DMCDD Fund DMRU-puljen

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1 Guidelines to the Retningslinjer for DMCDD Fund DMRU-puljen Dansk Missionsråds Udviklingsafdeling The Danish Mission Council Development Department

2 What is DMCDD? The Danish Mission Council Development Department (DMCDD) is a resource centre for church-based development work. DMCDD is an umbrella organisation of 31 churches and Christian organisations in Denmark, who are involved in development in the Global South. DMCDD s member organisations are working with churches and other partner organisations in over 40 countries. Purpose DMCDD s purpose is to support the development workwhich is carried out by DMCDD member organisations and their church partners in developing countries, to the benefit of the poorest. DMCDD s work takes place specifically through the following functions: Fund Management: Management of grants to support development Advisory Services : Expert advice, coaching and consulting services to member organisations and their partners Capacity Building: Capacity building of member organisations and their partners Knowledge Centre: Collection and dissemination of knowledge about best practices in development work Spokesperson: Speaking on behalf of member organisations and advocating for their interests Venue: A network for church-based actors involved in development Welcome to the DMCDD Fund The DMCDD fund is a source of support to DMCDD member organisations. The fund is financed by the Danish Foreign Ministry, and it enables DMCDD members to carry out diaconal development projects with their partners in the Global South. Diakonia as a starting point Diakonia serving others - is an integral part of the church s identity. Diaconal initiatives for the benefit of marginalised and vulnerable people is a natural consequence of the Christian faith. Diaconal skills In many churches and Christian organisations there is a potential for developing diaconal skills. DMCDD supports the development of this potential, equipping the church in the global South to interpret the challenges it faces and address them through expanding its service. Diaconal initiatives DMCDD helps member organisations to strengthen diaconal efforts of their partners in the South toward active political and social action in the community, for the benefit of poor and marginalised people. On the following pages you can read more about DMCDD and the conditions for support. Diakonia means service and is part of the church s identity. Since the time of the early church, diakonia has described the organised service of the church for people in need. Diakonia is modelled on the way Christ met the needs of poor, suffering and marginalised people. It has often been interpreted as quiet, hidden and humble service. A newer understanding of the word diakonia stresses the fact that being sent by God also means having the authority and the obligation to speak up against injustice. This is a call to prophetic diakonia. Like the prophets of the Old Testament the church should demand justice and equality for all members of society. The church should advocate for the rights of the weak and marginalised such as the poor, orphans, widows, and strangers. One of Jesus parables (Matthew Chapter 25) has inspired the church to care in particular for the hungry and thirsty, the poor, the sick, the strangers and the imprisoned. But the diaconal tasks cannot be limited to those areas only. Historically, the church s diaconal work has been changed and expanded accordingly as the surrounding society changes - often characterised by pioneering efforts towards the most marginalised or neglected groups in society. International diakonia is about commitment to the diaconal challenges and the opportunities for international cooperation, which a globalised society poses to the churches. March 2014 by The Danish Mission Council Development Department Peter Bangs Vej 1, building Frederiksberg dmcdd@dmr.org Photo by Jakob Swartz

3 Table of Contents The Purpose of the DMCDD Fund The purpose of the DMCDD Fund The Change Triangle of DMCDD Three Opportunities The Framework of the DMCDD Fund Formal Requirements for Support Overview - what can be financed? Types of Support : Projects The overall objective of the DMCDD fund is to reduce poverty by improving people s opportunities to develop the potential within themselves and in the wider community. The purpose of the DMCDD fund is to support member organisations and their partners in the fostering of local development processes through an international diaconal programme. DMCDD wants to support and motivate Christians to work for justice, the strengthening of human dignity and living conditions and the protection of creation. Transformation, reconciliation and empowerment are three key concepts for DMCDD and they express the diaconal starting point of DMCDD. Realizing that development is not only carried out by means of economic improvements, these concepts are also pointers for a more holistic view of development which DMCDD seeks to promote. The Change Triangle of DMCDD Larger projects Smaller projects : Special Activities Partnership Activities Feasibility Studies Capacity Building and Networking Transformation Transformation: Restoration of identity and dignity Reconciliation: Creating healthy relationships and healing what is broken Empowerment: Equipping people to withstand the abuse of power and injustice 3: Secondment of Personnel Secondment of Development Workers Secondment of Short-term Consultants and Advisors DMCDD Criteria for Assessment of Applications Reconciliation Empowerment More information about the DMCDDs change triangle can be found at Assessment Crireria and Principles The six Accessment Criteria Applications for the DMCDD Fund How to Apply Approval Procedures Additional Funding Opportunities from DMCDD Three Opportunities Generally speaking, the DMCDD fund offers support in three areas: Projects - for example in relation to health, education, children s and women s rights. Amount: Up to DKK 1 million. Activities - may include networking, feasibility studies, capacity building or activities that strengthen the partnership. Amount: Up to DKK 100,000. Secondment of personnel support for a short-term consultant or advisor. Amount: Up to DKK 750,000. On page 10, you can read more about funding opportunities and conditions for receiving support from DMCDD. 4 5

4 The Framework of the DMCDD Fund DMCDD funding comes from Danida, the development cooperation programme of the Danish government. The DMCDD fund must therefore follow Danida criteria for support extended through NGOs. This means that applications are assessed according to a rights-based approach, and that the policies and strategies for NGO support that the Danish parliament and government have adopted are taken into account. The Danish government has set down the priorities in its Policy for Danish Support to Civil Society. The objective of this policy is to Ensure that civil society in the global South has the space and capacity to gain influence to combat poverty, promote human rights, equality, and sustainable government in an accountable, inclusive and transparent manner, in particular in favour of poor and excluded groups. Civil society - the key to development A society can be described by the following categories: State - the public sector Market - the private sector Civil society - the generic term for what is not part of the other two sectors Civil society is the arena between the state, the market and the family/household. Here people can debate and take action to promote change or issues of shared interest. Civil society is an umbrella term which includes community based organisations, faith-based organisations, trade unions, interest groups, cooperative movements, lobby groups, etc. The list is endless. Civil society organisations play a vital role in countries characterised by social inequality, lack of resources and weak institutions. Civil society groups often work to ensure that marginalised groups are given a voice, and civil society organisations may monitor the fair distribution of resources. A strong and independent civil society contributes to the promotion of democracy and is essential to long-term poverty reduction. A strong civil society ensures, among other things: ordinary citizens can influence society towards justice all citizens have the opportunity to fight for their rights marginalised groups are heard and seen state and market are held accountable for their actions and priorities Churches and Christian organisations - part of civil society Churches and Christian organisations have not always used the term civil society organisation to describe themselves. In a development context, it makes sense to remind ourselves that churches and Christian organisations in Denmark and in the South are communities who with good reason are considered as a part of civil society. Often they have a history of cooperation, which is not limited to a project period, but which existed before and will continue after any projects end. Partnership between Christian churches and organisations holds potential to strengthen the capacity of the churches to take on their diaconal responsibility. This enables them to become active and positive civil society actors, bringing lasting changes in their communities. A long-standing and extensive knowledge of the partner country, its culture and traditions, its challenges and opportunities, is a valuable factor which churches and Christian organisations can emphasise in their applications to DMCDD. The Development Triangle In its framework for the fund, DMCDD emphasises that development projects should strike a balance between: Services Capacity building Advocacy There is now a recognition that services to poor populations (eg. building wells and schools) do not in themselves provide lasting and sustainable development. This has led to an increasing focus on developing local organisations and the capacity of the target group to engage in advocacy towards governments in order to promote specific rights. Services, capacity building and advocacy constitute the development triangle. When applying for support from DMCDD it is important in the application to take into account the relationship between the elements of the triangle. In practice, there is often an interaction between them, and, with a good balance, the three elements can often reinforce each other. If the elements are integrated into the planning of a project, this will strengthen the ability of the project to create lasting change in society. CAPACITY BUILDING Services, capacity building and advocacy are closely related and support each other - if seen as a strategic whole. At the website of the Ministry of Foreign Affairs of Denmark, you can read about: Policy for Danish Support to Civil Society (2014) - providing the overall policy framework for support through Danish NGOs. General principles governing support to development activities implemented by Danish civil society organisations - describes how the Foreign Ministry is administering the aid. The Right to a Better Life - is the overall Strategy for Denmark s Development Cooperation, adopted by parliament in It introduces a rights-based approach. The aim is the promotion of human rights and the reduction of poverty. The strategy has four strategic areas: human rights and democracy, green growth, social progress, and stability and protection. Priorities for Danish Development Cooperation - describes the government s policy objectives with regard to translating The right to a better life in practice. SERVICES ADVOCACY 6 7

5 Services Services are, for example, mobile clinics or construction of wells. Services can be supported by DMCDD if they do not stand alone, but are designed as a basis for promoting capacity building and advocacy. It can be useful to include services in order for the project to be seen as relevant by the target group and to be respected by the authorities. In addition, services can be a good starting point to gain experience and build trust with the target group. Capacity building Capacity building equips and empowers the target group in order to gain more control and influence over their own life situation, and project activities achieve greater sustainability by being able to continue after the project ends. Through capacity building local ownership is built and the basis for qualified advocacy is formed. For the local partner, capacity building means that it is developed organisationally and will have increased capacity to implement projects, as well as insight and knowledge to be able to analyse the situation and see the larger lines and contexts of development work. See DMCDD s strategy for capacity building at Advocacy Advocacy helps the target groups to know and demand their rights. When the poor and marginalised groups make a joint effort and manage to create awareness and popular support for their rights, it is more likely that longterm impact and sustainable development will take place. See DMCDD s advocacy strategy on The strategy, however, depends on the context. There is a limit to how proactive advocacy can be in a society marked by war and conflict. The assessment criteria for an application for interventions in fragile situations will therefore be more flexible. Crosscutting issues In addition to the balance between the elements of the development triangle, you must also as an applicant consider the cross-cutting issues in DMCDD s own strategies: Gender and Equality Environment and climate Hiv/aids On DMCDD s cross-cutting issues are described. Formal Requirements for The overall requirement for the support of DMCDD is that the project or action falls within the framework described in the previous section. The partners To get support from DMCDD: The applicant Danish organisation must be a member of DMCDD. The partners must have had an active partnership for at least two years. The local partner cannot apply to DMCDD. All applications must be submitted by and developed in cooperation with the Danish member organisation. The local partner must have the necessary capacity to implement and monitor the intervention. The recipient country Support from DMCDD can only be assigned to development projects in countries where the gross national income (GNI) per capita is less than 3,228 USD (2014). However, there are a few exceptions to the GNI limit for interventions targeting indigenous peoples. GNI is calculated by the World Bank. Please note that the figure may vary from year to year. Check out the current rates and terms on Overview what can be financed? Support The DMCDD fund supports: Keep in mind! When you apply for support from DMCDD, it is important that along with your main focus you keep in mind the main areas of the current development policy. Here is an overview of what is important to consider: A rights perspective should be incorporated in the development activities. Development efforts should form the basis for advocacy for vulnerable groups in society. All activities should strive to achieve equality between women and men. The project should contribute to the capacity development on different levels, ie. among partners, local communities, and public sectors. The project should contribute to the partners (in North and South) becoming learning organisations, who: - develop and strengthen the capacity for good partnerships and resource management - are challenged in their understanding of their role and tasks in development Cost of activities and local salaries in connection with the project Investments that are necessary to implement the project Local partners administrative costs related to the project Audit Project monitoring trip Disability compensation Co-funding of projects which have commitments from other donors - the overall budget and financing plans must be approved The DMCDD fund does not support: Creating parallel structures Isolated equipment supplies, vehicles, buildings and purchase of land Operating expenses - however, some support can be given for start-up costs for new activities in a project. These costs must be reduced during the project period Identification of partners in the South Interventions whose full or partial goal is to evangelise or spread a message related to party politics Projects involving only church members Emergency relief (DMCDD has a special fund for emergency relief. See the section: Additional funding opportunities from DMCDD 8 9

6 Types of Support The DMCDD fund supports projects, special activities and secondment of personnel. The options for support are described in the following. 1: Projects DMCDD supports various types of projects. DMCDD expects the member organisation to contribute to the strengthening of the partner s professional and administrative capacity in the course of the project period through monitoring and close dialogue between the partners. The professional and administrative monitoring may also be undertaken by DMCDD on behalf of the member organisation. In addition to the limitations in the size of the grant, you also need to give attention to the length of the project period. Shorter interventions with a high budget can be more difficult to handle, so you should always consider whether the time frame is long enough to achieve the desired results and ensure the project s sustainability. DMCDD can be consulted for additional advice in relation to concrete project ideas from member organisations. Further guidance and application forms are available on Smaller projects up to DKK 500,000 Includes minor development projects, pilot projects or initiatives that strengthen the partner s organisational development. The intervention period will typically be between one and three years depending on the size of the budget and the aim of the project. Small development projects Must in the same way as major projects be aimed at improving the living conditions of poor target groups. Member organisations and/or local partners with less experience in development efforts are obvious candidates, as the requirements in terms of project elements such as advocacy will be smaller. The assessment criteria are more flexible and more room will be given to gathering experience. Pilot projects The main focus is on the method, as the purpose of pilot projects is to test new methods that can upgrade the existing development work. Must involve dialogue with external stakeholders on the method and the sustainability and dissemination of the method. Stricter requirements as regards documentation of lessons learnt; fewer requirements as regards the size of the target group. The Danish member organisation is expected to be directly involved in the collection of lessons learnt, and it is possible for the application to include a small amount to cover the member organisation s expenses. It is expected that both the member organisation and the local partner have some experience as a basis for conducting pilot projects. Organisational development Larger projects up to DKK 1,000,000 The aim is to improve the living conditions of poor target groups. A maximum of DKK 1,000,000 can be applied for. However, the total project budget can be bigger as it is possible to include other external or own financial contributions. The implementation period is typically between one and a half and three years, depending on budget size and objectives. Larger projects will require some project management experience. The project should contain both capacity building and advocacy. Services can be incorporated in order to gain legitimacy with the target group and to impact authorities. The application must clearly describe the relationship between services, capacity building and advocacy. As a rule, the project description and application should formulated by the local partner, who has identified the problem, and must be the driving force in the implementation of the project. The application should consider how the project will help strengthen the partnership. It should also describe what value the partnership brings to the project. A flexible support option that aims to develop and strengthen the partner s capacity. No fixed formula for what organisational development should look like. Can include developing and strengthening the partner s organisational capacity, the partnership with the Danish member organisation and other relevant partners, and collective learning. A series of activities in a strategically organised course. Eg. south-to-south exchanges, partnership initiatives and organisational development. Phased projects The DMCDD fund can support long-term interventions, eg. two project periods of three years. This requires a clear strategy for what will be achieved in phase 1 and phase 2 respectively, as well as clear targets and indicators for each phase. A phase 2 application is expected to demonstrate progress in relation to phase 1 and to build on lessons learnt. A phase 2 will not automatically be granted

7 2: Special Activities Capacity Building and Networking - up to DKK 75,000 Partnership Activities - up to DKK 100,000 Requires an own contribution from the member organisation of at least 10 percent of the allocated grant. The aim is to promote strong partnerships, mutual understanding and shared visions. DMCDD can support developing, formalizing or renewal of partnership agreements between Danish member organisations and partners in the South, including partnership consultations, which may involve mutual visits. The support cannot be used for regular partnership visit, such as many member organisations do regularly. Read DMCDD s Partnership Policy on before you apply. The aim is to build the professional, organisational and administrative capacity of the project-implementing organisation, including professional skills within the sectors, in which the partner organisation is involved. The support can cover reimbursement for courses held in partner countries in the region and in special cases in Denmark. It is also possible to apply for the partner organisation s participation in relevant national, regional and international networks, conferences, seminars and workshops, exchange visits to other partners in the South, as well as study visits. It is possible to include support for the organizing of events, if two or more Southern partners of DMCDD s member organisations are involved. Note: Even if the Danish member organisation may be participating in the same network activities, only the partner organisation is eligible for support. Read DMCDD s Capacity Building Policy on before you apply. Feasibility Studies up to DKK 75,000 The project period is typically just a few weeks. The aim is to clarify important and specific elements in the final stage of project preparation prior to completion of an application. The support covers the final preparations for a large or small project or secondment of development worker. The main elements of an application (problem analysis, objectives, strategy, activities and sustainability) must therefore be described, and there must be a budget estimate for the intervention. The support cannot be used solely to complete the writing of the application. DMCDD does not offer support for the identification of new initiatives

8 3: Secondment of Personnel Strengths of church organisations in development DMCDD works to promote the rights of poor people. In our work, we have the opportunity to draw on the unique strengths of Church-based development work: Cooperation between churches and Christian organisations in the South and the North is based on long-term partnerships with shared values and goals. Churches are represented at all levels of society and even in the most remote areas, which international and national organisations often cannot reach. Churches are deeply rooted in the local community they are well respected and have legitimacy and credibility in the community. Churches are in direct contact with people every week and thus have a unique opportunity to share information. Churches have good networks, which enables efficient distribution of information - eg. women s and youth groups operating on local, regional, national and international levels. Churches have a strong base of dedicated volunteers whose faith requires them to give special attention to the poor and marginalised in society. Churches form morals and values in society. Church leaders and pastors exercise a certain authority and have the ability to influence people s attitudes and values. In many countries, churches represent a large number of people. It provides great potential for exerting political influence at local, regional, national and international level. Churches have a prophetic role. The term refers to the biblical prophets who demanded justice for the poor and oppressed. Churches have the potential to speak on behalf of marginalised and vulnerable people to promote their rights. Secondment of Development Workers - up to DKK 750,000 A two-year secondment period (plus any period of preparation) can be supported with up to DKK 750,000. For a one year period the support can be DKK 400,000. If good reasons are presented, an extension may be supported. The support requires an own contributions from the member organisation of at least 10 percent of the allocated grant. The objective is to promote local capacity and advocacy through the exchange of knowledge and experience. Development workers will typically have an advisory role and should be associated with a local colleague, whose capacity can be built. The secondment cannot replace a position that could be filled locally. See also Guidelines for the sending of development workers on Secondment of Short-term Consultants and Advisors up to DKK 200,000 Secondment of short-term consultants can be supported with up to DKK 200,000. The secondment period can be a maximum of six months, which can be divided into several shorter periods in the course of a two year period. Purpose: To develop the capacity the local partner organisation, in order to strengthen its role as a change agent and advocate. Requires a clearly expressed need for consultancy support from the local partner organisation. Purpose and the course of the consultancy must be planned in close cooperation between partners to ensure local ownership and fruitful cooperation. If the consultant is a non-national, the application must present a good argument that the 14 position cannot be filled locally

9 DMCDD Criteria for Assessment of Applications The following section describes the factors that the Assessment Committee takes into consideration when assessing and approving applications for the DMCDD fund. You should consider these criteria as you prepare your application. Assessment Criteria and Principles All applications are subjected to a combined assessment according to the following criteria: The Danish organisation, its local partner organisation and the cooperation between them Target groups / participants and their relation to the intervention The relevance, coherence, expected results and risk factors of the intervention The intervention s exit strategy and sustainability The cost-effectiveness of the intervention The link to DMCDD policies and strategies In addition, two general assessment principles are considered: Assessment of the application as a whole Strengths may compensate for weaknesses, and the relevance of each criteria may vary depending on the type of intervention. The bigger the budget, the stricter the requirements The requirements increase with the total budget and the amount requested. The six Assessment Criteria 1. 1.Assessment of the member organisation, the Southern partner and the co-operation between them: 1.1 As regards the member organisation, you must be able to demonstrate: Popular foundation in Denmark, transparency, and democratic structure The relevance of the intervention to the strategic focus of the member organisation, in terms of other development work and projects, country focus etc. The member organisation s professional and / or organisational contribution to the local partner Relevant technical and organisational capacity, and previous project experience from CISU, Danida, Mini Programmes or similar documented experience Experience and insight in the country concerned, the target group, and development issues raised by the intervention Track record: How did the previous interventions turn out? How were they monitored and reported upon? If DMCDD takes care of the specific administrative and technical tasks related to the implementation of a project the member organisation will not to the same degree be assessed on the last four points As regards local (implementing) partners, you must be able to demonstrate: Popular foundation and local ownership by churches or other parts of the community Legitimacy in relation to participants, members and target groups as well as addressing the issues and representing the interests to which the organisation is dedicated Transparent structure permitting the implementing partner to be held accountable by members, target groups, and donors Coherence between the intervention and the other activities of the organisation Experience of and insights into the context and the issues the intervention seeks to address Relevant professional, organisational and administrative capacity, as well as previous project experience in relation to the content and objectives of the intervention, its scale and annual turnover Networking and cooperative relations with, for example, authorities, other local, national or international organisations and other donors and sources of finance 1.3. As regards the cooperative relationship between the member organisation and the local partner, you must be able to demonstrate: The relevance of the intervention in terms of the history of the partnership what is the foundation of the joint intervention Is the local partner at the centre of the intervention and responsible for it? Has the local partner played an active role in the formulation of the objections of the intervention? Are the roles of each partner, their contributions and responsibilities, clearly defined? Is there a potential for development of the partnership? Will the relationship be developed as a consequence of the intervention? Is there a connection between the specific intervention and the work of the member organisation in Denmark or internationally? Track record: What was the performance of previous joint interventions? Assessment of target groups / participants and their relation to the intervention The composition of the target group: Number, gender, age, religion, social position etc. in view of the scope and goals of the project. Is the project poverty oriented? Is the selection of the target group based on solid preparations, eg. a baseline survey? Has gender, HIV/AIDS, and environment been mainstreamed in the analysis of the target group? How has the target group been involved in the formulation of the content and objectives of the intervention? What role does the target group play in the implementation of the project? Have relevant stakeholders and actors been involved in the preparation of the project, and will they take part in the implementation? Assessment of the intervention s relevance, coherence, expected results and risk factors Does the intervention empower poor and vulnerable groups and improve their conditions? Does the intervention strengthen civil society s mode of organisation? Is there a well-crafted strategy based on knowledge about the context? Coherence between objectives, activities, outputs and problems that the intervention is intended to address Clear, measurable, and realistic indicators of progress towards the objectives of the intervention A coherent and appropriate balance between strategic services, capacity building and advocacy Are the professional measures in accordance with accepted practice within the sector and the specific geographical area? Degree and relevance of mainstreaming with respect to gender, HIV / AIDS and environment. Assessment of the assumptions and the risk factors that could threaten the intervention s success Plan for monitoring, evaluation and lesson learning 4. Assessment of the phase-out and sustainability of the intervention Reflections on how to phase out the intervention to ensure that local partners or target groups are not left in a state of dependency when the implementation period expires Reflections on the sustainability of the intervention in view of the project s own objectives Has the case been made that the intervention is likely to lead to lasting improvements of the living conditions of participants and target groups and/or of the local partner s capacity, which can be sustained after the implementation period has expired? Will the intervention s results and improvements continue to spread to other target groups or partners? 5. Assessment of the intervention s cost-effectiveness Is the cost of administration, travel and salaries limited to what is necessary for the intervention? The relationship between the intervention s expected outputs, the scope of activities, the number of target groups or participants and the size of the total budget A realistic level of expenditure in view of the local context - especially if the local partners are to cover future costs themselves in part or full 6. Assessment of the intervention s strategic approach in relation to DMCDD policies and strategies Is the application in accordance with DMCDD guidelines and strategic priorities, as well as the principles of the Danish government s civil society strategy? Does the church / the church organisation have a comparative advantage in implementing this particular project? Does the fact that this intervention is implemented by a church / church organisation present particular challenges? How are Christian values expressed in the cooperation of the partners and the implementation of the project? When applying for support for interventions in fragile situations it is possible to exercise flexibility in relation to some of the assessment criteria. This requires that there is a good argument set out for the fragile situation in context analysis

10 Applications for the DMCDD Fund Additional Funding Opportunities from DMCDD How to Apply There are special application forms for each of the different types of support, and they must be used accordingly. All application forms are available on Along with the forms is a guide on how applications should be completed and what can be included in the budget. DMCDD offers its members professional input and guidance in the preparation of applications. All applications must be submitted electronically. Attachments are to include an updated organisational profile of the member organisation and the project-implementing organisation. There are no specific deadlines for applications for activities and personnel below DKK 200,000. For applications exceeding 200,000 and for partnership activities, there are three to four application deadlines a year. See dates on Approval Procedures DMCDD s secretariat receives the applications and checks them for formal requirements. The applicant receives a case number and an expected turnaround time. Other financial support In addition to the DMCDD fund, member organisations may seek support through the following alternative funds that DMCDD manages: Emergency fund Support for the local partner of DMCDD member organisations when disaster strikes. See guidelines for support on Recycling for Development Renovation and shipment of used equipment from Denmark to partners in the South. See guidelines on Other professional assistance DMCDD offers, in close cooperation with the member organisation, to assist in the preparation and formulation of applications to other donors such as CISU ( ). Subsequently, DMCDD also offers to take on the administrative and professional responsibility for the implementation of these projects. Applications below DKK 200,000 are assessed by a DMCDD project consultant, who will make a recommendation to the DMCDD Director, who decides on approval or rejection, Applications above DKK 200,000 are assessed by two external professional panellists and one DMCDD consultant who prepares a unified recommendation to the Assessment Committee. Assessment of the application is based on the criteria listed on page 16, and the size and type of intervention is taken into account. The Assessment Committee makes the final decision. The Assessment Committee is made up of two current or former members of the DMCDD board and three external members with professional development skills. Possible outcomes: Approved (approval may include specific recommendations) Approved on certain conditions Rejected (rejection may include recommendations) The Assessment Committee informs DMCDD of the decision, and DMCDD informs the member organisation. Upon approval, the member organisation receives a confirmation letter along with a signed contract indicating the approved amount, the project period, the budget and the conditions of the grant

11 The Values of DMCDD The Christian understanding that every human being is created in the image of God is the basis for DMCDD s work. Based on the Gospel s proclamation of God s love the member organisations have a responsibility to exercise international diakonia, understood as a Christian social practice together with partners in developing countries. This involves caring for the weak without regard to social, cultural, ethnic, religious and political affiliations, and speaking up against and fighting the structures that oppress and marginalise people, and against the abuse of creation that takes place without thought of future generations. In the light of the Christian understanding of Man, DMCDD views the UN Universal Declaration of Human Rights and Human Rights conventions as expressions of the God-given dignity of every human being, and thus as relevant development tools. Based on those values, DMCDD gives priority to efforts that: Respect each person s value, dignity and potential for growth Promote fellowship, solidarity and mutual benefits between partners Are based on openness and honesty in the cooperation with the partners Encourage responsible and sustainable use of the environment and natural resources Strengthen the care and advocacy work for the weakest and the most marginalised