GPAF IMPACT PROPOSAL FORM (for 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 Impact Window Guidelines for Applicants and related documents before you start working on your Proposal to ensure that you understand and take into account the relevant funding criteria. Please also consider the GPAF Impact Round 1 Proposals - Key Strengths and Weaknesses document which was prepared following the appraisal of the full proposals submitted to the first round of GPAF Impact. This document identifies the generic strengths and weaknesses of proposals submitted in relation to the key assessment criteria.

How: You must submit a Microsoft Word version of your Proposal and associated documents by email to gpafimpact@tripleline.com. The Proposal Form should be completed using Arial font size 12. We do not require a hard copy. When: Proposal documentation must be received by Triple Line by: 23:59 (GMT) on 10th

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

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

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

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

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

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

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

5. Project organisational chart / organogram: All applicants must provide a project organisational chart or organogram demonstrating the relationships between the key project partners and other key stakeholders (please use your own format for this).

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

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

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

SECTION 1: INFORMATION ABOUT THE APPLICANT1.1 Lead organisation name Handicap International UK

1.2 Main contact person Name: Ian HenstockPosition: Donor Liaison OfficerEmail: ihenstock@handicap-international.orgTel: +44-7530-155065

1.3 2nd contact person Name: Laura GianiPosition: Desk OfficerEmail: lgiani@handicap-international.org Tel: + 33 (0)4 78 69 67 21

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

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT2.1 Concept Note Reference No. IMP-02-CN-0986

2.2 Project title Disability & livelihood services’ access Cambodia

2.3 Country(ies) where project is to be implemented

Cambodia

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

- Battambang province: districts of Maung Reussey, Banan, Bavel, and Thmorkol. - Kampong Cham province: districts of Choeng Prey, Prey Chhor, Tbong Khmom, Chamkar Loe.

2.5 Duration of grant request (in months)

36 months

2.6 Project start date (month and year)

01st July 2012

2.7 Total project budget? In GBP sterling

£ 827,875

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

£ 504,045

60.884%

2.9 Year 1 funding requested from DFID

£ 198,370

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

86.42% spent in Cambodia13.58% will be spent in Europe

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

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necessary)

Source of funding Year 1 (£) Year 2 (£) Year 3 (£) Total (£) Secured? (Y/N)DFID 198,370 159,502 146,173 504,045 N

European Union 126,709 56,069 0 182,778 Y

HI 0 45,194 95,858 141,052 Y

Total (£) 325,079 260,765 242,031 827,875

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

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

Appropriate Technology HIV/AIDS / Malaria / TB

Child Labour Housing

Climate Change Income Generation

Conflict / Peace building Justice

Core Labour Standards Land

Disability 1 Livestock

Drugs Media

Education & Literacy Mental Health

Enterprise development Reproductive Health / FGM

Environment Rural Livelihoods 2

Fisheries / Forestry Slavery / trafficking

Food Security Water & sanitation

Gender Violence against women/ girls/ children

Governance 3

Other: (please specify)

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

2. Achieve universal primary education

3. Promote gender equality and empower women

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

None of the above (please explain in section 3.3)3

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 sub-targets within not just the national context but also related to the specific geographical location for the proposed project. Please state the source of the information you are using to determine whether or not they are “off track”. How will this project support the national government’s commitment to achieving identified MDGs? Your response should also inform section 4.4.

Under MDG1, the Royal Government of Cambodia (RGC) has two targets: 1:“achieve full and productive employment & decent work for all, including women & young people” with one sub-target related to the proportion of working children, and 2:“halve between 1993 & 2015, the proportion of people who suffer from hunger” addressing both population below the food line and malnutrition. For both targets, as per all the MDGs for Cambodia, none of the indicators provides disability-disaggregated information, thus making very difficult the assessment of progress and impact on men and women with disabilities. At the national level, MDG 1 is off-track (Achieving Cambodia’s MDG, 2010, Ministry of Planning). The recent economic crisis, combined with inequity in the benefits of a growing urban-centred economy, has caused a fall of the lowest quintile in national consumption and an increase in rural poverty. The gap analysis undertaken under the above-mentioned study identified different challenges & bottlenecks, all consistent with UNDP’s worldwide analysis (The path to achieving MDG: a synthesis of evidence from around the world 2010). All the following affect MDG1’s completion: lack of capacity and need to improve governance at all levels, traditional gender attitudes and behavioural norms preventing women from taking up socio-economic opportunities and playing an active role in families and communities, chronic poverty among the most vulnerable groups including persons with disabilities (PWDs), lack of stimuli for entrepreneurship. Support to income-generating activities and greater equity are identified as 2 major factors in progress towards MDG1. Regional poverty estimates (Poverty profile of Cambodia 2004, Ministry of Planning 2006), reveal that the Tonle Sap area (location of Battambang province) reaches the second poverty rank (43% - 35% for Cambodia) while the largest share of the poor (40%) is located in the Plains area (location of Kampong Cham province). The 2 provinces of implementation are also heavily affected by disability whose link with poverty was clearly demonstrated worldwide (see 4.4). The recent update of NSDP 2009-2013 and the adoption under “private sector development and employment” of priority 3 “Strengthen and expand welfare and rehabilitation services for persons with disabilities”, offers the opportunity to promote job creation and community services for persons with disabilities, raise awareness on disability among families, services & local authorities in order to reduce discrimination, and to encourage a more favourable environment for access to services and reduce the socio-economic consequences of impairment. The project will contribute to widening priority 3 at the grassroots level and will address additional challenges related to governance and dialogue with civil society. In so doing, it will support a significant reduction in extreme poverty amongst persons with disabilities in the target Districts.

3.4 Please list any of the DFID’s standard output and outcome indicators that this fund will contribute to. Please refer to the Standard Indicators document on the GPAF website. Note if stated here, these also need to be explicit in your logframe.

The following indicators have been adapted in order to fit within the context of the proposal: % change in population below national poverty line, % of citizens satisfied with CSOs’ performance.

SECTION 4: PROJECT DETAILS4.1 ACRONYMS

Please list all acronyms used in your application in alphabetical order and explain them in full.

BA Barriers assessment IGA Income Generating Activity

CDPO Cambodian Disabled People’s Organization

MDG Millennium Development Goals

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CIP Commune Investment Plan NSDP National Strategic Development Plan

CSES Cambodia Socio Economic Survey OEC Opérations Enfants du Cambodge

DPO Disabled People Organization PWD Person with Disabilities

ERW Explosive Remnants of War RGC Royal Government of Cambodia

HDR Human Development Report UNCRPD United Nations Convention on the Rights of Persons with Disabilities

HI Handicap International UNDP United Nations Development Program

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

Through improved access to livelihoods schemes and income-generating activities, this initiative will ensure productive employment and decent work for 1,520 women and men with disabilities and their family members. This will tackle poverty and exclusion of persons with disabilities in rural Cambodia and encourage equitable social participation. The project will demonstrate the feasibility of disability inclusion in service provision and local governance on a sustainable basis.

4.3 PROJECT DESIGN PROCESSDescribe the process of preparing this project proposal. Who has been involved in the process and over what period of time? How have the intended beneficiaries and other stakeholders been involved in the design? If a consultant or anyone from outside the lead organisation and partners assisted in the preparation of this proposal please describe the type of assistance provided.

The design process took place in 3 different phases from 2010 to early 2011: 1 - analysis of documents related to the previous project phase, including: external final evaluation, (recommendations related to approach, methodologies and tools in the perspective of a second phase), quality of life survey (undertaken with 57% of first phase beneficiaries), lessons learnt analysis. All the studies involved focus group discussions & key informant interviews with persons with disabilities, local authorities, livelihoods service providers and project staff from both HI and partners (OEC and CDPO). 2 - Additional consultations in the 2 provinces of implementation of the project with the same stakeholders as above, plus local DPO. 3 - With support from HI Regional Livelihoods Adviser, the HI team and the 2 partners designed the project which was then introduced to the Ministry of Social affairs Veteran and Youth in charge of disability and victim assistance.

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

Despite high economic growth and an overall decrease in poverty, inequality remains very high in Cambodia. Poverty is overwhelmingly rural and has actually been increasing in rural areas (91.6% in 2004, 92.7% in 2007 Source: CDMG gap). The highest incidence is found among households

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earning their living from agriculture, self-employed farmers and unemployed. These inequalities are higher for men and women with disabilities whose disability is at the same time a cause and a consequence of poverty. Poor people are less likely to access basic health care, but more likely to: face psychosocial and/or mental health problems such as depression (in particular women); enter mine-affected areas to collect food or firewood, exposing themselves to mine accident (Battambang province is the most heavily mined in Cambodia); or face unsafe conditions of work. Some children are malnourished leading to delays in development. These situations increase the risk of impairment. In turn, impairment imposes an extra economic burden on families with increased health care needs, the need for day care reducing the capacity of women to work outside. Limited access to education reduces opportunities for future work. Impairment also prevents men from hard work in rice fields as well as from selling their labour, and limits women’s chances of getting married. As well as sharing the profile of general poor (reduced income, reduced access to services, social exclusion etc) persons with disabilities are also more vulnerable to poverty (e.g 2004 CSES showed that PWD earn on average 65% less than non disabled persons). In a context of chronic poverty, persons with disabilities have limited access to existing services, rooted in 3 main causes, identified during project phase 1: 1/ Local stakeholders, including both service providers and local authorities, often wrongly assume that persons with disabilities have lesser capacities to learn vocational skills, are less able to take jobs and to work in a professional manner and are physically too weak to have professional activities. 2/ Persons with disabilities lack information about existing livelihoods institutions and projects and confidence to work and learn new skills. Even in villages and communes receiving visits from field workers (NGO staff or loan officers from microfinance institutions), information is provided through general meetings and often does not reach persons with limited mobility, much less those with visual, hearing, intellectual, mental or multiple impairments. 3/ Most services are not accessible and do not propose adapted programs for persons with visual, hearing and intellectual impairments. This lack of inclusive services and facilities is compounded by lower education and literacy rates due to exclusion from the education system, which may require adapted learning approaches that service providers usually do not offer. The proposed approach will address these gaps both at individual and institutional levels, in order to sustain long term effects (see 4.6 and 4.7).

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

DIRECT: a) Description a) Vulnerable1 persons with disabilities aged over 16b) Adult members of families living with disabilityc) Local authorities d) Livelihood service providerse) CDPO and 2 local DPOs

b) Number a) 532 men and 532 womenb) 228 men and 228 womenc) 24 communes d) 18 service providerse) At least 4 persons per organization

1 Vulnerability is assessed through a combination of factors including the composition of the family (number of dependants/number of persons working), family food security, debt and asset holding. A person with disability will also be considered as vulnerable when his/her family holds an ID poor delivered by local authority.

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(including executive staff)Total: 1574 persons

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

INDIRECT: a) Description a) Families living with disability including children and spouse of direct beneficiariesb) Children or relatives with disability of direct beneficiariesc) Ministries of Interior and Planning

b) Number a) 3511 family members2

b) 456 children or relatives with disabilityc) At least 20 key staff from both national and local level involved into decentralization processTotal: 3987 persons

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

Poverty encompasses a range of concepts such as vulnerability, voicelessness, access to services and income deprivation (Poverty reduction and development in Cambodia: enabling disabled person to play a role, Disability KaR 2005), hence the project proposes a holistic approach. It will emphasise attitudinal, institutional & environmental barriers considered as the main causes for exclusion, and will offer concrete opportunities to persons with disabilities and their family members to access income generation. The project will base its action around: 1/ a concrete individual response, with direct impact on households, which will also be used to demonstrate persons with disabilities’ capabilities; 2/ institutional initiatives to build enabling environments for longer term and larger scale impact. Considering the phase 1 lessons-learnt, the project anticipates different impacts for the main target groups. For persons with disabilities and families living with disability, impacts are expected on attitudes and overall quality of life. These encompass family economic situation, capability development (in particular skills and self-confidence) & social participation at family and community levels. At the institutional level, we expect local authorities to build their capacity for disability inclusion and better understand the barriers faced by persons with disabilities with the aim to consider them in annual commune planning. The project approach will also positively impact local governance (a critical condition for poverty reduction) through dialogue between local authorities and DPOs. DPOs will build their legitimacy as local stakeholders for development and together with CDPO their long-term advocacy capacity at local and national level. This will focus on UNCRPD implementation, contributing to build evidence on participatory inclusive local development and inclusive livelihoods. Livelihoods service providers (vocational training centres, Micro Finance Institutions, local employers etc) will improve their practices for enabling environment and accessible services for users with disabilities.

4.7 PROJECT APPROACH / METHODOLOGYPlease provide details on the project approach or methodology proposed to address the problem(s) you have defined in section 4.4. You should justify why you consider this approach to be the most effective way in which to achieve the project purpose. Please justify the

2 This number is calculated from the average number of person per household in Cambodia (4.3) minus 1 corresponding to the direct beneficiary

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timeframe and scope of your project and ensure that the narrative relates to the logframe and budget. Be realistic and not over ambitious.

The project will apply a 4-step approach built on learning from 2 projects. TIGA1 demonstrated the positive impact of socio-economic support on the quality of life of persons with disabilities and pointed out barriers at an environmental level. The Mainstreaming Disability in Poverty Reduction Process project identified the use of the existing CIP process to ensure the representation and participation of PWD at local level. The first step will disseminate the participatory Barriers Assessment (BA) approach (developed with DPOs to reinforce their ownership of the problem addressed by the project), build a common understanding of the challenges faced and develop working relations between DPOs, local authorities & service providers. The BA will be implemented prior to the current project (Quarter 1 2012) and will: 1/ serve as a baseline for project monitoring & evaluation, 2/ identify a third partner in Kampong Cham province to implement individual economic support. From quarter 3 2012 (step 2), local livelihood services will receive support to adjust their services and facilitate the access of persons with disabilities, taking into account priorities identified under BA. A complementary access audit will be undertaken for each service with DPOs addressing areas related to attitudes, accessibility, policies, internal tools and guidelines. Based on access results, services will propose actions for inclusion. The best proposals will be selected with involvement from local authorities and DPOs. Service providers will receive financial and technical support from the project to implement them with regular analysis of user satisfaction. Individual socio economic support (step 3) will complement this institutional approach and will take place in parallel. Persons with disabilities and/or families living with disability will receive support to design small businesses and a training package (hygiene, business management, technical skills) and to set up and sustain diversified IGA. They will build their skills and their confidence in learning and working, securing success through social, medical, rehabilitation & livelihood referrals (especially for vocational training & access to micro-credit). At the individual level, generation of additional income will empower small business-holders to increase their influence in family decision-making and participation in local events (including the CIP process), and counter the misconception that persons with disabilities are not productive. Under step 4, local DPOs/SHG will be empowered to use the BA and step 3 results to advocate for consideration of the needs of persons with disabilities as a contribution to local development through existing local planning mechanisms (annual definition of Commune Investment Planning- CIP which takes place between April and December) and local governance (Commune Council). Along with this 4-step process, 5 core principles will contribute to ensuring achievement of the project purpose: 1/ Cross-impairment with consideration given to all persons with disabilities. Functional capacities will be considered when developing small business plans. For persons with severe impairment and/or impairment limiting autonomy to work, family will be involved in business plan development and/or IGA implementation. 2/ Gender (see 4.10), 3/ Research-action with organization of regular lesson- learning workshops to adjust the approach & tools, and share results (see 6), 4/ Capacity building (see 4.9), 5/ Lesson-learning and production of guidelines as part of advocacy & scaling-up strategy (see 4.8 and 4.9). Different constraints will be considered and tackled: a) Women and persons with sensory or mental impairments are under-represented in DPOs & SHG and service providers addressing their needs are limited, b) DPOs/SHGs’ have limited capacity & are yet to be considered as legitimate development actors, c) social & health problems faced by small business holders could put at risk the sustainability of their IGA, d) local authorities are weak and lack dedicated and skilled human resources, e) they have limited financial resources and depend on external yearly financial support to address their priorities e) flexibility of annual institutional planning as designed by the system in place is limited and is embedded in a top-down political system. To address these constraints, the project will: a) train and coach partners & services to work with all persons with disabilities using HI’s external expertise, b) support ‘learning by doing’ through DPO involvement in activity implementation, c) set up a referral system using existing services, d) train and coach local

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authorities & provincial team for 3 CIP rounds; engage them in advocacy with DPOs to secure consideration for disability in existing funding; and to get additional funding and sustain long term change. Close monitoring with regular review and adjustments will be critical conditions for success.

4.8 SUSTAINABILITY AND SCALING-UPHow will you ensure that the benefits of the project are sustained? Please provide details of any ways in which you see this initiative leading to other funding or being scaled up through work done by others in the future. Describe how and when this may occur and the factors that would make this more or less likely.

Sustainability of the project will be rooted in a comprehensive participatory approach which will empower organizations through capacity building (see 4.9) and direct implementation, involving stakeholders to develop know-how & ownership, at different levels. At the institutional level, project design is based on a comprehensive & participatory approach, aiming to involve all stakeholders, from DPOs to service providers, local authorities and commune councils. This multi-stakeholder approach will strengthen existing institutions and to build local ownership, which will secure sustained changes in policies & practices. It also aims to create a community of practice and knowledge, which will further sustain institutional change. At the policy level, the guidelines for barriers assessment and inclusive CIP will offer a tool for CDPO and DPOs to advocate for inclusive policy dialogue at the commune level. Their involvement in project implementation will help them gain legitimacy & experience to support advocacy at the national level (see 4.9). For individual socio-economic support, the sustainability of this support mechanism is not an objective per se. The focus on the mechanism is expected to decrease with the progressive assimilation of persons with disabilities’ needs into existing services, as well as at community level through inclusive CIP. Focus will be put on ensuring IGA sustainability through quality business planning, provision of adequate skills and, once the activity set up, individual follow-up and support. To ensure follow-up and continuity, lesson learning will apply: two guidelines (on barrier assessment and inclusive CIP) will be produced & disseminated through provincial & national workshops among national authorities and development partners. These workshops will allow DPOs to advocate for disability mainstreaming in NDSP, to achieve the MDGs as recommended by the UN expert group on mainstreaming disability into MDGs policies. They will also serve to lobby for increased funds for communes under the NSDP & related programs, in order to allow effective grassroots-level actions targeting the needs of the most vulnerable groups, including scaling up of the proposed approach to access livelihood opportunities.

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

Capacity building, empowerment & advocacy are core principles of the project approach and critical elements for sustainability. Capacity building & empowerment will focus on 4 main targets: 1/ To allow PWD to grasp livelihood opportunities, to increase their self-confidence & capability, to play an active role in family and community decision-making, 2/ Service providers will build their capacity to understand how to remove barriers faced by users with disabilities. They will be encouraged to collaborate with DPOs to address the on-going need for adaptation and receive regular coaching to change their operational practice. 3/ DPOs will be empowered to be more legitimate and relevant when representing PWD’s needs & dialoguing with local authorities under existing planning & implementation mechanisms. This will include direct inclusion of CDPO staff in the project team & coaching in activity implementation related to BA and CIP, putting DPOs in the frontline with HI’s technical back-up. 4/ At the local authority level, the project will provide disability awareness-raising and contribute to capacity building of commune & district staff in charge of CIP to promote equitable

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local management. Coaching will be set up with DPOs involvement during 3 cycles of annual CIP in order to progressively develop know-how. Expatriate technical and operational coordinators will ensure the long term capacity building of the partners, to sustain efficiently the project.Advocacy is a continuum for empowerment and will contribute to a sustained outcome. DPOs & partners will be encouraged to build upon tested evidence & processes, complemented by impact analysis, to advocate for disability mainstreaming at national level as a condition for achieving the MDGs. Advocacy will involve local stakeholders and demonstrate that short-term costs of PWD inclusion will be surpassed by long-term savings to families & society. To support advocacy, HI will develop CIP and BA guidelines based on lessons learnt. Lesson analysis will involve all stakeholders (local authorities, DPOs, PWDs). Previous experience of HI in mainstreaming disability demonstrates the importance of building its positions on grassroots-level experiences and case-studies. DPOs will be encouraged to mobilise stakeholders, and use these alliances and the knowledge developed to support their claims under the poverty reduction framework.4.10 GENDER AND SOCIAL INCLUSION

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

Persons with disabilities are the main targets of this project. They are highly discriminated against in Cambodia as 1/ they are poor, (poverty being identified by persons with disabilities - in a 2011 CBM study related to barriers to access health services in Cambodia - as the primary source of discrimination) 2/ they are mostly unproductive due to limited skills & education and lack of access to livelihood opportunities. While this situation applies to all persons with disabilities, differences between persons of different sex and of different impairment must be highlighted. Despite efforts undertaken by the RGC (eg: Neary Rattanak strategy for Gender Equality and the empowerment of women), important challenges remain in ensuring women’s equitable access to education, work, livelihoods, health & public life (NB: Cambodia’s rank in the gender inequality index (139/187). “Chbap Srey” is still considered as the main source of reference for Cambodians. This traditional code of conduct for women was denounced by the UN Committee on Elimination of Discrimination against Women as preventing women from enjoying full human rights. Gender violence remains widespread at all levels of society. Lack of livelihood opportunities, lower literacy rates (23% of women age 15-24 are illiterate) and educational levels (35% of women age 25-44 and 33% age 15-24 have less than a primary school education) contribute to maintaining women in dependency and poverty. Women with disabilities’ situation is even worse as they face double-discrimination based on impairment & gender (e.g: an HI study for UNDP on political participation in 2010 revealed that 51% of disabled women registered to vote in 2009 compared to 76.7% of non-disabled women;. 46.7% were literate compared to 67.8% among disabled men and 71.1% among non-disabled women). The project will ensure that at least 50% of directly supported beneficiaries will be women and that it will take into consideration the different roles of women and men in society. This will support their empowerment both at home and in the community offering an increased contribution to decision-making. In order to counterbalance women’s lack of visibility in DPOs, the project will ensure they participate actively in CIP processes and advocacy activities. Women receiving direct support should in particular play a key role in this process. Sex-disaggregated monitoring & evaluation indicators will be adopted & case studies produced to support advocacy at all levels. With regard to impairment, inequities do exist, favouring men with physical impairments (overrepresented in DPO movement) and others. The project will pay attention to ensuring the participation of women with disabilities and persons with non-physical impairments. Cross-impairment indicators will be defined for monitoring and to ensure support is also given to people with physical, sensory & intellectual impairment. With regard to age, & the project’s livelihoods interventions, beneficiaries will

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all be of legal working age. Participation in vocational training & apprenticeship of disabled girls and boys of at least 16 will be supported provided that they have never been able to access school or have dropped out for at least 6 months.4.11 VALUE FOR MONEY (VFM)

Please demonstrate how you have determined that the proposed project would offer optimum value for money and that the proposed approach is the most cost efficient way of addressing the identified problem(s). Please ensure that your completed proposal and logframe demonstrate the link between activities, outputs and outcome, and that the budget notes provide clear justifications for the inputs and budget estimates.

The project’s approach will offer the best value for money as i) external evaluation of phase 1 on individual socio-economic support proved that the approach was effective and efficient, ii) local partners’ capacities will be built, which will support replication and scaling-up, iii) Existing services and mechanisms will be engaged rather than create needs for new structures, iv) Best practices will be promoted to be feasible & affordable in the Cambodian context. In addition, the project team will ensure value for money by a) rigorous analysis of budget consumption and submitting detailed budgets for each activity to identify the most cost-effective measures and to avoid all unnecessary expenditure, b) applying procedures ensuring competition & transparency in procurements, c) using existing premises & equipment and closely supervising use of car (public transport & motorbike use will be encouraged), c) applying national rules for allowances coherent with the cost of living. In the short term, value for money may appear to be limited due to the investment made in human resources necessary for a) an individual approach and continuous counselling which have proven in phase 1 to be efficient and b) coaching rather than substitution, c) intervention in rural areas (commune split between different villages in larger territories) which all mobilize more people in the long run. However, this investment is considered as critical to attaining long-term value for money.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 specific national government policies and plans related to poverty reduction?

The project is in line with Cambodia Rectangular Strategy II, the economic tool of the Government to reduce poverty and define the framework for the NSDP update 2009-2013. The project will contribute to good governance by collaborating with local authorities, which, according to NSDP, will play a lead role in supporting local economic development and contributing to meet the needs of the most vulnerable citizens. The project will also contribute to the third strategic growth rectangle related to private sector growth and employment which includes job creation as a priority and identifies needs for the promotion of vocational training, job creation and community services for PWD. The project will also respond to the rectangular strategy’s environmental dimension by focusing on partnership in development with all stakeholders including civil society. Last but not least, the National Action Plan for Persons with disabilities, as a reflection of the national policy framework, identifies economic reintegration as a key priority for action. Regarding DFID policies, as expressed in DFID’s “Disability, Poverty and development” paper, the project will propose a focus on the rights-based aspect of the twin-track approach addressing persons with disabilities empowerment and disability mainstreaming into development policies and actions. The project will link disability, poverty reduction & rights-based approach under promotion of a social model of disability, with clear focus put on both the individual and environmental level to achieve change and equity. Good governance & gender equality will also be at stake for ensuring poverty reduction and progress towards the MDGs.4.13 LESSONS LEARNED

What lessons have you drawn on (from your own and others’ past experience) in designing

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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.

During the first phase of the project, 3 activities provided experience-based lessons: a quality of life survey using baseline & post-support assessments; a good practice analysis which was documented & shared at the national level; and an external final evaluation with recommendations for phase 2. Lessons were also drawn from other HI projects piloting the inclusive CIP process in Cambodia, Local Inclusive Development projects implemented by HI in other countries (Morocco, Madagascar, Mali, Afghanistan) and from discussions held with national & international NGOs involved in livelihoods projects in the planned areas of intervention. In phase 1, local organization’s (our partner OEC) capacity was successfully built in project management & in supporting livelihoods activities with landmine survivors and affected communities, and involving persons with disabilities whose impairment had some other cause. At the individual level, impact on quality of life was positive, especially for persons from lowest quality of life category, on household budget, and on social participation. Most beneficiaries indicated that they faced less discrimination. The project also demonstrated it was possible to achieve equivalent results with persons with disabilities and non-disabled persons using the same methods and at the same cost. While these positive results were encouraging, different lessons-learned were identified and are considered under step 2: 1/ Change is a long-term process that needs to be supported by a comprehensive approach balancing information, awareness-raising, training & coaching. 2/ In the current context of decentralization, working at commune level will not be sufficient to ensure effective disability mainstreaming into development action. District/provincial level staff active in the CIP process will be involved, as will service providers (who generally incorporate commune priorities into their own action plans due to limited commune budgets). 3/ To ensure legitimacy & sustainability, DPOs will be at the forefront of activities undertaken with local stakeholders. Considering their lack of human, financial & technical capacity, plans will ensure that the means (including human resources) are properly allocated, that expected outcomes are realistic & phased, and that strong technical back-up is provided by HI. Time is a critical condition for DPO capacity building (including CDPO) to encourage coaching & ‘learning by doing’. 4/ Implementation will allow testing & an iterative approach encouraging participatory lessons learned & adjustments. Results will be shared and documents produced to support advocacy and an evidence base, especially as statistics and data on disability are notably scarce.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.

The project will ensure there is no negative impact on the environment. For IGAs related to agriculture, information will be provided to limit the use of pesticides and ensure proper protection of users & relatives. Joint work with the Agricultural Office will ensure access to information and resources (vaccination) appropriate to the prevention of negative effects on the environment. For all food processing activities, use of wood stove will be supported.

SECTION 5: PROJECT MANAGEMENT AND IMPLEMENTATION5.1 PROJECT MANAGEMENT

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

You must also provide an organogram of the project staffing and partner management relationships.

A clear description of the added value of the each organisation within the project.

An explanation of the human resources required (number of full-time equivalents, type, skills, background, and gender).

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HI will manage the project implementation and bear technical & financial responsibility to the project’s donors. In close collaboration with partners (who will be involved at all steps to reinforce their project management, disability mainstreaming & lesson learning capacities), HI will: a) support methods & tools development, b) implement output 2, which is a pilot activity, c) facilitate M&E with partners (see section 6) and d) manage lesson-learning & dissemination, coaching partners and facilitating regular learning & impact analysis with all key stakeholders. HI’s national, regional & HQ level expertise will be mobilized (Livelihood Technical Adviser based in Bangkok, Technical Coordinator based in Phnom Penh, Knowledge Management Unit and Technical Resources Direction based at HI Federation headquarters), whilst international/national level networks will be used to disseminate the project’s achievements and input into wider debates on disability, poverty & MDGs. HI premises & facilities, equipment and support services, will be available for project implementation. CDPO staff will join the HI project team and will directly intervene in outputs 1 and 4. CDPO will contribute to the development of all methods, lessons learned & impact analysis. The National CDPO officer will take part in learning analysis to ensure the national office’s ownership. CDPO’s specific value-added is: at field level by facilitating mobilization & involvement of local DPOs/SHGs; at national level by mobilising networks for disseminating best practice; and for undertaking advocacy, (with its full legitimacy as a national DPO), to stakeholders involved in MDGs & poverty reduction. OEC will implement output 3 in Battambang province. They will mobilize local authorities to participate in beneficiary identification, selection & follow-up. They will facilitate referral to local social & livelihoods stakeholders (including entrepreneurs as per phase 1’s successful apprenticeship approach & service providers benefiting from output 2). Their in-depth knowledge of the area of intervention, their active network with local authorities and their previous experience in phase 1, are important value-added for the success of phase 2. In Kampong Cham province, where the approach developed under phase 1 will be replicated for the first time, the same role will be undertaken by a third partner. They will be engaged from amongst those livelihoods stakeholders identified & having expressed an interest during the course of the the BA (in June 2012), which will be used as the means to assess in practice their motivation & dynamism. Relations between HI and partners are embedded in overall partnership agreements & annual operational agreements. Regular meetings are planned both at operational & coordination level (see 6.1). Human resources directly involved at different stages of project implementation will consist of 6.41 FTE management & monitoring staff, 0.96 FTE technical staff, 21 FTE field work staff (including 15 dedicated to individual socio-economic support), 8.5 FTE support staff & 0.52 National Executive staff. All management & monitoring staff have a university background. Field staff must have completed at least high school with professional experience, except the 2 FTEs from CDPO for whom this level of education is not compulsory in order to allow recruitment of persons with disabilities. All support staff involved in financial/administrative management have a high school or university background. For all staff, experience in livelihoods & working with persons with disabilities are considered important assets. Diversity remains limited in the Cambodian labour market for educational & cultural reasons; however, this project will endeavour to encourage women & disabled people to apply for positions.

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

The project will benefit from existing systems & structures. The team will use OEC’s & HI’s facilities in both provinces. CDPO project staff, included in the HI team, will benefit from all HI facilities. Support services (inc. administration & logistics), will provide their inputs. HI Technical & Operation coordinators based in Phnom Penh will provide technical back-up & expertise at all steps of project implementation and will support M&E set-up, data collection & analysis (inc. operational & financial information). Most staff are already available in Battambang & Kampong Cham, with inclusion of 90% of phase 1 team members. A third partner staff will still have to be selected & trained (see 5.3).

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5.3 IMPLEMENTING PARTNERSInclude a list of all organisations to be involved in project implementation including offices of the applicant and any partners starting with the main partner organisation(s). Please only include those partners that will be funded from the project budget.

4 organizations will be involved in project implementation: OEC is a local NGO created in 1997 in Battambang to support landmine survivors. OEC has been collaborating with HI since 2008 and was the phase 1 partner. Focus was than put on building OEC’s capacity through direct involvement in project implementation along with training & coaching. CDPO is a local NGO created in 1994 whose mandate is to promote & advocate for disabled people’s rights. CDPO is based in Phnom Penh and works with an extensive network of DPOs in all provinces (inc. Battambang and Kampong Cham). CDPO has worked with HI since 2002 and was part of a former HI Mainstreaming project. HI was created in 1982 in Cambodian refugee camps along the Thai border. HI has been active since the ‘90s in Battambang Province & since 2002 in Kampong Cham province, working with public authorities at all levels, mainstream organizations & organizations of and for disabled people. In Cambodia, HI’s strategy aims to improve & sustain the living conditions of persons with disabilities and the most vulnerable groups, and prevent impairment & chronic disease. Access to services is one of HI’s key objectives together with disability inclusion & promotion of disabled people’s rights. One more partner will have to be selected to replicate individual socio-economic support in Kampong Cham province where OEC lacks experience & presence. The selected partner will receive training and in- the-field practice in Battambang province with OEC. Choosing a partner from the province also supports building local capacity for further scaling-up and evidence for advocacy.

5.4 OTHER ACTORSInclude 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?

3 categories of local actors will have a key role to play in the project. Project activities will take place as part of their existing mission & organization. The project will not create any new roles or new mechanisms. DPOs & SHGs in both provinces will contribute to BA & CIP. So far, they receive little support from development actors and are not integrated into existing programmes implemented at local level. Local authorities are in charge of identifying the needs of their most vulnerable citizens to integrate them through CIP. The project will mainstream disability into the existing CIP calendar, approaches & tools as developed & implemented by Ministry of Planning’s provincial & district officers. Disability awareness sessions, inclusive CIP training and regular coaching will be provided. Local authorities will participate in BA through focus groups & key informant interviews and will get feedback on the findings to include in CIP. This approach will be applied to service providers who will be included in BA & receive feedback in order to assess needs within their own organizations.

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 undertake a 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? 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?

In July 2010, HI adopted a new M&E integrated tool including planning (activities & related budget),

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indicators (logframe indicators completed with annual monitoring indicators related to activities & sub-activities), and table of beneficiaries. Multi-annual and annual perspectives are included and it is designed to be updated on a regular, participatory basis. All monitoring steps, preparation of the framework through yearly planning, update of the framework through monthly planning, quarterly financial & operational review, and mid-term operational review, will all take place with the project team & partners with support from HI Operations Coordinator & HI Regional Finance Manager. A yearly review will be undertaken to assess achievements against the plan & prepare the following year’s plan. Activities & logical framework milestones will be used to measure progress. Each review will be an opportunity to adjust the framework as per the constraints faced in order to move towards planned outputs. The results of the mid-term review & annual review will be shared with the main project stakeholders to increase ownership and to get their support to solve external constraints. Evaluation will encompass different kinds of activities (which have been included as sub-activities in different outputs) to put a clear focus on lesson-learning in line with a research-action approach: a) learning & best practice analysis with dissemination of results, b) project mid-term review & final evaluation All learning will take place with active participation from stakeholders involved in the activity they relate to, including direct & indirect beneficiaries. They will serve to adjust our approach, to measure impact (e.g: satisfaction or quality of life survey) and identify best practice to be shared with national stakeholders as part of project advocacy. Methods & tools will be adjusted accordingly (see 6.2), taking into account external & internal constraints, progress towards the outcome and project’s beneficiaries & stakeholders’ level of satisfaction. The final evaluation will measure achieved outcome & outputs and formulate recommendations for further steps forward. All the above will offer opportunities for all stakeholders to express their views and make recommendations.

6.2 Please use this section explain the budget allocated to M&E. Please state clearly in relation to evaluation costs and confirm your intention to commission an external evaluation.

The budget allocated to M&E will support participatory workshops with stakeholders and produce & disseminate documents (see 6.3). External resources and/or internal HI technical resources for the project mid-term review & external consultants for the final evaluation will also be funded. The following expenditures are anticipated under M&E: transport costs, per diem, accommodation, translation, room hire and catering (for workshops), lay-out and printing. Due to the financial plan and donor commitments, 2 external evaluations will take place during the period of implementation of the project: the 1st end-2013 (end of EU funding), which will serve as a DFID project external mid -term review, and the 2nd one in 2015 at the end of DFID support.

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.

A toolkit and guidelines will be developed based on the findings of the learning process and disseminated internally & externally. Internal dissemination will take place from HI to all HI programs (around 60) and National Associations (8). These resources will be posted on HI’s “skill web3” dedicated to all HI technical & operational staff, and disseminated through HI’s disability networks at international & regional level4. In Cambodia, national stakeholders (authorities, donors, UN, NGOs) involved in poverty reduction linked to MDG1 will be invited to participate in a national workshop (organized with DPOs and local stakeholders) to share best practices and carry out advocacy for replication of the project approach in poverty reduction programmes. Learning will encompass inclusive CIP & BA as the basis for a participatory planning approach & inclusive development. Another topic will be related to the provision of accessible & adapted livelihood services for all.

SECTION 7: PROJECT RISKS AND MITIGATION

3 www.hiproweb.org 4 UNESCAP, ILO, APCD and CBR Asia Pacific Network, International Campaign to Ban Landmines, Cluster Munition Coalition & Geneva International Center for Humanitarian Demining to address Victim Assistance network

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

Explanation of Risk Potential impact High/Medium/Low

Probability High/Medium/Low Mitigation measures

Internal risksLimited resources available in Cambodia to address disability inclusion in livelihoods support, both among service providers and national / local DPOs

High Medium 1 disability officer at each site will receive regular training & technical support from Regional Technical Coordinator (in Phnom Penh) & Regional Livelihood Adviser based in Bangkok. Both have extensive knowledge on disability.

Limited technical and human capacity of DPOs and CDPO

Medium Medium This risk is linked to the strong emphasis on capacity building. HI ‘s involvement in tools development, learning by doing & coaching will mitigate the risk

Distant sites Low High Project management team is large enough to ensure regular monitoring and will receive support from HI office. Distance will not impact on the approach both 2 sites presenting similar cultural & socioeconomic profiles.

Difficulty mobilising a third partner to work in Kampong Cham province

High Low Organizations have expressed interest during the design phase. The BA exercise will identify the most motivated & experienced livelihoods actor. Selection will be done prior the launch of the current project

External risksRGC does not ratify UNCRPD

High Low Ratification is currently ongoing even if slow. 2009 Law recognizes PWDs’ rights to livelihood, employment & vocational training & NSDP includes points on PWDs’ job creation & local authorities’ role

Economic crisis and continuous increase of food prices

Medium Medium This risk, if not controllable, will be mitigated by ensuring that business plans are realistic and support sustainable & profitable activity & encourage food production. The budget will take into account the inflation rate.

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2012 local elections and 2013 national elections

Low Low Risk of tensions during elections is limited. Change of local authorities should little impact the project as decentralization system in place provides very limited space for personal initiative. Changes at national level are very unlikely. All political frameworks in place will be maintained until 2013. From 2013 onwards framework will be revised with limited scope for radical change as they depend on international poverty reduction framework

Lack of interest from local stakeholders in mainstreaming disability into their services and/or to fund proposals made by communes under CIP5

High Medium Previous experience from CIP demonstrated that communes had difficulties getting their disability-related proposals funded. However, some communes have continued working with DPOs/SHGs, a first steps towards community inclusion. The project will allow evidence to be built of PWDs’ potential & raise awareness among local stakeholders. Together with keeping the approach simple & cost-effective, this will lead in the medium-term (potentially after the project period) to more supportive attitudes.

5 As already stressed, considering the fiscal and administrative framework and their consequences on communes’ capacities, most initiatives adopted into CIP are proposed for the financing of local stakeholders, mainly non government organizations who are active in the geographic area.

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

8.2 Address 27 Broadwall, London, SE1 9PL

8.3 Web Site http://www.handicap-international.org.uk

8.4 Registration or charity number (if applicable)

1082565

8.5 Annual Income Income (original currency): £1,654,824Income (£ equivalent): £1,654,824Exchange rate:

Start/end date of accounts (dd/mm/yyyy)From: 1st January 2010To: 31st December 2010

8.6 Number of existing staff In UK: 11 peopleIn Cambodia: 88 people: 83 national staff and 5 expatriate

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

Existing staff 1 FTE Project Manager1 FTE Monitoring and Evaluation Officer2 FTE Local Development Officer1 FTE Disability Officer0.27 FTE Mainstreaming Project Officer0.36 FTE Regional Technical Coordinator0.19 FTE Operational Coordinator1 FTE Driver0.36 FTE Logistics Officer0.49 FTE Site administrator and 0.69 FTE site accountants1.89 FTE Guards and cleaners

New staff 1 FTE Disability Officer0.33 FTE Accessibility Officer

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) X Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People X Academic Institution

Other... (please specify)

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

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A): Expected roles and responsibilities HI will be responsible for overall project management in close collaboration with project partners and key stakeholders and will assume all reporting responsibility (both financial and narrative towards the donors). HI will manage M&E tools and launch planning and monitoring exercises undertaken with partners and key stakeholders with the aim to review the project progress and to discuss potential adjustment of the approach. HI will implement pilot output 2 and implement output 1 and 4 together with CDPO. Hi will provide technical support to OEC for reviewing tools for individual support as well as for offering necessary consideration of functional limitations of small business holders in order to ensure that all persons with disabilities, whatever their impairment, can catch opportunities for livelihood offered under output 3. HI will play a key role with regard to lessons learned, production and dissemination of good practices and will take leadership of those actions with involvement from all partners and key stakeholders to support evidence for advocacy workshop organized by partners with Hi support. HI will ensure, through its technical and operational staffs the long term sustainability of this project by supporting effective capacity building of the partners.

B): Amount (and percentage) of project budget allocated to this partner. HI will ensure global financial management of the project. Funds related to output 3 will be transferred to OEC through annual partnership agreement (see OEC table). Amounts related to CDPO staff and running costs will be managed by CDPO while all funds related to activities jointly implemented by CDPO and HI will remain under HI management. In total, HI will directly manage £ 458,503 corresponding to 55.4 % of the total budget.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)

HI has been working in Cambodia since the 90’s and has a good knowledge of local stakeholders in both provinces of implementation of the project. HI has been collaborating with the already 2 selected partners for several years through livelihood projects and/or activities related to the promotion of persons with disabilities’ rights at both national and local level. HI has been working on the inclusion of people with disabilities in livelihood since 1995. The first projects related to livelihood were run in Cambodia, Lebanon, Kenya and Central Africa. Today, around 20 programmes implement activities that aim to empower persons with disabilities to meet the needs of their families. HI approach for enabling access to decent, income-generating work encompasses various ranges of actions: awareness raising among general population on persons with disabilities’ right to work as well as with key local stakeholders for adopting an inclusive approach as supported by article 27 of the Convention on the Rights of People with Disabilities, supporting access to services for persons with disabilities, including help in defining a professional project; management, technical, vocational and attitudinal training; access to finance in the form of credits or subsidies; establishing contacts with employers, mentoring in the workplace, and the provision of back-up and advice on management.., all taking specific needs and contexts into account. In Cambodia, HI launched first livelihood initiatives for persons with disabilities in 2007 in Battambang Province with financial support from AusAID. From 2008 to 2010 and since 2011, with financial support from European Union, HI-Fed and OEC ran a socio economic project in 4 districts of Battambang province targeting mainly landmines/UXOs victims and affected communities which serves as a basis for the definition of the current proposal.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.

- BIG Lottery Fund (Burundi): This project aims to raise HIV/AIDS awareness and to improve access to HIV/AIDS services for disabled people. This was a 2 year project which ended February 2010 and amounting to £373,000- BIG Lottery Fund (DRC): the project aimed to develop a project proposal for access to quality education for disabled children in Kinshasa. This is a three year project ending March 2012 and amounting £316,250- European Union (Awareness Raising in UK): The project aimed to lobby the UK government

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to stop the use of cluster munitions and educate the general public about the consequences of cluster munitions. This was a three year project which ended February 2011 and was amounting to £190,000- DFID (Gaza Emergency): The goal of the project was to ensure that vulnerable persons and their families in Gaza Strip have improved access to relief services, and are better able to cope with the crisis situation, with a purpose to ensure vulnerable persons (with a specific focus on war-wounded persons) have improved access to basic and specific services including post-injury rehabilitation care; this was a 6 month project amounting £394,200- DFID (Haiti Emergency) : HI UK contributed in Emergency relief after the earthquake in January 2010; this was a 6 month project totalling £496,000- Isle Of Man Overseas Aid (Burkina Faso): HI UK worked with local partners in order to assist people with disabilities affected by the 1st September 2009 flood in the Kadiogo province; the project was for £25,000 and lasted about 6 months.- Wellspring (Making It Work):   We aimed to promote effective implementation of the Convention on the Rights of Persons with Disabilities (CRPD). This was a three year project ended February 2011 and renewed for a further three years, this project totalled £60,500- UK General public donations:   HI UK also contributed to activities in eight other countries: Bangladesh, Cambodia, Lebanon, Nepal, Pakistan, the Philippines, Rwanda and Sierra Leone. The projects we supported included emergency relief, demining, rehabilitation and inclusive education. The amount raised was £233,700 for 2010.8.12 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.

Following a consultation and benchmarking process with other child-focused agencies, since 2008, Handicap International has put in place Child Protection policy which sets out the basic duty of care borne by all staff and partners who are working with children. The principles are derived from the UN Convention on the Rights of the Child. All staff are inducted into the policy and are expected to adhere to its principles (and HI has a set of policy and procedures available in the event that the Policy’s principles are not applied). In the same vein, HI expects the Child Protection policy to be applied in all projects working with minors, hence its principles are expected of partner staff and any other HI collaborators working with children. As part of ensuring the application of the policy, HI works with the partners to support their development of their own internal policies and in their applying the principle of child protection throughout their work with minors. Application of the policy is subject to on-going monitoring in particular by Directors of Programmes at the field level. A copy of the policy is available on request.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?

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In that regards, the risks that may have an impact on the functions of the charity are continually monitored. There hasn’t been any incidence of fraudulent activity in the organisation within the last five year. The risk management strategy continues to address the major risks relating to governance, operational activities, financial activities, reputation, legal and regulatory matters, especially those which might impact upon HI UK’s core purposes and key objectives, this exercise is undertaken on a regular basis to ensure the charity keeps abreast on upcoming legislations and is fit to respond to the changing environment. In addition, The Board of trustees has a joint implementation contract (JIC) with HI Federation on the implementation of projects undertaken on the charity’s behalf. This JIC is also reviewed and updated periodically to ensure it stays current and relevant to the changing environment.

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

8.2 Address # 23, Group 2, Sophy 2 village, Rattanak commune, Battambang city, Battambang province, Cambodia

8.3 Web Site http://www.oecbtb.org

8.4 Registration or charity number (if applicable)

No: 198 S.CH.N dated on 14th March 1997 issued by the Cambodian Ministry of Interior

8.5 Annual Income Income (original currency): US$ 786,602Income (£ equivalent): £ 524,401Exchange rate: 1.5 US$= 1 £

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

8.6 Number of existing staff 58 staff members

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

Existing staff 7 FTE livelihood field officers and 1 FTE Project Manager for individual support0.5 FTE database officer1.65 FTE support staff (administrator, finance manager, cashier, guard & cleaner)0.22 FTE Executive Director

New staff N/A

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

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

A): Expected roles and responsibilities:OEC will be responsible for leading implementation of output 3. OEC will identify persons with disabilities in the target communes, carry out individual vulnerability assessments, support small business plans development by women and men with disabilities willing to set up an IGA or enhance an existing activity, facilitate social and economic referral for selected small business holders, provide them with training on hygiene & business management, follow-up small business plan implementation and provide counselling to small business holders. OEC will also train decision committee members, organize knowledge exchange visits between small business holders & with organizations working in the same area whose expertise could be of added-value for them, organize a quality of life survey prior to and after the support provided under the individual socio economic support. Once the third project partner is engaged in Kampong Cham to replicate the approach developed in Battambang for individual socio economic support, OEC will participate in their training,

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including practical learning sessions organized in Battambang, in the field, with livelihood field officers. In relation to output 2, OEC in Battambang province will join the livelihood service provider selection committee and will refer women and men with disabilities to take up inclusive livelihood opportunities. OEC will attend a provincial feedback workshop organized to report on barriers and facilitators identified by DPOs for disabled people’s access to livelihoods support. During this workshop, OEC will present on disabled people’s needs and capabilities in relation to livelihoods support, using its experience under project phase 1. In relation with output 4, OEC will participate in lessons-learnt analysis related to disability mainstreaming into livelihoods service provision. As a contributor to M&E, OEC will provide data in relation to indicators (extracted in particular from individual socio-economic support database), facilitate, with HI, to support lessons-learnt analysis with small business holders, and participate in annual and project mid-term reviews, as well as all planning sessions and adjustments proposed based on achievements and results analysis.B) Amount (and percentage) of project budget allocated to this partnerOEC will directly manage all funds related to implementation of output 3 in Battambang province corresponding to £ 153,541 or 18.6% of total budget.

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

OEC has been working with and for persons with disabilities since 1998 with an initial focus on children and in livelihoods since 2004, with first focus on landmine survivors In 2008, OEC began collaborating with HI under the phase 1 project “Towards Sustainable Income Generating Activities for Landmine Victims” funded by the European Commission. This project (completed end-2010), served to develop the approach proposed under the current proposal as well as to reinforce OEC’s capacity in terms of both livelihoods service provision and project management. Following the 1 st

phase’s completion, OEC and HI decided to develop a 2nd phase in order to improve the approach based on the final evaluation recommendations, to extend it to all men and women with disabilities, and to sustain it through the inclusion of 2 complementary themes: access to services and local inclusive governance, with support from another partner, CDPO. Following this 1st phase, and as a result of capacity building, OEC successfully introduced to AAM Sweden a Building Sustainable Livelihood of Landmine People Survivors project launched in 2011.8.11 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.

Source Purpose Amount (USD)

Time Period

Save the Children

Enable children without appropriate care to enjoy basic rights

57,700 2011

UNICEF Support rehabilitation, develop access to education and provide teenagers with vocational education

25,000 June 2011 - May 2012

AAM Empower landmine survivors through access to rehabilitation, livelihood, emergency support and improving learning facilities for their children

260,000 July 2010 -June 2013

KHANA Conduct awareness campaign and organize education for drug prevention and reduction and encourage drug users to accept voluntary counselling and confidential testing (VCCT).

41,936 October 2010 - September 2011

Schmitz Stiftungen (SS)

Provide poor and vulnerable children with scholarship, school facilities, monthly food supplies, and medical clearance fee, enabling them to complete their learning cycle.

35,931 2011

BICE Develop equal access of poor children in remote areas to quality education by creating village classes

78,936 October - December

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conducted by contracted teachers with provision of learning and teaching facilities.

2012

Australian Red Cross (ARC)

Provide school materials to children with disabilities (CWD) and children of persons with disabilities from remote areas and to organize home-based classes conducted by contracted teachers.

19,760 November 2010 - October 2011

European Commission

Capacity Development for Inclusive Development Interventions

54,357 March-December 2011

ILO/IPEC Eliminate Child Labour in Brick Making Sector and in other fields and improve vulnerable children’s access to education

25,000 November 2010 - March 2012

AAM Sw Provide emergency assistance, physical rehabilitation, vocational training and small loans to landmine survivors enabling them to start businesses

23,011 March 2011 - December 2011

Funds disbursed from donors are transferred to ACLEDA Bank and Cambodian Commercial Bank. Each project has its own passbook. To withdraw money from the bank, three persons, financial manager, Executive Director and project manager are required to sign a withdrawal voucher. Depending on the case, two signatures, the financial and project managers are available for the withdrawal. Three cashiers are in charge of disbursement and clearance of the respective assigned project, while the financial manager is responsible for book-keeping including periodic and final financial reports to donors, approved by the Executive Director. OEC has adopted internal audit procedures for financial control to facilitate external audit and to ensure accountability.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.

Under the current project, OEC may have to work with girls and boys over 16 who are willing to access vocational training. OEC will be responsible for making sure they have dropped out of school or never got access to school. Collaboration and exchange with families and immediate community, and assessment and follow-up of these young beneficiaries will ensure that they are safe both at home and inside vocational training institutions and/or in small enterprises receiving them for apprenticeship. OEC will ensure that all staff, without exception, complies with the Child’s Rights Policy drawn up by the Management Committee, and approved by the Executive Director in 2009. 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?

Within the last five years no incidence of any fraudulent activity and/or complaints from beneficiaries has been registered. Regular financial reports are submitted to OEC’s donors who have full access to accounting documents. Annual financial audits are performed by external experts. Under this project, the annual budget & planning will be approved by HI. Quarterly requests will be submitted together with quarterly financial reports and checked by HI. Administrative and financial information will be organized at project launch to present the DFID rules to be applied under the current project management (in addition to existing rules). From 2007 OEC started implementation of the eight principles of Good Governance reinforced by the drafting of a new By-law, Code of Ethical Principles and Conduct including Procurement Committee, Asset Committee, Internal Audit and Committee in charge of receiving and dealing with complaints and supervising application of the above basic rules. Monthly General Meetings are a forum for the on-going assessment of OEC operations and to remind staff to apply the core values of OEC.

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SECTION 8: CAPACITY OF LEAD PARTNER ORGANISATION AND ALL PARTNER ORGANISATIONS AND/OR CONSORTIUM MEMBERS (Max 3 pages each)Please copy and fill in this section for yourselves and each partner /consortium member8.1 Name of Organisation CAMBODIAN DISABLED PEOPLE’S ORGANIZATION (CDPO)

8.2 Address Wat Than, Norodom Blv, Sangkat Tonle Bassac, Khan Chamcar Mon, Phnom Penh Cambodia

8.3 Web Site http://www.cdpo.org

8.4 Registration or charity number (if applicable)

No: 858 S.CH.N dated on 16th August 2001 issued by the Cambodian Ministry of Interior

8.5 Annual Income Income (original currency): US $293,626Income (£ equivalent): £195,751Exchange rate: 1.5 US$ = £1

Start/end date of accounts (dd/mm/yyyy)From: January 2011To: December 2011

8.6 Number of existing staff 29 persons

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

Existing staff 1 FTE Senior Programme Officer2 FTE Community Officers0.22 National program Manager0.08 Executive Director0.99 Support staff (finance managers, administrative assistant, guard, driver)

New staff 0

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

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

A): Summary of expected roles and responsibilities In this project, CDPO will be directly involved in implementation of outputs 1 and 4. In addition, CDPO will facilitate DPO involvement under output 2. All staff directly involved in the project in Battambang and Kampong Cham provinces will participate in the development of techniques and tools related to the barriers assessment and inclusive CIP. All tools and techniques will aim to empower DPOs and CDPO will provide critical input in this respect, considering their privileged links with, and extensive knowledge of, these organizations. CDPO staff, directly appointed into the project team on a full time basis and working together with HI staff, will mobilize DPOs and contribute to build their capacity through training and coaching, alongside barriers assessment and the CIP process. They will also support them in the development of mid-term action plans addressing barriers identified.CDPO will also be responsible for mobilizing and sensitizing local stakeholders, ensuring disability training with HI support and facilitating dialogue, through existing mechanisms, with DPOs whose

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contacts with service providers and local authorities are still very limited. CDPO together with HI will provide counselling to local authorities and DPOs when addressing barriers identified.In addition, the CDPO national executive staff (Executive Director and National Program Manager) will be involved in all activities related to lessons-learnt and advocacy at the national level, using their network to facilitate dissemination of the project evidence and approach.These national staff will also participate in quarterly and annual meetings dedicated to planning and monitoring and will undertake field visits in order to liaise with DPOs and other local stakeholders.While assuming important role and responsibilities in the project team, CDPO also seeks to build its capacity for disability mainstreaming into local development and for improving UNCRPD’s concrete implementation in the local context for the benefit of men and women with disabilities. CDPO will work hand-in-hand with the HI team. In doing so, CDPO intends also to build its capacity in terms of project management, especially planning, monitoring and process development.

B): Amount (and percentage) of project budget allocated to this partner CDPO will manage funds related to its staff and running costs while HI will manage the funds related to the activities implemented jointly with CDPO. In total, CDPO will directly manage £ 55,860 corresponding to 6.7 % of the total budget.

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)

CDPO has a membership base of 47 DPOs and federation of persons with disabilities, including 8 Women with Disability Forums (WWDF), all recognized by the Cambodian Ministry of Interior (MOI). CDPO has been working with these DPOs and WWDFs with the aim of building their capacity in terms of organizational management and to support them in the promotion of persons with disabilities’ rights. Since 2009, CDPO has focused its strategy on linking DPOs and WWDFs to commune councils and service provider organizations. To do so, some DPOs and WWDFs were selected and received small community grants in order for them to carry out their activities in local communities. In 2011, CDPO decided to partner with Handicap International to pursue this strategy in two provinces of Cambodia: Battambang & Kampong Cham and a partnership agreement was signed between both organizations. Recently CDPO was granted a permission letter from the MOI to work with 46 Commune councils within 23 provinces in Cambodia.CDPO has a wide experience in advocating to government ministries, since the drafting of the Law on the Protection and the Promotion of the Rights of Persons with Disabilities in 2006, which was finally adopted in 2009. CDPO is currently a member of the National Working Group of the Ministry of Social Affairs, Youth Rehabilitation and Veterans (in charge of National Plans of Action for Persons with Disabilities including Landmine Survivors) and a member of the Technical Workshop Group of the Ministry Women’s Affairs. Relations with these 2 ministries will be used for the benefit of the project in particular with regard to all activities related to advocacy and dissemination at national level. Since the adoption of the UN Convention on the Rights of Persons with Disabilities, CDPO have been providing disability awareness training to local DPOs and interested non governmental organizations.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.

CDPO has a Finance and Accounting Manual, which guides all financial management, under the control of the Finance and Accounting Manager. CDPO has extensive experience since the past 8 years in managing funds from a range of donors as below: Source Purpose Amount (USD) Time Period Handicap International – Belgium

Support to Cambodian Disabled People’s Organisation (DPOs) 150,000 2011-13

AusAID Enhancement of Participation of Persons with Disability in 143,001 2009-2011

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Communities CBM Australia Gender-based violence, disability,

rights violations and access to related services among women in Cambodia

64,000 2011-2012

Abilis Foundation Partnership Program (facilitating grant to local DPOs)

54,413 2011-2012

European Commission Capacity Development for Inclusive Development Interventions 21,685

March-December

2011AusAID Enhancement of Participation of

Persons with Disability in Communities

TBC 2012-2013

The Finance and Accounting Manager monitors actual expenditure against budget estimates and presents a monthly budget control report to CDPO’s Program Coordination Meeting, consisting of all program staff, and the Executive Director. 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.

CDPO‘s philosophy is to work to protect and promote the rights of human beings specifically personswith disabilities, including women and children with disabilities. CDPO has developed a child protection policy since 2009. In the present project, CDPO will only be working with adults.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?

CDPO has commissioned an annual audit of its accounts from 1995-2000 and after restructuring in 2004. Since 2005, CDPO’s accounts have been audited by an independent external auditor every year. Regular reports are introduced to CDPO’s donors who have access to all CDPO accountancy documents. No fraudulent activity has been identified within the last 5 years.

Under this project, CDPO will sign a partnership agreement with HI including a multiannual budget. Annual budgets will be produced on this basis and will serve to introduce quarterly requests and reports. Administrative and financial information will be organized at the launch of the project to present DFID rules to be applied under the current project management (in addition to existing rules) to CDPO support staff.

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SECTION 8: CAPACITY OF LEAD PARTNER ORGANISATION AND ALL PARTNER ORGANISATIONS AND/OR CONSORTIUM MEMBERS (Max 3 pages each)Please copy and fill in this section for yourselves and each partner /consortium member8.1 Name of Organisation Third partner not identified yet

8.2 Address TBA

8.3 Web Site TBA

8.4 Registration or charity number (if applicable)

TBA

8.5 Annual Income TBAStart/end date of accounts (dd/mm/yyyy)TBA

8.6 Number of existing staff TBA

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

Existing staff 8 FTE livelihood field officers and 1 FTE Project Manager for individual support0.5 FTE database officer1.65 FTE support staff (administrator, finance manager, cashier, guard & cleaner)0.22 FTE Executive Director

New staff TBA

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

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

A): Expected roles and responsibilities:This partner will be identified among livelihood organizations met during the design phase. Experience in livelihood, working with vulnerable groups, and project management (including budget management) will be critical elements to consider during selection (see also 8.10). The partner will be fully trained by OEC, through practical learning sessions organized in Battambang, in the field, with livelihood field officers. The third partner will have the same responsibilities as OEC, but in Kampong Cham. It will be responsible for leading implementation of output 3. This partner will identify persons with disabilities in the target communes, carry out individual vulnerability assessments, support small business plans development by women and men with disabilities willing to set up an IGA or enhance an existing activity, facilitate social and economic referral for selected small business holders, provide them with training on hygiene & business management, follow-up small business plan implementation and provide counselling to small business holders. This partner will also train decision committee members, organize knowledge exchange visits between small business holders and with organizations working in the same area whose expertise could be of added-value for them, organise a quality of life survey prior to and after the support provided under the individual socio economic support. In relation to output 2, the partner in Kampong Cham will join the livelihood service provider selection committee and will refer women and men with

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disabilities to take up inclusive livelihood opportunities. It will attend a provincial feedback workshop organized to report on barriers and facilitators identified by DPOs for disabled people’s access to livelihoods support. In relation with output 4, the partner will participate in lessons-learnt analysis related to disability mainstreaming into livelihoods service provision. As a contributor to M&E, the partner will provide data in relation to indicators (extracted in particular from individual socio-economic support database), facilitate, with HI, to support lessons-learnt analysis with small business holders, and participate in annual and project mid-term reviews, as well as all planning sessions and adjustments proposed based on achievements and results analysis.B) Amount (and percentage) of project budget allocated to this partnerDepending on fund management capacity, the third partner will directly manage all funds related to implementation of output 3 in Kampong Cham province or will only manage funds related to its staff and running costs while HI will manage the funds related to the activities the partner will implement. Total budget related to output 3 implementation in Kampong Cham province, including direct costs of the third partner, corresponds to £159,971 153,541 or 19.3% of total budget. 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)

This partner will have a strong livelihood expertise. It will be identified through its voluntary participation, among other livelihood stakeholders, in the Barriers Assessment organised in June 2012, which will be used as the means to assess in practice the expertise, capacities and motivation of this new partner.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.

TBA8.12 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.

This partner will ensure that all staff comply with child protection policies based on their own policy if any or based on HI policy in case the organization has no existing formal framework.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?

Fund management system will be a criterion for selecting this third partner.

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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: gpafimpact@tripleline.com Mandatory Items Check

Y/NProposal form (sections 1-7) Y

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

Y

Project Logframe Y

Project Budget (with detailed budget notes) Y

Most recent set of organisational annual accounts

Project organisational chart / organogram Y

Project bar or GANTT chart to show scheduling Y

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

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