GPAF COMMUNITY PARTNERSHIP PROPOSAL FORM (Round 2)The proposal documentation provides detailed information about your proposed project. This information is used to assess the strengths and weaknesses of the initiative and will ultimately inform the DFID funding decisions. It is very important you read the GPAF 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 adapted from the document prepared following the appraisal of full proposals submitted to 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 gpafcommunity@tripleline.com . 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 on Thursday 3rd October 2013. 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 – 8 : Maximum of 15 (fifteen) A4 pages Section 9 : Maximum of 3 (three) A4 pages per partnerPlease 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).

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Before submitting your Proposal, please complete the checklist below to ensure that you have provided all of the necessary documents.

CHECKLIST OF PROPOSAL DOCUMENTATIONPlease check boxes for each of the documents you are submitting with this form. All documents must be submitted by e-mail to: gpafcommunity@tripleline.com

Mandatory items for all applicants CheckY/N

Proposal form (sections 1-8) Y

Proposal form (section 9 - for each partner) Y

Project Logframe and Activity Schedule Y

Project Budget (with detailed budget notes) Y

Your most recent set of audited or approved 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 in p.4, page 1

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GLOBAL POVERTY ACTION FUND (GPAF) – COMMUNITY PARTNERSHIP WINDOW PROPOSAL FORM

SECTION 1: INFORMATION ABOUT THE APPLICANT1.1 Lead organisation name Feed the Minds

1.2 Main contact person Name: Adam SachPosition: Director Fundraising and CommunicationsEmail: asach@feedtheminds.orgAlternative email address: jcarlsson@feedtheminds.orgTel: 020 7 582 3535

1.3 2nd contact person(If applicable)

Name:Position:Email:Alternative email address:Tel:

1.4 Please use this space to inform of any changes to the applicant organisation details provided in your Concept Note (including any more up to date income figures)

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT2.1 Concept Note Reference No. INN-06-CN-12842.2 Project title Improving maternal health and infant survival rates

through the support of 44,950 women and children in Pakistan.

2.3 Country(ies) where project is to be implemented

Pakistan

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

Badin District

2.5 Duration of project (in months) 30 months

2.6 Anticipated start date of project (not before 01 April 2014)

21 April 2014

2.7 Total project budget? (In GBP sterling)

£ 248,683

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

£ 248,683

100 %

2.9 If you are not requesting the full amount from DFID, please list the amounts and sources of any other funding (In GBP sterling

Source: N/A

£ N/A

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and as a % of total project funds) N/A %

2.10 Year 1 funding requested from DFID (In GBP sterling)

£ 134,673

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

Pakistan 86%UK 14%

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: N/A

2.13 ACRONYMS (Please list all acronyms used in your Proposal in alphabetical order below, spelling out each one in full. You may add more rows if necessary)

BHU Basic Health Unit (Government of Pakistan Health Centres)

CM Community Midwife

CSO Civil Society Organisation

DHD District Health Department

FTM Feed the Minds

HL Health Literacy (integrated programme of health and literacy)

ICDI Integrated Community Development Initiative

IEC Information, education and communication

MCH Maternal and Child Health

MDG Millennium Development Goal

MoU Memorandum of Understanding

NGO Non-governmental Organisation

NRDP National Rural Development Programme

TBA Traditional Birth Attendant

UNDP United Nations Development Programme

UNESCO United Nations Education, Scientific and Cultural Organization

UNFPA United Nations Population Fund

UNICEF United Nations Children’s Fund

UNOCHA United Nations Office for the Coordination of Humanitarian Affairs

WHC Women’s Health Committee

WHO World Health Organization

SECTION 3: CAPACITY OF THE APPLICANT ORGANISATION3.1 EXPERIENCE: Please outline your organisation's experience that is relevant to the proposed

areas of work

Feed the Minds has previously implemented successful integrated health and literacy programmes in eight countries: Bangladesh, Ghana, India, Kenya, Pakistan, Sierra Leone, Tanzania and Uganda. In Ghana, for example, FTM worked with two local partners on maternal and child health, training 500 community women on health education and 40 as community midwives, in liaison with government health authorities. The support of the Ghana Health Service was crucial, and the referral

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system from community midwives to health professionals resulted in reduction of maternal and infant mortality rates. Mothers at risk are now identified and referred and all pregnant women receive pre-natal advice from community midwives and are encouraged to attend anti-natal clinics. Before the project, 60% of expectant mothers only ate once a day and high protein foods were taboo. Evaluation indicated that all expectant mothers were eating more frequently and recognised the importance of a balanced diet. Survival rates of severely malnourished children improved, more than 300 pregnant women voluntarily had HIV status test, and harmful practices were rejected.

3.2 FUNDING HISTORY: Please describe your organisation's main sources of funding, with an indication of the amounts received and the purpose of the funding.

FTM receives funds from trusts, corporates, institutions, grant making bodies, individuals, community groups and churches. FTM has a long term partnership and MoU with a charity, United Society for Christian Literacy, providing 44% of the unrestricted income last year. FTMs income has increased significantly year on year the last 3 years. Institutional donors funding specific projects include:

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, land rights, Rwanda Baring and Ellerman JIB, £ 160,012 2011 - 2012, Literacy and civic education, South Sudan

3.3 CHILD PROTECTION (projects working with children and youth (0-18 years) only)What is your organisation's capacity and experience in relation to child protection? How will you work with your partner(s) to ensure children are kept safe?

FTM has a child and vulnerable adult’s protection strategy (including a staff code of conduct), last updated 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. NRDP has signed up to this policy and is currently refining it according to its own context.

3.4 FRAUD: Are you aware of any fraudulent activity within your organisation within the last 5 years? How will you minimise the risk of fraudulent activity occurring in future?

No. Feed the Minds has had annual full audits with clear audit reports for the last 7 years. Our systems are deemed by the auditors to be strong, but self-assessment tools are also used regularly to further strengthen our capacity, for instance the Charity Commission’s checklist. All FTMs’ staff has had training to understand the importance of strong financial systems and specific training related to our anti-bribery policy from 2012, using training material recommended by Bond.

SECTION 4: FIT WITH GPAF COMMUNITY PARTNERSHIP WINDOW4.1 CORE SUBJECT AREA - Please identify between one and three core project focus areas

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

Appropriate Technology HIV/AIDS / Malaria / TB

Child Labour Housing

Climate Change Income Generation

Conflict / Peace building Justice

Core Labour Standards Land

Disability Livestock

Drugs Media

Education & Literacy 2 Mental Health

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Enterprise development Reproductive Health / FGM 1

Environment Rural Livelihoods

Fisheries / Forestry Slavery / trafficking

Food Security Water & sanitation

Gender Violence against women/ girls/children

Governance

Other: (please specify)

4.2 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) 1. Eradicate extreme poverty and hunger

2. Achieve universal primary education

3. Promote gender equality and empower women 3

4. Reduce child mortality 2

5. Improve Maternal Health 1

6. Combat HIV/AIDS, malaria and other diseases

7. Ensure environmental sustainability

8. Develop a global partnership for development

4.3 Explain why you are focusing on these specific MDGs. Are the above MDGs “off track” in the implementing countries? If possible please identify sub-targets within not just the national context but also related to the specific geographical location for the proposed project. Please state the source of the information you are using to determine whether or not they are “off track”. Your response should also inform section 5.3.

This project focuses on improving the health and survival rates of pregnant women (MDG5) and also of their children (MDG4) in Badin District, Sindh Province, Pakistan; an area of considerable poverty, liable to severe flooding, (2011 and 2013). It will empower women (MDG3) as Community Midwives and peer health educators, to access health services and make positive changes improving health. The maternal mortality rate in Pakistan has reduced by 48% since 1990 from 490 deaths per 100,000 live births, supported by the introduction of a national Maternal, Newborn and Child Health Policy in 2005 (UNFPA Pakistan Country Profile). However, in 2010 maternal mortality still stood at 260 deaths per 100,000 live births with an under five mortality rate of 89 per 1,000 live births. The MDG target of 123 maternal deaths per 100,000 live births by 2015 will not be met (UNICEF 2012). The corresponding figures for maternal and under-five deaths in Badin District are among the highest in the country; in remote areas estimated as 30% above national averages with only 19% births being attended by a skilled attendant (Pakistan Bureau of Statistics/ Badin District Flood Profile UNOCHA). According to the WHO (2013) lack of skilled care is the main obstacle to better health for mothers. Lack of health education and low levels of literacy are recognised as key factors in Pakistan linked to health of the family (UNICEF 2012; Pakistan Health Service Review 2012). Despite progress being made towards gender equality in Pakistan, in rural areas girls are often ‘married off’ between 15 - 20 years and have an average of 8 children in their lifetime (UNICEF 2012). Female literacy rates remain low at 41% nationally with rates only 28% in Badin (UNESCO 2012). Women’s participation in the workforce remains at 22% (World Bank 2013), with levels in Badin likely to be lower. Poor health and lack of education are key factors affecting participation in the workforce. Lack of health knowledge and literacy, compounded by a traditional patriarchal system, means women in Badin are excluded from accessing practical lifesaving health information and services that would lead to increased survival rates and health of the women and their children.

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4.4 Please list any of the DFID’s standard output and outcome indicators that this fund will contribute to? Please refer to the DFID Standard Indicators document on the GPAF website. Please note that if you are using the standard indicators, these also need to be explicit in your logframe.

Number of health workers (Community Midwives) trained under project activities Proportion of pregnant women accessing anti-natal care at least once during pregnancy Proportion of births being assisted by a skilled attendant Proportion of people with diarrhoea in the last 30 days Proportion of children under 5 with fever in the last 2 weeks who received anti-malarial treatment Proportion of households consuming iron-rich foods or iron supplement

SECTION 5: PROJECT DETAILS5.1 PROJECT SUMMARY: maximum 5 lines - Please provide a brief and clear project summary

including the overall change(s) that the initiative is intending to achieve, who will benefit, and the approach proposed to achieve the change. (This is for dissemination about the fund and should relate to the outcome statement in the logframe. Please avoid jargon).

This project will increase the survival and health of pregnant women and children in 100 rural villages in Badin District, Pakistan. Women will be trained as community midwives and health facilitators. Community midwives will be supported using a smartphone advice and referral system linked with qualified doctors. Health facilitators will deliver a six month health education programme which will enable women to reduce life-threating, preventable conditions like diarrhoea and anaemia.

5.2 PROJECT DESIGN PROCESSDescribe the process of preparing this project proposal. Who has been involved in the process and over what period of time? Were representatives of the target group consulted, and if so, how? 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.

A 2011 community-led health survey by NRDP in Badin highlighted the poor quality Maternal and Child Health services in rural villages, the lack of health knowledge and low levels of literacy. It indicated that rural women rarely travel to health services more than 3km away, except in serious emergencies. The findings were discussed during a visit by FTM in 2011 and a process started to develop a programme to a) build the health awareness of isolated rural communities in managing preventable conditions like anaemia in pregnancy, dehydration through diarrhoea, vaccinations, b) provide new community based services for pregnant women and their infants through training of CMs, c) encourage use of the existing health services and (d) to lobby for MCH services to be improved. NRDP has continued to work with communities in Badin on community mobilisation; income generation, education, basic health awareness, and further consultation on MCH, including exploring different options (see 5.11). Communities confirmed that they want accessible, local midwifery services. The consultation investigated current payments made to untrained TBAs and the willingness and ability to pay for midwifery services. Suitable women in the communities exist who could be trained as CMs and there is a preparedness to establish committees. Women feel they lack knowledge of MCH and want to learn and adopt safer practices. There is also a strong desire among the women to get key literacy skills to enable them to read health information and write personal data. Meetings with the District Health Department in May 2013 have proven their commitment to the project, in particular to providing advice through the smartphone referral process to CMs.

5.3 PROJECT CONTEXT / PROBLEM STATEMENTDescribe the context for this project. What specific aspects of poverty is the project aiming to address? Why have these particular project locations and communities been selected and at this particular time? What gaps in service delivery have been identified that necessitate the intervention that you are proposing?

Badin District in Sindh province, is a rural area bordering India, and subject to high rainfall and

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flooding. It has a total population of 1,448,870 (UNOCHA/UNDP 2012) in five Talukas (sub-districts), 84% of whom live in rural villages, mainly tenant farmers and labourers in the sugar and rice industries.The Government of Pakistan has a policy of free health care provision, but poor infrastructure, lack of training, limited investment and political instability means the reality is very different. The DHD has a network of Lady Health Visitors for outreach; however, most of the target villages lie outside the areas covered and have no community-based service. Badin District has 38 Basic Health Units; however, a review of 83% of these (Hands, Pakistan, 2010) highlighted the shortfalls in BHU staffing, especially midwives. Specific concerns were a lack of ‘women only’ consultation rooms, shortages of equipment (including delivery kits) and restricted opening times (09.00-13.00 only). NRDP consultations indicated that women do not travel more than 3km to a BHU except in emergency. Over 50% of the population in Badin live more than 15km from the nearest BHU (Hands, 2010) and 81% of births take place in the home with no medical/ health support pre, during or post birth. Only 38% of pregnant women in Badin are vaccinated against tetanus (Pakistan Bureau of Statistics 2011). Consequently, maternal and infant mortality rates in Badin are a third above national rates. The most significant health risks for pregnant women include anaemia, haemorrhage and sepsis, and for infants dehydration, low birth weight, acute respiratory disease, sepsis and malaria. The project beneficiaries are predominantly women in 100 villages in rural communities of Badin District. Baseline studies 2011 indicated that 76% of women in the target villages had very limited knowledge of MCH which was compounded by a by lack of literacy skills (Pakistan Bureau of Statistics and NRDP’s baseline survey both suggested only 5% of women are literate in the target area). Consultations showed women were keen to gain health knowledge and basic literacy skills enabling them to learn, understand and implement measures to reduce sickness and death, particularly from preventable conditions. They were also keen for support on family planning stating that large family sizes were a contributing factor to high levels of poverty.

5.4 ANTICIPATED IMPACT ON POVERTY (within the lifetime of the project) Please describe the anticipated real and practical impact of the project in terms of poverty reduction and changes to the lives of people within the beneficiary communities identified in 5.5, within the lifetime of the project.

Health and poverty are inextricably linked. By reducing maternal mortality, fewer children will be orphaned and requiring support from extended families. By reducing anaemia and improving women’s health during pregnancy, women will be able to continue with their existing responsibilities, bringing in income, and households will not lose income through costly emergency visits to hospitals and medication. By ensuring pregnant women and children are vaccinated (tetanus, measles and TB), will these conditions not affect families and enable valuable household resources to be used elsewhere. By reducing malnutrition and illness among children will attendance and achievement at school improve and in the long term lead to improved life opportunities. One of the roles of the Women’s Health Committees is to ensure that the health education and CM services are available to the most marginalised among the communities, leading to improved health of the poorest. The fees for deliveries by the newly trained CMs will be lower than what families are currently paying for private clinics, government services or untrained Traditional Birth Attendants.

5.5 TARGET GROUP (DIRECT AND INDIRECT BENEFICIARIES) Who will be the direct beneficiaries of your project and how many will be expected to benefit directly from the anticipated poverty-reducing changes within the lifetime of the project? Please describe the direct beneficiary group(s) under a) below, differentiate where possible and provide numbers for each sub-category and then provide a total number in b).

DIRECT: a) Description Women’s Health Committees (1 per village with 7 women each 100 x 7 = 700); Health Literacy Facilitators (100); community Midwives (100), Health Literacy participants (25 per village 25 x 100 = 2,500 women); Men’s Support Groups (1 per village 20 men per group; 20 x100 = 2000 men)

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b) Number 5,400

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 Women receiving health education from WHCs, pregnant women attended by CMs during delivery (3,200); mothers receiving basic health services (12,000); children receiving basic health services (16,250); basic health advice and sensitation to community members (10,000):men and boys sensitised (12,500); community decision makers (300, 200men and 100 women)

b) Number 54,250

5.6 PROJECT APPROACH / METHODOLOGYPlease provide details on the project approach (or methodology) proposed to address the problem(s) you have defined in section 5.3. How will the project work at the community level? Please justify the timeframe and scope of your project and ensure that the narrative relates to the logframe and budget. If this project is based on similar project experience, please describe the outcomes achieved and the specific lessons learned that have informed this proposal.

Over the 30 month project, we will work with 100 rural villages. In each village we will (a) establish a WHC which will coordinate health initiatives in their village (b) train a Health Literacy facilitator to deliver health education programme to improve the health knowledge (c) train a CM to provide a local service for pregnant women and their infants (d) establish a Men’s Support Group for men to learn about MCH. The WHCs will each consist of 7 women from across the community (traders, farmers, labourers, different religious groups, different education levels) and each include at least 3 marginalised women (widows, disabled, non-literate women). This will develop commitment to the involvement of the most marginalised community members and increase the sustainability. All WHCs will: a) receive training and support from our in-country partner NRDP (in clusters of 4 WHCs) b) undertake a community health baseline survey and subsequent data collection c) recruit the HL facilitator with support from NRDP in line with agreed criteria d) recruit the CM from the community; agree and disseminate affordable fees for her services e) engage with local BHU, DHD and NGOs to lobby for improved health services for their village f) liaise with the Men’s Support Group to engage men and boys in how to improve the survival and welfare of pregnant women and infants and involve men in advocacy g) run community workshops and awareness-raising events using IEC materials, theatre and song, in partnership with the Men’s Support Group h) participate in knowledge sharing workshops with local and national NGOs, CSOs, DHD and networks to disseminate best practice and learning.The WHCs will be trained initially in clusters of 4 on: WHC roles and responsibilities, the role of literacy in health education awareness, reaching the most marginalised people within their community, project management and reporting skills, dissemination techniques, advocacy and lobbying skills. All WHC members will participate in the six-month health literacy programme, where they will gain knowledge on maternal and child health, preventable diseases, sanitation and nutrition. On-going support will be provided every two weeks by the NRDP Field Officers. The curriculum is extensive, and the HL element in particular does require that the training is spread over substantial time in order for it to be sustainable since the initial level of health knowledge and literacy is low in the target area. The HL facilitators will be trained and become a community resource. They will be respected members of the community with reasonably sound literacy skills and a commitment to improving the health of their village. The HL facilitators will receive 22 days training (12 days initially, with 6 and 4 days follow up) and provided with health education materials to use in their classes. The HL facilitators will run classes reaching 32 women from their community (7 WHC members plus 25 additional women) focusing on knowledge and skills about health issues and developing literacy skills to undertake literacy tasks relating to health e.g. reading basic health information, writing personal

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details. Classes will meet for 8 hours per week for 6 months, organised around the women’s existing commitments. The timing and duration of classes has been decided through consultation and will be flexible to meet the needs of each village. These classes will reach 3,200 women (32 x 100 villages). The health topics will be informed by the DHD, community health needs assessments carried out by NRDP and the baseline health survey undertaken by the WHCs. They will focus on addressing the most significant factors contributing to the high rates of maternal and infant mortality, whilst also addressing preventable diseases and public health issues affecting family health. Care will be taken to introduce low-cost means of prevention and treatment, where possible, and guidance will be provided on the safe use of medication. Likely topics are: preventable diseases; clean water, sanitation and good nutrition; the benefits of family planning; vaccination and medication; care during and following pregnancy; infant and child health; and the dangers of anaemia, septicaemia, malaria and dehydration. As a result, women will be able to identify common health problems, make changes and take appropriate action, which will ultimately lead to increased survival rate and well-being of pregnant women and their infants. Participants will also be aware of how they can access health services and read and write essential personal information about themselves and their families when they do. Fewer than 13 % of women in the target communities are literate, making it difficult to understand health-related information, hence integrating literacy into the health education programme. The literacy element will be specifically tailored to support improvements in health; learning vocabulary relating to commonly encountered medical conditions, medicines, vaccination, personal information and health services. Education materials will use images and simplified text. The HL facilitators will encourage discussion about the topic, sharing knowledge and asking questions, rather than presenting information in a lecture format. FTM will provide expertise on integrating health and literacy whilst NRDP will provide expertise on the specific health needs from their experience and research. CMs will be selected by the WHC, supported by NRDP.100 CMs (1 per village, 50 in each year) will be trained in groups of 15-18 and attend an initial training course of 15 days with two follow up courses of 5 days each (a total of 25 days training over a year). The curriculum was developed after consultation with government providers and NGOs with experience in this area. The training will cover reproductive systems, normal pregnancy and ante-natal care, danger signs during pregnancy, labour and delivery, treatment and referral, post-natal care of mothers, new-born baby examination and care (i e vaccinations and danger signs), breastfeeding and nutrition, family planning, first aid, preventable diseases, sanitation and family nutrition, record-keeping and use of the smartphone referral service. CMs will make their own doll, placenta and cord to use when talking to women in their community. Emphasis will be placed on CMs linking with existing services and seeking advice/referring. Training will be highly practical and participative using teaching materials, including professional manikins on loan from the DHD, who will endorse the training programme. In year 1 the training of CMs will be delivered by ICDI, an NGO with experience in training CMs in three districts in Pakistan over more than eight years. ICDI will provide 5 days training of trainers for NRDP’s Lady Health Visitors and Midwives in NRDP’s MCH Centres. They will shadow ICDI as they train the first cohort of CMs then lead the CM training subsequently, with support from ICDI. In this way the capacity of NRDP’s own community midwifery training team will be enhanced, hence increasing the sustainability of the project. Trained CMs will receive a comprehensive midwifery kit which they will be responsible for maintaining. Once trained, CMs will provide a local service for all in their village including a) providing advice and support to communities (women, community leaders, Men’s Support Groups), including challenging myths on pregnancy, childbirth and infant health and contraception (working with the WHC) b) encouraging pregnant women to access existing services (pre and post-natal) c) identifying adverse symptoms, seeking specialist advice rapidly and where appropriate, referring promptly to existing services and d) providing a safe delivery service for the majority of deliveries assessed to be low risk. CMs will access specialist advice from the DHD. They will create a patient record, detailing women’s health during pregnancy and a child’s health during its first year, which will be shared with the DHD and which will form the basis for a smartphone referral system which will offer two types of support:Advice referral – where the CM assesses a patient as being at high risk. The doctor will review these cases within 24 hours either providing advice via the smartphone technology or recommending an

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immediate referral to the BHU or district hospital, informing the hospital or BHU in advance. Emergency referral – where the CM has serious concerns about the immediate welfare of the mother or infant. These cases will receive immediate action. Where appropriate emergency first aid guidance will be provided over the phone and the patient will be referred to the hospital for treatment and the informed in advance. CMs will become a permanent community resource and support the reduction of maternal and infant deaths at the same time as increasing knowledge on reproductive health. Community dissemination workshops The WHCs, supported by HL participants, will disseminate health education to 10,000 additional women and girls (100 per village) in awareness-raising events using low cost solutions and practical changes through IEC materials, theatre and song. Knowledge sharing workshops The WHCs will participate in mid-term and end of project knowledge sharing workshops to disseminate best practice, successful techniques and learning from the project with other local and national community and NGOs, the DHD and umbrella organisations. These meetings will enable us, NRDP and the other organisations to develop ways to improve our maternal and children health services. This will be complemented by the WHC members using newly learnt advocacy skills to proactively engage with local leaders through strategic networking and meetings, supported by NRDP. Men’s Support Groups Our consultation with men has shown that once they understand the purpose of the project, they are highly supportive. We will therefore also establish such a group in each village, consisting of 20 members, who will work alongside the WHC; run community workshops, provide a forum for men to discuss MCH issues and lobby for improved health services, for example mobile clinics, vaccination, increased number of midwifes and better opening ours at BHUs.

5.7 SUSTAINABILITY OF BENEFITSHow will you ensure that the poverty reduction benefits for the beneficiary population will be sustained?

5.8 SCALING-UP AND REPLICABILITYWhat 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 DHD of Badin is particularly interested in this project as it has the potential to enable them to reach remote rural communities currently without health service provision. If successful, they would like to see it extended to the whole of the District. Other Districts are interested, subject to funding e.g. Narowal District on the Kashmir border where the annual floods prevent communities from accessing hospitals making community-based midwifery services with a referral system extremely advantageous. Smartphone technology to support other community health workers, as well as community midwives, could have applications in a number of programmes. The mid-term and end of project knowledge sharing workshops will provide an opportunity to invite other interested parties to learn about the achievements and the challenges of this approach and to explore the potential for up-scaling or replication.

5.9 CAPACITY BUILDING, EMPOWERMENT & ADVOCACYIf your project includes capacity building, empowerment and/or advocacy components, please explain how these elements will contribute to the achievement of the project's outcome and outputs? Please also refer to the Additional guidance for GPAF Initiatives focused on Empowerment & Accountability

Since 1992, NRDP has developed a successful approach to community development. They provide participatory training to new communities to enable them to profile their community, form an inclusive committee with membership from across the community, identify needs and plan programmes. At community level we will build the capacity of the community in 100 villages to improve the health and survival of pregnant women and infants. Building knowledge and changing attitudes at community level is a fundamental aspect of this project. Consultation with communities indicated that less than a

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quarter of pregnant women in the target communities undergo any ante-natal checks or tests, which is one of the WHO’s key indicators for reducing maternal deaths. As the communities gain knowledge about prevention of diseases and life-threatening conditions through low cost actions or vaccination, so women’s expectations of their own health will increase and they will seek information and advice earlier and adopt more preventative measures. Attitudes towards family planning will also be challenged, empowering men and women to manage the size of their families. The WHCs will be a permanent self-sustaining community resource, with trained members and a strong structure. They will work closely with and support the CM and have active links with the health professionals in the DHD. Their training will include advocating for improved services from the DHD which has indicated that where the project can demonstrate sound evidence of particular need (e.g. higher than normal levels of TB or anaemia) they will consider allocating additional mobile clinics. Lobbying by the community will also target other governments and NGOs involved in providing water and sanitation, malaria nets and other health support. The CM service has been designed to be self-sustaining by the end of the project, providing enhanced MCH services. CMs will earn a moderate income, although charging less than the community currently pay untrained TBAs or the real costs of accessing the government’s ‘free’ provision. The delivery fee will enable the CM to pay the fee for the cost of the referral service which is an essential source of advice in the case of complex cases and a route for fast, effective referrals. These payment systems will be established as soon as the midwives are trained so that they are accepted by the community as an aspect of the CM service. At NGO level the capacity of NRDP will be strengthened through providing a) high-quality training to their CM Trainers b) support in integrating literacy within their programmes, rather than as a separate, discrete programme and c) in data collection techniques for health indicators. At district level the DHD will build its capacity in providing advice and guidance on MCH to ‘non-medically trained’ community members, which was identified during the consultation as an issue. Doctors already own smartphones, however, this will be the first time they have used smartphone technology to provide outreach health support and this opens wide-ranging possibilities. Advocacy will focus on training workshops and grassroots advocacy campaigns aimed at convincing community leaders and decision makers to support the WHCs and Men’s Support Groups in lobbying for improved MCH facilities and to review the approach the government is taking to these services in rural settings. Mobile clinics, vaccination programmes, better access to BHUs and more trained staff at BHUs are examples of issues advocacy will focus on with the overall goal being to hold the government accountable to the National Maternal and Child Health Policy Framework in the area. At a national level, the DHD will disseminate the outcomes of this collaborative initiative to other districts facing similar challenges of particularly high maternal and infant mortality. 5.10 GENDER AND SOCIAL INCLUSION

How was the specific target group selected and how are you defining social differentiation and addressing any barriers to inclusion which exist in the location(s) where you are working? Please be specific in relation to gender, age, disability, HIV/AIDs and other relevant categories depending on the context (e.g. caste, ethnicity etc.). How does the project take these factors into account?

The target villages have been selected due to their isolation and lack of health facilities. They cover a wide geographical area and include a diverse range of communities with differing cultural practices. WHCs and Men’s Support Groups will include people from across the village (different ages, religions, tradespeople, farmers, labourers, literate and non-literate, widows, people with disabilities or HIV and Aids). NRDP has considerable experience of supporting the establishment of cross-community committees. The following barriers to inclusion have been specifically taken into account: Gender: The communities are highly patriarchal with women being excluded from decision-making at family and community levels. In most villages the WHCs will be the first structures bringing together women from different sectors of the village to work together to address issues specific to women. Men’s Support Groups will be established in every village to provide a forum for men to understand

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women’s health and the role they can play in supporting wives and daughters in accessing health services. The project will challenge the practice of paying a higher fee to for the delivery of a baby boy than for a baby girl through a single fee irrespective of the gender of the baby, agreed by the WHCs. Need to be chaperoned to travel: Badin has a network of 38 BHUs providing free MCH, however, women need to be accompanied by men to these services, which discourages women, particularly widows, women with disabilities and women with large families, from using the BHUs except in serious emergencies. Providing midwifery services at the village level will eliminate this barrier. Lack of health knowledge: Lack of knowledge of basic and reproductive health and causes of preventable conditions means women are unable to make choices to reduce risks to their own and their family’s health risks. The health literacy programme will provide 32 women per village with this which they will then disseminate to the wider community. Ability to pay for health services: Although the BHUs offer free services, the cost of travel, loss of income by the women and chaperones and paying for medication makes them unaffordable for most rural women. The health literacy programme will include low cost options for many preventable conditions (e.g. growing iron-rich foods to avoid anaemia). CMs will provide free health care and advice to all women in the community. A fee will be charged for delivering babies since it already is normal practice for women to pay for untrained TBAs (identified through the 2011 baseline consultation and further consultations in 2013 which confirmed that women are prepared to continue to pay for this service). This will ensure the CM services remain available in the long term. The fee will be proportional and affordable to the community, set by the community through the WHC and can be paid in cash, or in produce or services. Disability: A key role of the WHCs is to ensure that the new services, health literacy classes and CMs, are available to all marginalised women, including women with disabilities. Lack of literacy skills: We anticipate that over 75 % of those enrolling in HL classes will have few or no literacy skills initially and at least 50% of women attending HL classes will be from marginalised families. By gaining relevant literacy skills as well as health information, these women will have the confidence and knowledge to be able to look after their own and their family’s health more effectively. 5.11 VALUE FOR MONEY (VFM)

Please explain why you believe that the proposed project would offer optimum value for money. How have you determined that the proposed approach is the most cost efficient way of addressing the identified problem? 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.

The project development process analysed different options for improving MCH in Badin, for instance providing an ambulance service for emergency first aid and transport to existing health facilities. This would be expensive and not possible to use during flooding or for villages with poor roads, leading to excessive journey times. It would also not address preventable conditions and ante-natal support.Another option considered was to strengthen the local government BHU, but this would require significant investment since 85% of the villages are more than 5 km away from a BHU. The selected option of training CMs and establishing health education committees to strengthen the ability of rural communities to resolve their own health challenges and improve access to existing services was considered to be the one providing the least investment initially but at the same time ensuring sustainability in the long term, making the service more accessible, lower the cost for families (reducing travel costs and loss of income for chaperones, giving the possibility to pay with goods or services for delivery, not only in cash) and address preventable diseases and complications early on. This project is also using the existing services provided by the DHD, which ensures there is no replication, but increased support for the services.All materials are locally sourced and specific training is provided by another NGO in Pakistan, improving both quality and minimising cost compared to international consultants. Staff costs are in line with local NGO salaries. The project will also provide a local source of income for the CM.The project will create sustainable community-based resources (including knowledge resources) that will require minimal on-going investment.

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5.12 COUNTRY STRATEGY(IES) AND POLICIESHow does this project support the achievement of DFID’s country or regional strategy objectives? How would this project support national government policies and plans related to poverty reduction or other key sectoral areas?

DFID’s health priorities for Pakistan by 2015 focus on reproductive, maternal and newborn health with targets relating to reducing maternal mortality, reducing malnutrition among children and promoting family planning. This project supports DFID strategies through a) training CMs which will provide anti-natal care, safe home deliveries and also refer to existing health services where necessary – which will reduce maternal mortality and b) providing a health education programme - which will increase the local knowledge and enable women to adopt safer practices in relation to the health of themselves and their families, including improved nutrition and family planning. The Government of Pakistan’s National Maternal and Child Health Policy Framework (2005-2015) emphasises making home births safe, increased anti-natal care and eliminating deaths of mothers and infants from preventable conditions like sepsis, anaemia, diarrhoea, premature births and low birth weight. This framework recognises the role that literacy plays in health awareness. 5.13 ENVIRONMENT

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

The overall impact of the project will be environmentally neutral. Smartphones will be recharged using solar power. CM will reduce the number of lengthy emergency journeys to hospitals. Nutritional advice will recommend local produce. Training of CMs will be undertaken by in-country trainers, reducing the need for international travel. Recycled and re-usable materials will be used where possible for materials production.

SECTION 6: PROJECT MANAGEMENT AND IMPLEMENTATION6.1 IMPLEMENTING PARTNERS

Please provide a list of all organisations to be involved in project implementation including overseas offices of the applicant and any partners starting with the main partner organisation(s). Please only include those partners that will be funded from the project budget. Please provide full details for each of the partners in section 9.

The main partner is FTM (UK based) and the local partner is NRDP. Full details in section 9.

6.2 PROJECT MANAGEMENTPlease outline the project implementation and management arrangements for this project.This should include: 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).

FTM is responsible for M&E support, capacity building, especially on health literacy, reporting to DFID and overall management of the project. 2 existing roles, 0.1 and 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 adult literacy methodology and extensive experience of developing local partners M&E skills. NRDP is responsible for implementation of the project in target villages, M&E, management of all

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resources in Pakistan. 7 existing roles (6,5 FTE, 5 female, 2 male) will be involved and 2 new roles (1.8 FTE) will be recruited as Training Officer and M&E Officer.In addition to this will both organisations rely on their respective financial and Human Resources systems and incorporate the project in their normal administration and management structures. NRDP already has a strong relationship with the DHD ensuring the successful incorporation of the project in national strategies and experience of setting up local health centres in other areas. They have presence in villages in Badin and is a trusted NGO.

6.3 OTHER ACTORSInclude details of any other key stakeholders or collaborative partners who will have a role in the project (but will not be funded from the project budget). How does this intervention link to or integrate with other programmes especially those of other government agencies?

This project builds alliances between rural community members, local CSOs and the DHD to bridge gaps between rural communities and health providers who currently operate in isolation, even in competition at times. NRDP already has a strong relationship with the DHD and a MoU will be signed with the DHD once this project commences. The CMs will strengthen links with their nearest BHU encouraging pregnant women to access existing services and DHD doctors in hospital through the referral system receiving advice, sharing patient records and enabling the doctors to support remote communities that lack government health services. The consultation revealed that BHU staff and existing TBAs did not support each other. WHCs and Men’s Support Groups will be trained in the skills of advocacy to actively lobby health service providers for improved or additional MCH services. This will start the development new collaborative partnerships, e.g. for the provision of malaria nets, improved sanitation and other services, including new schools. There has been considerable interest from government departments and other agencies in the approach developed by NRDP and FTM, specifically the level of community ownership, the integration of health and literacy and smartphone referral system. Knowledge sharing workshops will take place twice during the project bringing together beneficiaries with representatives from local, district and national NGOs, CSOs and government departments to explore the impact and sustainability of the project, disseminate best practice and identify lessons for incorporation into other initiatives.

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

The introduction of the referral system using smartphone technology, linking the DHD medical teams and CMs, will a) enable ‘at risk’ mothers to be identified more reliably and referred more promptly for trained medical support b) extend the support which the qualified medical teams can support during childbirth c) generate health records and improve information for future health service planning.The referral system will build on the system developed by UM HealthCare Trust and implemented in Khyber Pakhtunkhwa District of Pakistan and since 2009. The system will also enable community midwives to a) request emergency referral or lifesaving advice b) access advice from DHD doctors on patients they are concerned about or feel they lack the knowledge or skills to support appropriately and get advice by text messages within 24 hours, or in real time if urgent, from a doctor or referral to medical facility c) upload patient information to provide a health database to inform future health services provision and follow on appointments and d) receive updates and refresher training on key health topics. The two new staff members, (training officer and M&E officer) will be included in NRDPs current structure, and are essential to the implementation of this particular project.

SECTION 7: 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 undertake a project evaluation towards the end of the funding

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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.7.1 How will the performance of the project be monitored? Who will be involved? What tools and

approaches are you intending to use? How will your logframe be used in M&E? What training is required for M&E? How will you ensure that beneficiaries and other stakeholders have opportunities to feed back on project implementation?

A Project Management Group, NRDP Project Officer, M&E Officer and Director and 2 FTM staff will oversee project monitoring and evaluation in coordination with field staff. FTM will provide training at project set up. A Stakeholder Advisory Group, with the NRDP Project Officer and M&E Officer, 3 WHC members, 3 CMs, 3 HL facilitators, 3 Men’s Support Group members and 3 health professionals, will meet 6 monthly to ensure that feedback from villages guides development. The project logframe and activities log will be central to the M&E with data collection tools being developed for each indicator. Accurate baseline health data will be collected to assess progress against health indicators. All target villages will be profiled by the WHC supported by a Field Officer to provide baseline data (including infant and maternal mortality rates), so impact can be quantified. Quantitative tools include the smartphone database and paper-based reporting forms developed by FTM & NRDP. Case studies, interviewing and focus group discussions will be used to capture changes in attitude, quality of life and life opportunities arising from the improved health status. 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 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 on women and child health at community and individual levels, with particular emphasis on the most disadvantaged, b) sustainability, in particular the WHCs, the CM service and the referral service supported by the DHD, c) integration of new community services with existing health services, during and after the project, d) impact at District, Regional and National levels, e) lessons learned, their potential in other contexts.WHCs will keep weekly registers of the health literacy classes, number of women supported by the CM and dissemination activities (monitoring tools agreed centrally). Field Officers will compile monthly reports based on records from villages. Finance Officer and Training Officer will produce monthly reports. The M&E Officer will collate all the monthly reports and produce a summary report for review by the Project Officer and Director to ensure project delivery is on track; to identify strengths and weaknesses in project delivery; and to agree corrective action, where necessary. Quarterly narrative and financial reports will be produced by the Project Officer and submitted for review by FTM. FTM will conduct an annual monitoring visit to review all monitoring systems and assess the achievement of the indicators relating to each outcome. 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 NRDP) and a final end of project review to assess project impacts and outcomes.

7.2 Please use this section explain the budget allocated to M&E, and to demonstrate that there is adequate budget provision to support the M&E processes described in 7.1. The budget must include provision for an independent external evaluation.

In summary, the resources necessary for the monitoring and evaluation are:a) 0.8 FTE M&E Officer NRDP (£4,767 over 30 months) b) establishment / support of the stakeholder

project advisory group (£ 1,346 over 30 months). c) printing costs for M&E tools, coordination of data collection from communities and other stakeholders (£ 1,381 over 30 months). d) support for external evaluator (staff time - local travel covered in external evaluator costs). e) FTM project set up visit, including training of the Project Management Group in specific donor M&E requirements (total cost £1,600). e) costs for external evaluator annual visits (total costs £10,500 over 30 months). f) costs for FTM' staff participation in annual monitoring (total costs £4,911 over 30 months).

7.3 How will lessons from your project be identified and learned, and disseminated to a wider audience? - Please explain how the learning from this project will be used within your

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organisation and disseminated to others.

NRDP and FTM will disseminate through their networks in Pakistan and the UK. NRDP is a member of networks including the Human Resource Development Network and the Devolution Network for Community Empowerment, both of which operate in Badin and nationally. During the consultation members of these networks expressed a strong interest in the approach being adopted by NRDP and FTM to maternal and child health and are keen to learn from the project. FTM is currently re-developing its website which, from September 2014, will include greater opportunities for exchange of good practice and materials between FTM partners. NRDP will upload materials and case studies and lead a webinar based on learning from the project. FTM will disseminate in the UK through the Tropical Health Education Trust other NGOs working on maternal and child health and also through its literacy networks. The DHD (Badin) has been supportive of this project during the development phase and is particularly interested in a) the potential benefits of smartphone technology to provide a low-cost, reliable advice and referral service at community level b) the database which will show the incidence at village levels of anaemia, oedema, hypertension and other high risk conditions during pregnancy and c) the use of HL education to bring about behaviour change and reductions in the incidence of preventable conditions. The DHD will disseminate through the Ministry to other parts of Pakistan.

SECTION 8: PROJECT RISKS AND MITIGATION8.1 Please outline the main risks to the success of the project indicating if the potential impact and

probability of the risks are high, medium or low. How will these risks be monitored and mitigated? If the risks are outside your direct control, is there anything you can do to manage their potential effects? If relevant, this may include an assessment of the risk of engagement to local partners. 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 will 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/Medium/Low

Probability High/

Medium/LowMitigation measures

Pakistan’s patriarchal society may prevent women from accessing health services/health education

High Low Community leaders consulted. Men’s Support Groups will provide a forum for men.

Political instability disrupt project implementation and the existing secondary care provision

Medium Low NRDP is non-political. CM services can continue with limited support but not hospital access.

The DHD unable to support for project duration and beyond and referral service not sustained.

High Medium Drafting of MoU early on. Quarterly meetings to review system and impact.

Communities reject new CMs in favour of existing untrained TBAs, resulting in existing levels of maternal and infant mortality, and illness.

High Low Communities will select the women to be trained as CM. WHCs will coordinate awareness raising and health education.

Vulnerable individuals cannot afford to make the changes required to increase their health and survival

High Low Fees for CMs lower than existing practice. Low cost health options promoted.

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SECTION 9: CAPACITY OF ALL PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for each partner organisation identified in section 6.19.1 Name of Organisation Feed the Minds

9.2 Address Park Place, 12 Lawn Lane SW8 1UD, London

9.3 Web Site www.feedtheminds.org

9.4 R Registration or charity number 291333 (England and Wales)SC 041999 (Scotland)

9.5 Annual Income (from latest set of approved accounts)

Income (original currency): £ 860,553Income (£ equivalent): Exchange rate:

Start/end date of latest set of approved accounts (dd/mm/yyyy)

From: 30/4/2012To: 30/4/2013

9.6 Number of existing staff 9

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

Existing staff Programme Officer (0.2 FTE)Programme Director (0.1 FTE)

New staff n/a

9.8 Partner organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) X Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

9.9 A) SUMMARY OF EXPECTED ROLES AND RESPONSIBILITIES OF THIS PARTNER, AND B) AMOUNT OF BUDGET (GBP) MANAGED BY THIS PARTNER

Feed the Minds will manage the reporting to DFID, and support the implementation of the project with an emphasis on M&E, but also with specialist expertise in HL and of increasing the accessibility of communication materials to support the increased health knowledge among beneficiaries with low literacy levels.

£44,762 which represents 18% of the total budget. 14% will be spent in the UK and 4 % in Pakistan on external M&E9.10 EXPERIENCE: Please outline the experience of your partner in relation to their role and

responsibility in this fund (including technical issues and relevant geographical coverage)

FTM has been working with education and community-based development project for almost 50 years. Our 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

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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, has FTM 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. FTM has also led a process with around 40 NGOs (UK and abroad) on Cross-organisational learning, with workshops leading up to guidelines currently being disseminated. FTM has previously successfully implemented integrated health and literacy programmes in 8 countries: Bangladesh, Ghana, India, Kenya, Pakistan, Sierra Leone, Tanzania and Uganda. These projects include working with issues around reproductive health, HIV and Aids, disability health awareness and nutrition. In Pakistan, did the partnership with the National Pakistan Development Programme (NRDP), start in 2007-09 with a project to improve women’s access to rights, through literacy, in Narowal District. The evaluation highlighted the role of literacy on accessing rights and also empowering women to make changes in their communities. Self-supporting committees were established which began saving schemes, supporting income generation activities, resulting in an increase in school attendance and improved household nutrition. However, the women identified health, and in particular MCH, as crucial areas of need and lobbied NRDP for support who in response strengthened the health component in their community development programme in this district as well as nationally . Feed the Minds has also, in the last few years, worked with 2 other organisations in Pakistan, for instance supporting non-formal education for brick-kiln workers and their children.9.11 FUNDING HISTORY Please provide a brief summary of your partner(s) funding history.

In addition to support from trusts, individuals and other organisations has Feed the Mind had funding from the following institutional donors for specific projects: Comic Relief, £71,695 2010-2013, peace building in Kibera, Nairobi, KenyaComic relief , £ 394,744, 2013- 2016, vocational training, Bo, Sierra Leone Big Lottery Fund, £270,004, 2012 – 2015, land rights, RwandaBaring and Ellerman JIB, £ 160,012 2011 - 2012, literacy and civic education, South Sudan9.12 CHILD PROTECTION (funds working with children and youth (0-18 years) only)

What is this partner's capacity and experience in relation to child protection? How will you work with your partner(s) to ensure children are kept safe?

FTM has a child and vulnerable adult’s protection strategy, 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 .9.13 FRAUD: Has there been any incidence of any fraudulent activity in your partner organisation

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

No, FTM has had and annual full audits with a clear audit report 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 FTMs’ staff has 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.

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SECTION 9: CAPACITY OF ALL PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for each partner organisation identified in section 6.19.1 Name of Organisation National Rural Development Program (NRDP)

9.2 Address Circular Road,Mumtaz ColonyNarowal City

9.3 Web Site www.nrdp.org.pk

9.4 Registration or charity number (if applicable)

RN-438/2011 Register Joint Stock Companies, District Narowal

9.5 Annual Income (from latest set of approved accounts)

Income (original currency): 42,183,678 PKRIncome (£ equivalent): £ 288,929.30Exchange rate: £1 = 146 PKRStart/end date of latest set of approved accounts (dd/mm/yyyy)01/07/2011 – 30/06/2012 (2012-2013 available from 25/10/13)

9.6 Number of existing staff 105 staff (66 women, 39 men)

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

Existing staff 1 Accounts Officer ( 0.5 FTE)1 Project officer (1 FTE)5 Field Officers (5 FTE)

New staff 1 Training Officer ( 1 FTE), 1 M&E Officer (1 FTE)

9.8 Partner organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) x Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

9.9 A) SUMMARY OF EXPECTED ROLES AND RESPONSIBILITIES OF THIS PARTNER, AND B) AMOUNT OF BUDGET (GBP) MANAGED BY THIS PARTNER

9.10 EXPERIENCE: Please outline the experience of your partner in relation to their role and responsibility in this fund (including technical issues and relevant geographical coverage)

NRDP is an indigenous NGO with 20 years’ experience of working with rural communities at a grassroot level. Women’s empowerment is integral to their work and women are strongly represented in their Board and teams at all levels. NRDP focus on supporting initiatives for sustainable community based and gender sensitive development with particular focus on health, education, agriculture, women and youth rights, and micro credit/enterprise development.

NRDP have implemented a number of health projects by aiming to improve access to high-qualityprimary health care and social services for mothers, children and young people. NRDP haveprovided a comprehensive community health program to reduce the new-born and maternal mortalityrates in some of the most remote rural areas of Pakistan. This is evidenced in the following 2012

achievements; 52,768 (men 9509, women 25,437, children 17,822) benefitted from increased access to

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health services under community health centres 10,915 community members benefitted through mobile health services and educated on

maternal and child health, immunisation and nutrition 63 TBAs were trained as CMs in order to reduce risks of the mother/child during delivery 1,921 community members received basic health education including reproductive health,

nutrition, malaria, diarrhoea and other health/hygiene issues and problems. In total, 201,492 people have had access to quality health services implemented by NRDP. 9.11 FUNDING HISTORY Please provide a brief summary of your partner(s) funding history.

2001-2002: Maternal & Child Health and Capacity Building, £14,622, The Asia Foundation2002-2005: Community Based Initiatives for Women Empowerment and Development, £27,957, Catholic Relief Services 2003-2004: Rural Mother & Child Health Care Program, £18,982, AUS AID2005-2006: Mobile Health Clinic, £17,007, British High Commission 2007-2009: Women Development through Education, £24,985, FTMEmpowering rural women through the development of functional literacy skills. Women Education Committees were established, 20 teachers were trained in functional literacy approaches and 20 functional literacy centres were established in 20 villages with 496 learners in Narowal District. 2008-2009: Community Health Program, £15,665 Pakistan Poverty Alleviation Fund 2008-2010: Awareness, Advocacy and Actions to combat Violence against Women, £45,678 UNDP 2010-2011: Community Health Program, £112,940 Pakistan Poverty Alleviation Fund Strengthening an NRDP Community Health Centre in Narowal District providing services to 42,401 community members, including establishing laboratory facilities and training 126 TBAs. 2010-2011: Quality Education Program, £212,168 Pakistan Poverty Alleviation Fund Strengthening 6 community schools and establishing 2 new schools, reaching 1,314 students; 8 School Management Committees and 8 Student Representative Councils were formed and 46 teachers were trained. 2011-2013: Health & Hygiene Promotion, in-kind support WHO/UNICEFIn Badin-Sindh, WHO and UNICEF provided medicine for health camps and soap for hygiene promotion. 26,800 community members were educated and sensitised on hygiene promotion and water borne diseases.2011-2012: Increasing Access to Good Quality Health Services, £27,545, Pakistan Poverty Alleviation Fund 80 TBAs were trained and the capacity of local health professionals improved in National Community Health Centres. Over 350 patients also received free medical and health care services through mobile health camps moving to the most remote, rural areas.2013: Advancing Voter Education in 5 districts of Sindh, £116,410, United Nations Women410,413 community members (72% women) were mobilised through voter education campaigns, with focus on importance of electoral participation. April 2013: Community Based Voter Education Initiative for Rural Christian Women in District Faisalabad, £1,250, Feed the MindsNRDP built the literacy capacity of organisation Association of Women Awareness and Rural Empowerment (AWARE) by running a series of training workshops with AWARE’s voter educators. 9.12 CHILD PROTECTION (funds working with children and youth (0-18 years) only)

What is this partner's capacity and experience in relation to child protection? How will you work with your partner(s) to ensure children are kept safe?

NRDP have signed up to the Feed the Minds Policy on Child Protection and is currently developing their own policy. 9.13 FRAUD: Has there been any incidence of any fraudulent activity in your partner organisation

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

No. Sound financial processes and systems are in place with an annual external audit taking place. Multiple signatories are required for financial transactions and the NRDP Board receives regular

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updates and reports on financial transactions. A comprehensive administrative process Handbook is developed and clear partnership agreements and MoU are produced for any restricted funding received.Actions to minimise the risk of fraudulent activity include: Appropriate financial record keeping, project account opened and individual assessment records

kept Visits by partners/donors and contacts as and when agreed and to give them free access to

information on activities supported by partners To inform partners in good time of any problems or concerns, and to work together to resolve the

problems before they become grave To use funds and material support only in the way agreed with partners and as outlined in

requests To follow the established guidelines and to agree to a Memorandum of Understanding prepared

for the specific project To constantly monitor and periodically evaluate the performance of their financial systems and to

apply corrective measures accordingly.

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