes in attitude, quality of life and life opportunities arising from cooperatives selling produce and
improvements towards gender equity. Monitoring will focus on ensuring a) activities are taking place
as planned, b) delays or concerns are identified and resolved, c) expenditure is in line with the budget
and financial records are accurate and d) accurate data collection is taking place towards the agreed
outputs and indicators. Evaluation will be integrated throughout the project and will focus on a) impact
of cooperative approach on agricultural output and level of change regarding gender equity, b)
sustainability, in particular the cooperatives and market links, c) impact at the household level and d)
lessons learned and their potential replicability in other contexts.
Cooperatives will keep minutes of regular monthly meetings, including yield information, market rates
obtained and amounts sold (monitoring tools will be created centrally to maintain consistency). Field
Officers and the Project Officer will compile monthly reports based on records from villages. Finance
Officer will compile monthly financial reports. M&E Officer will collate monthly reports, producing a
summary report for PMG review ensuring project delivery is on track; identify strengths and
weaknesses in project delivery and to agree corrective action if necessary. Quarterly narrative/
financial reports will be produced by the Project Officer and submitted for review by FTM. FTM will
conduct annual monitoring visits, reviewing all M&E systems and assessing achievement of all
indicators and outcomes. Monitoring tools will be revised to improve data collection where necessary.
There will be a mid-term review by the External Evaluator, (appointed by FTM in consultation with
MEWODA) and a final end of project review to assess project impacts and outcomes.
6.2
Please use this section to explain the budget allocated to M&E. Please ensure there is
provision for baseline and on-going data collection and a final independent evaluation.
Available resources for M&E: a) 0.4 FTE MEWODA M&E Officer (£1,569 p/a), b) establishment/
support of the SAG (£363 p/a), c) external evaluation (£5,600), d) FTM project set up visit, including
14
PMG training in specific project/donor M&E requirements (£3,640), e) annual FTM monitoring (£1,760
p/a) an d f) regular in-country monitoring (£4,731).
6.3
Please explain how the learning from this fund will be incorporated into your organisation and
disseminated, and to whom this information will be targeted (e.g. project stakeholders and
others outside of the project). If you have specific ideas for key learning questions to be
answered through the implementation of this project, please state them here.
Learning around impact/methodology will be disseminated through networks in both Sierra Leone and
the UK. MEWODA is a registered organisation with the Ministry of Agriculture alongside all other
farming NGOs across Sierra Leone, allowing dissemination locally and nationally. Local partners
involved in previous MEWODA work expressed strong interest in the approach taken by this project,
including the University of Makeni, where MEWODA will present project impact/learning.
FTM is re-developing its website in 2014, which will include a knowledge sharing portal for our
partners globally to access and exchange materials, case studies, reports and peer-to-peer project
learning points. MEWODA will play a significant role in sharing the impact and learning outcomes
through this medium. Additionally, FTM will disseminate in the UK through the specialist adult literacy
organisation BALID and to the wider UK NGO sector through BOND.
SECTION 7: PROJECT RISKS AND MITIGATION
7.1
Please outline the main risks to the success of the project, indicating whether the potential
impact and probability of each risk is high, medium or low. How will these risks be monitored
and mitigated? If the risks are outside your direct control, is there anything you can do to
manage their effects? If relevant, this may include an assessment of the risk of engagement to
local partners; or risks related to natural or man-made shocks (e.g. drought, conflict) and longer
term stresses (e.g. land degradation). The risk assessment for your programme needs to
clearly differentiate the internal risks and those that are part of the external environment and
over which you may have less (or little) control. (You may add extra rows if necessary - as long
as you do not exceed the overall page limits).
Explanation of
Risk
Potential
impact
High/Med/Low
Probability
High/Med/Low
Environment/climat Medium
e: changing
weather patterns
may influence crop
production
Low
Women will be High
taking leadership
roles, which men
may object to.
Market rates of Mediumproduce may vary. High
Low
Low
Mitigation measures
Crop rotation allows for production of at least 1 of 3
crops even in times of extreme drought/rainfall.
Water
use/management
training
allows
consistently high annual production. Careful project
planning based on expert knowledge of annual
crop cycles maximises growth season.
This project involves men at all stages. Men are
viewed as a crucial stakeholder group; their buy-in
and participation from early design stages
minimises this risk.
Project does not just rely on a single market; local,
regional and international markets allow for this
risk to be spread and therefore minimised.
15
SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER
ORGANISATIONS (Max 3 pages each)
Please copy and fill in this section for your own organisation and each implementing partner
8.1
Name of Organisation
Feed the Minds
8.2
Address
Park Place, 12 Lawn Lane SW8 1UD, London
8.3
Web Site
www.feedtheminds.org
8.4
Registration or charity number
(if applicable)
291333 (England and Wales)
SC 041999 (Scotland)
8.5
Annual Income (from latest set
of approved accounts)
Income (original currency): £860,553
Income (£ equivalent):
Exchange rate:
Start/end date of latest set of approved accounts
(dd/mm/yyyy)
From: 01/05/2012
To: 30/04/2013
8.6
Number of existing staff
9
8.7
Proposed project staffing staff
to be employed under this
project (specify the total fulltime equivalents - FTE)
Existing staff Programme Officer (0.2 FTE)
Programme Director (0.2 FTE)
8.8
New staff
n/a
Organisation category (Select a maximum of two categories)
Non-Government Org. (NGO)
x
Trade Union
Faith-based Organisation (FBO)
Local Government
National Government
x
Ethnic Minority Group or Organisation
Disabled People’s Organisation (DPO)
Diaspora Group or Organisation
Orgs. Working with Disabled People
Academic Institution
Other... (please specify)
8.9
A) Summary of expected roles and responsibilities, AND
B) Amount (and percentage) of project budget allocated to this organisation/partner.
A): Feed the Minds will manage the reporting to DFID, and support the implementation of the project
with an emphasis on both M&E and appropriate literacy related to finance/business skills for the
cooperatives, including maximising the accessibility of materials to support the cooperatives formed
of rural women farmers with low literacy levels.
B): £49,617 of the budget is allocated to FTM, which is 20% of overall budget. This includes £7,110
(3% project budget) to be spent in country on external evaluation, leaving 17% of overall budget
spent in the UK.
8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and
responsibilities on this project (including technical issues and relevant geographical coverage).
FTM has been working with education and community-based development projects for 50 years. Our
16
vision is of a world in which all people everywhere have the opportunity to live life in all its fullness.
Our organisational values are Creativity, Partnership, Integrity and Diversity and our commitment to
these values is demonstrated through all our work. We see education, with an emphasis on adult
literacy, as an efficient strategy to combat poverty, promote a better and healthier quality of life and
ensure people are aware and capable of defending their rights. We do not aim to simply teach
people how to read or write but instead provide them with skills to improve their own lives now and in
the long term. Through our work, people in developing countries can access information and training
otherwise denied to them. Working through local grassroots organisations, all of our projects
maintain a strong focus on building the capacity of the local partner organisation to ensure greater
sustainability. We develop partnerships where we see potential for learning as a two-way process
and are committed to ensuring partners are able to deliver more effective projects in the future. We
also focus on supporting our partners to integrate adult literacy into their approach to ensure that the
most disadvantaged are not excluded from a project because they, for instance, are unable to read a
form or fill in a questionnaire.
In 2012-13, FTM was working with 26 projects and local partner organisations in 13 countries. All
projects are developed and implemented in partnership with local NGOs/CBOs and fall under the
following themes: vocational training, health education, civic education, peace building and practical,
contextual theological education. All of our projects include a literacy element e.g. ensuring that
printed materials are fully accessible to the target groups and that participants are encouraged to
develop literacy skills which are relevant to the project and their lives. In the last 3 years, FTM has
worked with around 60 local partners in a similar way, with a focus on empowerment, especially for
women, and in most instances in rural communities. These projects include working with issues
around reproductive health, HIV and Aids, disability health awareness, nutrition and civic rights. In
Sierra Leone our recent work has involved 4 local NGOs since 2007, and has involved multiple
visits/learning opportunities leading to UK staff having expert understanding of the post conflict
context both in Bombali and across the country as a whole. Previous evaluations have highlighted
the role of literacy on accessing rights and also empowering women to make changes in their
communities, resulting in increased school attendance, improved household nutrition and enhanced
role of women in society. Local women have identified income generation through agriculture as a
crucial area of need and lobbied MEWODA for support who in response collaboratively designed this
project in consultation with both FTM and local women.
FTM has also led a process with around 40 NGOs (UK and abroad) on Cross-organisational
learning, with workshops, both in the UK and overseas, leading to guidelines being produced and
disseminated.
8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund
management history. Please include source of funds, purpose, amount and time period
covered.
In addition to support from trusts, individuals and other organisations, Feed the Minds has had
funding from the following institutional donors for specific projects:
Comic Relief, £71,695, 2010-2013, peace building in Kibera, Nairobi, Kenya
Comic Relief , £394,744, 2013-2016, vocational training, Bo, Sierra Leone
Big Lottery Fund, £270,004, 2012-2015, women’s land rights, Rwanda
Baring and Ellerman Foundation, £160,012, 2011-2012, literacy and civic education, South Sudan
8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)
How does this organisation ensure that children and young people are kept safe? Please
describe any plans to improve the organisation's child protection policies and procedures for
the implementation of this project.
FTM has a child and vulnerable adult’s protection policy, including a staff code of conduct. It was
last updated in April 2013. All partners are made aware of the policy and encouraged to adopt it. The
policy sets out common values, principles, and beliefs in relation to protection and describes the
steps that will be taken in meeting our commitment.
17
8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the
last 5 years? How will you minimise the risk of fraudulent activity occurring?
No, FTM has had annual full and clear audits for the last 7 years. Our systems are deemed by the
auditors to be strong, but we have also used self-assessment tools the last two year to further
strengthen our capacity, for instance the Charity Commission checklist, on a regular basis. All FTM
staff have had training to better understand the importance of strong financial systems and specific
training on our anti-bribery policy in 2012, using a material provided by BOND, relevant for
organisations working internationally.
SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER
ORGANISATIONS (Max 3 pages each)
Please copy and fill in this section for your own organisationand each implementing partner
8.1
Name of Organisation
Menna Women’s Development Associates (MEWODA)
8.2
Address
Panlap Town
Vai Makeni
Northern Province
Sierra Leone
8.3
Web Site
n/a
8.4
Registration or charity number
(if applicable)
8.5
Annual Income (from latest set
of approved accounts)
Income (original currency): Leones (Le) 284,601,600
Income (£ equivalent): £44,469
Exchange rate: Le 6,400 - £1.00
Start/end date of latest set of approved accounts
(dd/mm/yyyy)
From: 01/10/2011
To: 28/02/2013
8.6
Number of existing staff
15
8.7
Proposed project staffing staff
to be employed under this
project (specify the total fulltime equivalents - FTE)
Existing staff 1 Full time, 3 at 0.4 FTE each
8.8
New staff
5 all at Full time
Organisation category (Select a maximum of two categories)
Non-Government Org. (NGO)
x
Local Government
Trade Union
National Government
Faith-based Organisation (FBO)
Ethnic Minority Group or Organisation
Disabled People’s Organisation (DPO)
Diaspora Group or Organisation
Orgs. Working with Disabled People
Academic Institution
Other... (please specify)
8.9
A)Summary of expected roles and responsibilities, AND
B) Amount (and percentage) of project budget allocated to this organisation/partner.
18
A): The project will be implemented by Menna Women’s Development Associates (MEWODA)
according to the project activity plan. MEWODA will therefore assume the responsibility for
mobilising and applying effectively the required inputs to reach the expected project outputs and
results.
B): MEWODA are responsible for £199,839 of the overall project budget, equivalent to 80%.
8.10 EXPERIENCE: Please outline this organization’s experience in relation to its roles and
responsibilities on this project (including technical issues and relevant geographical coverage)
MEWODA have expertise, competence and experience in relation to its roles and responsibilities on
this project; we have had a lot of experience in managing similar projects over the years and our
achievements include:
1. We have contributed to improved knowledge and skills in gender equity issues, agri-business
skills, economic justice, human rights and community participation for one thousand (1000)
rural community women farmers covering 30 village communities in Makarie-Gbanti chiefdom,
Bombali District, Northern Sierra Leone. We have also built the capacities of community
stakeholders and local government officials in gender equity and human rights for 300
beneficiaries in Makarie-Gbanti chiefdom that resulted to good working relationships with
these beneficiaries and MEWODA as an organization.
2. We have established a regular advocacy platform through the electronics media using rural
community radios, consulted/lobbied local leaders where women’s economic and social rights
are fully discussed in a bid to mitigate the phenomena of discrimination against rural women’s
equal access to existing services key in enhancing women’s social and economic protection,
gender parity and economic development for women. Together with partners, NGOs and the
rest of civil society in Sierra Leone, we have succeeded in making Government enact gender
justice laws 2007 and 2009 respectively, the sexual offences Act, 2012 and the National
Referred pathways for victims of human rights abuse who in many cases are women.
3. We have given livelihood support to 1250 women farmers through the provision of viable seed
inputs (groundnut, rice and ginger seeds) and establish agri-business cooperatives with
linkages to weekly community markets in the Makarie-Gbanti chiefdom covering 35village
communities.
4. Our sensitization and awareness raising campaigns are on-going in rural communities in the
Bombali District, Northern Sierra Leone on women’s development issues such as equitable
household resource management and women’s full participation in the governance of their
local institution such as farmer cooperatives and credit unions. Through this we have
succeeded in engaging traditional leaders and local government authorities on land rights
issues for women.
8.11 FUND MANAGEMENT
Recent funds received and managed include:
1. €75,000 Grant received from Cordaid Netherlands, for the implementation of a one year
project on: “Enhancing Farmer Economic Performance through Crop Diversification Project”.
30 village communities benefited from this project.
2. £10,000 Grant received from Feed The Minds, based in the United Kingdom (UK) for the
implementation of a one year project on: Rural Women Entrepreneurs and Farmers Integrated
Economic and Social Empowerment and Rights Project”. 22 village communities benefited
from this project.
8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)
How does this organisation ensure that children and young people are kept safe? Please
describe any plans to improve the organisation's child protection policies and procedures for
the implementation of this project.
MEWODA have signed up to FTM’s recent child and vulnerable adult’s protection policy and are
investigating creating their own version for the Sierra Leone context.
19
8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the
last 5 years? How will you minimise the risk of fraudulent activity occurring?
There has never been any incidence of fraudulent activity in our organisation, and we adhere to all
FTM’s advice on preventing and reporting fraud.
SECTION 9: CHECKLIST OF PROPOSAL DOCUMENTATION
9.1
Please check boxes for each of the documents you are submitting with this form.
All documents must be submitted by e-mail to: [email protected]
Mandatory Items
9.2
Check
Y/N
Proposal form (sections 1-7)
Y
Proposal form (section 8 - for applicant organisation and each partner or
consortium member)
Y
Have you addressed the issues raised in the concept note feedback?
Y
Project Logframe
Y
Project Budget (with detailed budget notes)
Y
Most recent set of organisational annual accounts
Y
Project organisational chart / organogram
Y
Project bar or Gantt chart to show scheduling of activities
Y
Please provide comments on the documentation provided (if relevant)
We have also provided a copy of our Constitution, as required on page 1, p.4.
20