Community Action Program 2 (CAP 2) Manual

Transcription

1 Community Action Program 2 (CAP 2) Manual August 2015 Prepared by Coffey International Development Fiji Community Development Program is managed by Coffey on behalf of the Australian Department of Foreign Affairs and Trade 1

2 Contents Acronyms... ii Purpose of This Manual... ii Contacting FCDP... ii Background... 1 FCDP Overview... 1 Community Action Program (CAP) Overview... 2 Community Action Program 2 (CAP 2)... 3 CAP2 Process... 3 CAP2 Expected Outcomes and Monitoring & Evaluation... 5 Annexes Annex 1: CAP2 CSO/Participant/Community/CBO Selection Criteria... 6 Annex 2: CAP2 Proposal Preparation Guidelines & Grant Management Information... 7 Annex 3: CAP2 Proposal Template Annex 4: CAP2 Proposal Appraisal Criteria Reference Sheet Annex 5: CAP2 Report Template Annex 6: Australian policies applicable to FCDP i

3 Acronyms C4SC CAP CBO CGG CPR CSO FCDP Centre for Social Change Community Action Program Community Based Organisation Commonwealth Grant Guidelines Commonwealth Procurement Rules Civil Society Organisation Fiji Community Development Program Purpose of This Manual This Manual seeks to inform potential partners about the Fiji Community Development Program (FCDP) and the Community Action Program (CAP), and how these will support Fiji Civil Society Organisations (CSOs) in their work and service delivery to communities and individuals facing hardship. This Manual is intended to guide CSOs which would like to participate in the CAP2 (i.e. the second round of the CAP) and to ensure that Australian funds are used in line with the objectives and principles of FCDP. Contacting FCDP The FCDP team is ready to respond to telephone and enquiries from CSOs wishing to clarify the information in this Manual. A Program Officer is available in each of our three offices listed below to assist you. FCDP Suva Lot 3, Carpenter Street, Raiwai, Suva Tel: (679) /57/58; Fax: (679) info@fcdpfiji.org FCDP Lautoka Old Treasure Island House Marine Drive, Lautoka Tel: (679) ; Fax: (679) FCDP Labasa 11 Nanuku Street, Labasa Tel: (679) Fax: (679) ii

4 Background FCDP Overview Initiated in 2012 and running until 2017, FCDP is a grant funding and capacity building program for Civil Society Organisations (CSOs) in Fiji, funded by the Australian Government. FCDP has offices in Suva, Lautoka, and Labasa in order to better serve its CSO partners and their target beneficiaries. The program s two overarching objectives are: 1. To mitigate social and economic hardship faced by poor, vulnerable and excluded communities in Fiji by funding the community development work of CSOs; and 2. To strengthen CSO capacity to deliver relevant and efficient programs for poor, vulnerable and excluded communities in Fiji. Through a range of flexible grant mechanisms and capacity building support, the FCDP aims to demonstrate results in the following areas: Reduced social and economic hardship of poor and vulnerable communities; Stronger CSOs with strengthened capacities and resources to deliver services that are relevant to community needs and enhance cohesion in an accountable and effective manner; Increased resilience of poor and vulnerable communities, equipped with the knowledge, tools, skills and services necessary to cope with hardship when it arises; Enhanced engagement between government and the CSO sector; Improved cooperation in the CSO sector; Improved articulation of the needs of poor and vulnerable communities, whereby communities are better able to voice the services and support they need to mitigate hardship in their communities; and Evidence-based practice, with relevant research material and community needs analysis reports available for CSOs and donors to use as reference for effective programming of essential services for vulnerable groups. 1

5 Community Action Program (CAP) Overview The CAP is an innovative approach to grant funding that supports the strengthening of CSOs to work with communities and community-based organisations (CBOs) to conduct needs and assets assessments and develop participatory and inclusive community development plans (CDPs) so that communities can better articulate the services and support they need to mitigate hardship in their communities. The CAP, first piloted in 2014, was designed to address ongoing challenges in Fiji and lessons learned from FCDP s work thus far, based on: Needs of rural and remote communities: Many rural and remote communities lack access to basic and essential services and resources including water, health, electricity, hygiene and sanitation, education, income generating opportunities, markets and agricultural extension support. Many of these needs are not being met by the government or existing CSO activity. Government has stipulated that all communities in Fiji must have a community development plan (CDP) in order to initiate government support. This program will seek to help these communities to articulate their development needs and produce CDPs that communities may use to advocate on behalf of themselves for appropriate development. Limitations of existing approaches to engaging communities and lack of communitydriven development: While some CSOs are able to reach rural and remote communities and engage with poor and marginalised groups, their engagement and support are often short term. The risk is that CSOs provide support in line with their capabilities rather than community needs, sometimes meaning that the symptoms of problems are addressed rather than the root causes. The CAP approach is designed to build the capacity of local members and groups within communities to lead and drive development. Limitations of existing decision making systems within communities: Traditional power structures may mean that decision making processes could do more to take into account the needs of women and people living with a disability. This approach will ensure that steps are taken to ensure that needs analysis and planning is inclusive and takes into account the complexity of problems faced by communities. Incorporating cross cutting themes: Through its work, FCDP will comply with all relevant Australian government policy guidance (Annex 6) and will ensure that key themes relating to gender equality, child protection, conflict prevention, environmental protection and disability inclusion are integrated at all levels of programming. CSO partners are requested to consider these cross cutting themes and incorporate them as appropriate in proposals. FCDP will support its partners in this process. 2

6 Community Action Program 2 (CAP 2) In 2015, FCDP will run a second round of the CAP which will be known as CAP2. Informed by the lessons learned from CAP1, CAP2 will: build off successes while aiming to mitigate previous challenges; seek to engender closer government engagement and support; and, develop community engagement and community development planning capacity within the CSO sector (and specifically in existing CSO partners) that can sustain after FCDP s exit in The CAP2 process puts CSO/CBO mentorship and partnership at the forefront and incorporates Training of Trainers (ToT) and cross-sectoral approaches to learning. It will involve strategic government engagement, and encourage and facilitate collaboration between and among CSOs and government in linking communities to services and resources needed to action their CDP priorities. CAP2 aims to build lasting CSO and CBO capacity in community engagement and development planning, and bring development decision making power back into the hands of the communities development is supposed to serve. CAP2 Process FCDP will invite selected CSOs registered in Fiji to nominate two staff members to participate in CAP2, which will: Provide Trainer of Trainers (ToT) workshops for community facilitators/project officers already working with local communities and CBOs; Require participants to work closely with their partner communities and CBOs, and mentor them in how to undertake community profiling, community development planning, and community action planning; Provide a forum for local government to feedback on CDP priorities and link participants and their partner communities to available government programs, resources, services and technical support in order to action their CDPs; Require participants to take learning back to their organisations in order to transfer skills and knowledge to fellow staff and projects; and Convene facilitators and community representatives to share learning and evaluate program success. The six-step CAP2 process is outlined below, along with indicative timelines. 3

7 Stage Activities Timeline 1. Preparation and Information Sessions 2. Proposal Development and Appraisal, and Selection of CAP2 Participants FCDP will invite selected CSOs to submit a proposal to participate in CAP2. Criteria for CSO and participant selection are given in Annex 1. Information Sessions will be planned to explain process, timelines, resources required and expectations. Selected CSOs will submit a proposal by September 4, 2015 that explains how they will use the CAP2 process to work with and mentor local CBOs (e.g. women s groups, youth groups, village development committees, church group, etc) in the development of community development plans (CDPs), and how their organisations will be able to benefit from this process long after CAP2 ends. Annex 2 provides proposal preparation guidelines, Annex 3 provides the CAP2 Proposal Template and Annex 4 is the appraisal criteria reference sheet and score sheet. FCDP will appraise the proposals and the successful CSOs will be notified by September 18, Info Sessions on August 18, 2015 September CAP2 Training The successful CSOs and participants will undertake a learning objectives and self-assessment survey to provide FCDP with a baseline to inform how the training should be pitched and tailored. The CAP2 training will be delivered in a ToT style by the Centre for Social Change (C4SC) and be offered in 4 blocks of 3 days training over a 4-6 month period. Course content will include: Community Engagement, Participation, and Facilitation; Community Profiling and Analysis (tools and techniques to analyse development needs and assets with communities); Community Development Planning (tools and techniques for building consensus, prioritising, and developing a CDP); and Community Action Planning. September 2015 March CAP2 Participants mentor target CBOs in community profiling, community development planning and action planning After each training module, CAP2 participants will go and work with their CBOs in the selected communities, putting learning into practice. Participants will receive ongoing support from the C4SC. September 2015 March CDP Feedback and Consultation with Local Government 6. CAP2 CSO Exit Phase, and CAP2 Wrap Up At this forum, community representatives (e.g. the Chairs of the Development Committees) together with their CAP2 CSO partner will present their CDP priorities to government, and government will present its priorities and programs so that communities can link up with these to action their CDPs. CAP2 participants will assist their partner CBOs to develop action plans with the community for implementing the main CDP priorities, helping them to make linkages to government programs, other CSOs, etc. Also, FCDP will facilitate a Review and Reflection workshop with CAP2 CSOs (and where possible, communities and relevant government agencies) to share lessons learned and generate evidence for supporting inclusive bottom-up planning. January/ February 2016 February/ March

8 Implementation and monitoring will be ongoing throughout the CAP2 process, in line with FCDP requirements for financial and project management. CAP2 Expected Outcomes and Monitoring & Evaluation The anticipated outcomes of CAP2 are: Enhanced capacity of CSOs: FCDP will support CSOs to engage effectively with communities and this will not only enhance the process of developing and implementing community development plans, but also the work of CSOs more generally. The ToT style of training will aim to impart learning that can be sustained and passed on. Enhanced community capacity and empowerment: CSOs will build the capacity of local CBOs to identify and prioritise their own community development needs, and drive and manage the development process within their communities for increased community ownership. Equipped with CDPs, the communities will be able to advocate on their own behalf, lobbying for development to government and other stakeholders. Enhanced sustainability: The skills and approach promoted through CAP2 can continue to benefit communities regardless of donor funding availability, and will enhance the organisational sustainability of partners. Monitoring and Evaluation will include: Conducting a baseline of CAP2 participant knowledge, together with organisational capacity snapshot reviews to provide a before and after progress rating of capacity built; verifying the number and quality of CDPs produced; and assessing the impact of the CAP2 process on target communities through FCDP monitoring visits, reflection workshops and documentation of change stories. 5

9 Annex 1: CAP2 CSO/Participant/Community/CBO Selection Criteria Selected CSOs are those that have: Formal registration; National reach and are able to work widely around Fiji; A track record and experience in community engagement, and a willingness to improve on community engagement practices; Experience working with local community based organisations and/or local faith based organisations; Government linkages and/or experience in working with government; Demonstrated ability to address main crosscutting issues involved in community development (e.g. gender equality, child protection, disability inclusion, environmental protection, and conflict resolution); Willingness to work closely with other CSOs representing different sectors of work; Ability and willingness to apply the CAP2 learning to other projects and organisational practices beyond just participating in CAP2; Flexibility to adapt programming and delivery to respond to beneficiary needs; Ability to dedicate up to 2 staff as participants for the entire CAP2 duration (approx. 6-8months) (see below) Clear, documented approaches for program and financial management; Ability to establish a separate account in the name of the Program, or demonstrate the ability to separate project accounts; Willingness to participate in financial management training if FCDP deems it necessary; Willingness to show annual accounts, bank statements and/or audit report for the past year; Willingness to work with FCDP s monitoring and evaluation system; and A Child Protection Policy, at least in draft form. Nominated CAP2 Participants must have: : Demonstrated skills and field work experience in community engagement, in any sector; Ability to travel (sometimes frequently) to partner communities; Ability to join in all CAP2 training sessions fully and entirely; A degree of influence over project design and delivery within the organisation (i.e. not executive or junior level staff); Readiness to liaise with other CSOs and relevant government departments to support their partner communities; Commitment to adopting a neutral, non-political approach to community development; and Declared any conflicts of interest (e.g. directly connected to a nominated community). Nominated communities must be: Rural, remote, or otherwise marginalised and vulnerable; Without a current community development plan (confirming this will require liaising with local government); Willing and able to participate as a partner community for the entire duration of CAP2; and Willing to contribute to activities (CSOs can explain what is reasonable in their proposals). Nominated CBO partners must be: Registered with a relevant Government Agency or acknowledged by the community to be a legitimate entity Permitted to participate on the authority of recognised community leaders; Willing and able to participate as a partner community for the entire duration of CAP2; and Representative of a broad range of interests (e.g. women, men, People Living With Disability, etc.) 6

10 Annex 2: CAP2 Proposal Preparation Guidelines & Grant Management Information To be successful, the CAP2 proposals must clearly explain using the template in Annex 3: How CAP2 will add value to the organisation s current work, strategic plan, and/or objectives; How many CDPs are expected to be developed; How target communities will be selected, and why; How target CBOs will be selected, and why; How government will be engaged by the CAP2 participants/cso throughout the CAP2 process; How main cross-cutting issues have been addressed in previous community engagement work (including conflict prevention & peace building, gender equality, disability inclusion, child protection and environmental protection); The expected outputs and outcomes your organisation s participation in CAP2; The plan to monitor and evaluate these outputs and outcomes; The plan to sustain the learning and benefits gained from CAP2; and The potential risks that are involved in your participation with CAP2, and how you plan to address them. Preparing a Project Budget CSOs will be requested to submit a project budget using the Budget Template in Annex 3. Budgets should represent the actual costs of CAP2 participation, and can cover program activities, associated travel, the time of a finance office/bookkeeper/cso management, plus visibility and communications activities. FCDP staff will be available to provide support in the preparation of project budgets. FCDP funds CANNOT be used for: Fundraising, donations or prizes; Religious buildings or renovation, or furnishings/equipment for religious buildings; Repayment of loans or bank overdrafts; Activities for individual interests or benefits; Expenses which have already been paid for (retroactive funding); Or activities which: Are contrary to the interests of the Commonwealth of Australia or FCDP; Subsidise evangelism or missionary outreach; Support activities by political organisations; Exclude, discriminate against or encourage disrespect for, any members of the community on the basis of race, ethnicity, religion, age, sexual orientation or gender identity, ability/disability, or otherwise conflict with human rights norms. Proposal Appraisal Process & Approval All proposals received by FCDP will be acknowledged in writing, usually by . They will be appraised by members of the FCDP team using the criteria reference sheet and scoresheet provided in Annex 4, and shared with the FCDP Program Executive Committee (PEC) for final approval. 7

11 Approved Proposals: FCDP will work with the CSO partner to prepare a Grant Agreement, and this may include amending the proposed approach to respond to conditions. The FCDP team will also conduct a review of partner financial management systems and CAP2 participant knowledge and skills baseline assessment. Not Approved Proposals: FCDP will inform the CSO in writing. Grant Management This section is for CSOs which have received their grants, and refers to FCDP s standards, policies and guidelines for managing grants (see Annex 6). FCDP grants are to be managed in line with the Australian Government s Commonwealth Grant Guidelines 1 (CGG), available online at: CSOs who have received their Grant Agreements are bound by these agreements, and should read them carefully. The Grant Agreement should be kept close at hand for reference. The Grant Agreement specifies reporting duties and payments as well as defining the roles and responsibilities of the CSO and of FCDP. FCDP grant recipients are responsible for the efficient and effective implementation of the funded agreements. These responsibilities include: Providing suitably qualified and experienced staff to implement the project effectively; Ensuring that any equipment is purchased in line with Australian Commonwealth Procurement Guidelines; Ensuring that expenditure is in line with the approved budget and maintaining proper financial records; Managing the project budget and preparing financial reports as required by FCDP; Preparing narrative progress reports using templates provided by FCDP (Annex 5) and submitting them online or in hard copy. Grant Amendments During the course of a Grant, it is likely that the CSO will realise that the schedule or budget may need to change to respond to changing circumstances. As long as these changes are in line with the overall objective of the grant and the total grant amount, and the CSO advises FCDP in writing BEFORE a change is made, FCDP will be flexible about making changes to Grant Agreements. The CSO and FCDP will both sign off on any Amendments. According to the Grant Agreement, changes in the budget upper limit of each budget line, and changes of up to 10% can be accepted without the need to amend the Grant. However, FCDP must be notified before of any changes. Changes greater than 10% will require an amendment, and significant changes to the work schedule will similarly require amendment even if they do not impact on the budget, as they may affect the outcomes of the program. The Grant Agreement makes this explicit

12 Financial Management and Procurement FCDP will conduct a financial management systems review with each CSO prior to signing the Grant Agreement. Should it be needed, FCDP will provide training on financial management and support to financial management and reporting, and will conduct ad hoc CSO visits to review activities against budget and accounting practices, and recommend actions as necessary. FCDP will support CSO s procurement activities, where required, in line with the Commonwealth Grant Guidelines (CGG) and the Commonwealth Procurement Rules (CPR) and will provide guidance on procurement processes. CSOs must note that: Any budget changes less than 10% require the CSO to notify FCDP in writing. Any budget changes above 10% will require prior approval by FCDP, see previous section on Amendments. Financial reports are to be prepared during implementation, with reports due as per grant agreement. 9

13 Annex 3: CAP2 Proposal Template Complete this template and required attachments and submit them by September 4, 2015 in one of the following ways: to OR post to FCDP, Private Mail Bag, Raiwaqa; OR deliver to any of the FCDP offices in Suva, Lautoka, and Labasa. A. General Information Name of CSO Name & Title of Contact Person Physical Address Mailing Address Telephone/ Fax Mobile Website Names & Locations of Target Communities Grant amount requested (FJ$) Contribution to be made by community (cash and in kind) or other donors B. CAP2 Planning 1. Please explain how participating in CAP2 will add value to your organisation s current work, strategic plan, and/or objectives. 2. How many CDPs do you expect to support the development of in the time available? 3. How will your target communities be selected, and why? Please share the steps you will take to identify these communities. 4. How will your target CBOs be selected, and why? Please share the steps you will take in doing this. 5. How will you engage with government throughout the CAP2 process? Please share the ways in which you plan to do this. 10

14 6. Drawing from your experience, please briefly explain what will be done to address the following: conflict prevention (Do No Harm) gender equality disability inclusion child protection environmental protection 7. What are the expected short term and longer term benefits of your organisation s participation in CAP2? 8. How do you plan to monitor and evaluate these benefits? 9. How do you plan to sustain the learning and benefits gained from CAP2? 10. What are the potential risks involved in your CSO s participation with CAP2, and how do you plan to address them? C. Proposed CAP2 Participants Name of Candidate 1 CSO Job title Phone/Mobile Postal address Briefly summarize your experience of community development field work: where, when, with which CSO/s Name of Candidate 2 CSO Job title Phone/Mobile Postal address Briefly summarize your experience of community development field work: where, when, with which CSO/s IMPORTANT Please attach the following: Letter of support from your CSO regarding your candidacy and release for this program (both candidates) Evidence that key stakeholders in your partner communities support you to join this program (e.g. letter and other relevant supporting documents) The CAP2 Training Content Feedback Form (below) 11

15 CAP2 Training Content Feedback CSOs please complete this together with your nominated participants and include with your proposal submission. This information will help FCDP to tailor the CAP2 training program to your interests and needs. 1. Skills Development In addition to learning how to conduct a community profile, and develop a community development plan and community action plan, the CAP2 process will provide the opportunity to build other community engagement skills. What are the three most important skills you wish to learn as part of the CAP 2 Process? Feel free to select (highlight the box in another colour) from the following or to add your own in Other : Articulating your organisation s theory of change The role of the practitioner in community development Inclusivity, accessibility and power Breaking down barriers to participation Effective communication skills The project management cycle Participatory approaches and techniques Building community ownership using strengths-based approaches Effective information gathering Effective questioning Practicing community engagement techniques Being an effective practitioner recognising stress and burnout, cultivating self-care Strengths-based approaches to planning Community decision-making processes Effective project management (managing finances, reporting, monitoring and evaluation) Working with government effectively Working with donors/fcdp effectively Other = 2. Cross-Cutting Issues Please rank from 1 to 5 (1 being not very important to you and 5 being very important) which issues you / your organisation would like to cover in the training: Gender awareness / sensitivity Disaster preparedness Environmental sustainability and climate change Children / Youth Disability Good Governance Economics and Livelihoods Health (inc. HIV/AIDS) Water, Sanitation and Hygiene (WASH) 3. What sort of community development education background do you (the nominated CAP2 participant) have? 4. Have you (the nominated CAP2 participant) completed any community development or community engagement training in the past? Please describe this. 5. Please write here any additional suggestions you (the nominated CAP2 participant) may have of how we can make this training most relevant to you. 12

16 D. BUDGET CODE PLANNED EXPENDITURE BUDGET (FJD) 1 Project Activity Costs 2 Travel Cost Sub Total 3 Visibility and Communications cost Sub Total 4 Management Cost Sub Total Sub Total GRAND TOTAL Declaration I, (name of authorised officer),, (Position in CSO), submit this proposal and certify that all funds provided will be expended for the purposes for which they are provided. Signature: Date: 13

17 Annex 4: CAP2 Proposal Appraisal Criteria Reference Sheet Proposal Question Red Rating Amber Rating Green Rating 1. Please explain how participating in CAP2 will add value to your organisation s current work, strategic plan, and/or objectives. No evidence of how CAP2 would link to broader organisational objectives, strategic plan Limited evidence to support how CAP2 participation will contribute the CSO s objectives, strategic plan Clear process for linking CAP2 to broader organisational activities, programs and strategies 2. How many CDPs do you expect to support the development of in the time available? Random number provided Some details provided, but no explanation of how it fits within the organisational priorities/strategies/plans Strong justification for number provided, appropriate 3. How will your target communities be selected, and why? Please share the steps you will take to identify these communities. Lack of clarity about the selection process and how they will engage with communities and other stakeholders An approach is laid out, but not very clearly, and doesn t clearly demonstrate CSO s understanding of good practice Steps are set out clearly and strategically, and reflects good practices in community engagement/ stakeholder coordination. Also lays out community contributions. 4. How will your target CBOs be selected, and why? Please share the steps you will take in doing this. Lack of clarity about the selection process and how they will engage with CBOs and other stakeholders An approach is laid out, but not very clearly, and doesn t clearly demonstrate CSO s understanding of partnership practices Steps are set out clearly and strategically, and reflects good practices in partnership 5. How will you engage with government throughout the CAP2 process? Please share the ways in which you plan to do this. Lack of knowledge of government stakeholders and unclear/limited approach for engagement Some knowledge of government stakeholders but some risks/limitations in the process proposed Knowledgeable about who the government stakeholders are and have a strategic approach for engaging them 6. Drawing from your experience, please briefly explain what will be done to address the following: a) conflict prevention (Do No Harm) b) gender equality c) disability inclusion d) child protection and e) environmental protection Lack of evidence that the CSO understand and can effectively address any of these issues Can address some/all of the issues, but with mixed levels of understanding of good practices Clear approach to addressing all of the issues, and in line with good practice 7. What are the expected short term and longer term benefits of your organisation s participation in CAP2? No evidence that the CSO has considered the benefits of CAP2 for their organisations Some limited consideration of the benefits, but not clear or well thought through Clearly defined, tangible benefits that link to the larger organisational goals and strategy 8. How do you plan to monitor and evaluate these benefits? Lack of evidence that there are/will be any systems in places to track the benefits Some limited thought given, but no clear process/systems articulated OR risks and limitations associated with what s proposed Clear, appropriate, proportionate, well defined and resourced process for tracking the benefits 9. How do you plan to sustain the learning and benefits gained from CAP2? Lack of evidence that there are/will be any systems in places to track the benefits Some limited thought given, but no clear process articulated OR risks and limitations associated with what s proposed Clear, appropriate, proportionate, well defined and resourced process for tracking the benefits 10. What are the potential risks involved in your CSO s participation with CAP2, and how do you plan to address them? Project Budget assessment Risks presented demonstrate limited understanding of the potential risks of the program, and strategies are inadequate The budget provides no details, calculations, explanatory notes and/or other clarifications. The budget lines are not relevant to the work proposed. The budget is either overly inflated or not sufficient. Some awareness of the potential risks, but limitations in CSO s understanding of the risks and how to manage them effectively The budget provides only limited details, calculations and explanatory notes. The budget appears sufficient, but may not contain all relevant figures. Risks proposed are realistic and comprehensive, and detailed strategies are presented to manage them Full detail of the budget is provided (e.g. justifications, calculations, explanatory notes and other clarifications). The budget is relevant to and sufficient for the program. 14

18 CAP2 Proposal Appraisal Scoresheet Reviewer 1: Date: Reviewer 2: Date: Project Budget Assessor: Date: Final Reviewer: Date: Proposal Question Reviewer 1 Rating Reviewer 2 Rating Final Reviewer (Moderator) Comments 1. Please explain how participating in CAP2 will add value to your organisation s current work, strategic plan, and/or objectives. 2. How many CDPs do you expect to support the development of in the time available? 3. How will your target communities be selected, and why? Please share the steps you will take to identify these communities. 4. How will your target CBOs be selected, and why? Please share the steps you will take in doing this. 5. How will you engage with government throughout the CAP2 process? Please share the ways in which you plan to do this. 6. Drawing from your experience, please briefly explain what will be done to address the following: a. conflict prevention (Do No Harm) b. gender equality c. disability inclusion d. child protection e. environmental protection 7. What are the expected short term and longer term benefits of your organisation s participation in CAP2? 8. How do you plan to monitor and evaluate these benefits? 9. How do you plan to sustain the learning and benefits gained from CAP2? 10. What are the potential risks involved in your CSO s participation with CAP2, and how do you plan to address them? Project Budget Assessment Project Budget Rating: 15

19 Annex 5: CAP2 Report Template Section A: General Information Name of CSO FCDP Agreement Number Date of report submission Total approved grant amount Report submitted by Section B: Project Progress What was achieved this period (i.e. results)? What enabling factors helped to deliver the activities? Explain any challenge(s) faced during implementation and how these were addressed. Explain any changes made to the activities and why they were made. What lessons have you learned from this implementation period? How are you going to use these lessons to improve future activities? List any new issues emerging from this reporting period and how they are likely to affect the project (positively or negatively). Are things happening as planned or expected? Briefly describe any unintended outcomes. What has been done to make activities and benefits sustainable into the future? Please describe the support you have received from FCDP during this reporting period, and the effect of this support on your activities and/or organisation. 16

20 Activity / Beneficiary Data List the activities for the reporting period, the outputs, community where the activity took place, the date of the activity, and how many people participated. If this is your last report, please list all activities that occurred during the project implementation. Please add more rows if required. Activity Output of the activity Community Name Date <18 yrs 18-65yrs >65yrs M F TG 2 M F TG M F TG TOTAL 3 PLWD 4 Overall Beneficiaries reached by the project thus far Do not double-count beneficiaries <18 yrs yrs >65 yrs Males Females Transgender Males Females Transgender Males Females Transgender TOTAL PLWD Section C: Cross-Cutting Issues Gender Equality What has been done to address the needs of women, and what difference have the activities made to them? Disability Inclusion What has been done to address the needs of people living with disabilities, and what difference have the activities made to them? Child Protection How have project activities considered child safety and child protection? Do No Harm What has been done to ensure fairness and that activities did not cause any social tension within the community? Environmental Protection - How have your project activities considered environmental protection? 2 TG=transgendered person. 3 Number of beneficiaries including people living with disabilities. 4 Number of people living with disabilities only. 17

21 Section D: Financial Report Acquittal Statement CODE EXPENDITURE BUDGET ACTUAL BALANCE 1 Project Activity Costs 1.1 Activity 1 e.g. Solar unit cost 1.2 Activity 2 e.g. training cost catering, stationary Sub-total 2 Travel Costs 2.1 Visit 1, etc Sub-total Visibility and Communication Costs 3.1 e.g. Sign board Sub-total 4 Management Cost 4.1 e.g. Project/finance staff cost 4.2 e.g. Office supplies 4.3 e.g. Communications Sub-total 5 Contingency Sub-total GRAND TOTAL Bank Account Reconciliation Opening Balance of Bank Account Add Receipts Less Payments Balance Section E: Declaration I, (name of authorised officer),, (Position in CSO), submit this report and certify that all funds provided have been expended for the purposes for which they are provided. 18

22 Annex 6: Australian policies applicable to FCDP Australian Aid Policy: In June 2014, the Australian Government released a new aid policy, Australian aid: promoting prosperity, reducing poverty, enhancing stability, and new performance framework, Making Performance Count: enhancing the accountability and effectiveness of Australian aid. Following this, the comprehensive Aid Policy Framework includes indicative budget allocations for the recipients of Australian aid to , headline results that will be achieved and new standards for the efficient and effective delivery of Australian aid. An Effective Aid Program for Australia: Making a real difference Helping the World s Poor through Effective Aid: Australia s Comprehensive Aid Policy Framework to Australian aid: promoting prosperity, reducing poverty, enhancing stability Australia s new development policy and performance framework: a summary Making performance count: enhancing the accountability and effectiveness of Australian Aid Aid effectiveness: Australia and Fiji are both signatories to the Paris Declaration and Accra Agenda for Action, which commit countries and development organisations to continue to increase efforts in harmonisation, alignment, and managing aid for results. OECD on Paris Declaration and Accra Agenda htm Gender: Gender equality is an overarching principle of Australia s aid program. The FCDP Equity and Inclusion Strategy are available from FCDP. Gender Equality and Empowering Women and Girls Promoting opportunities for all Gender equality and women's empowerment Improving economic outcomes for women 2013 Empowering Women Australia s support for gender equality and the empowerment of women 2015 Women, Peace and Security DFAT s implementation of UN Security Council Resolution

23 women-girls/gender-equality/pages/gender-initiatives.aspx Conflict prevention and peace building: FCDP will address conflict prevention and peace building as a crosscutting issue, using the Do No Harm approach. Child protection: The Child Protection Policy for the DFAT Australian Aid Program applies to all contractors and agencies funded by Australia. OECD s summary of Do No Harm 2010 Useful references for Do No Harm approaches Child Protection Policy of the Australian Government s Aid Program June 2014 DFAT Child Protection Policy for the Australian Government s aid program (2013), Guidance for establishing the child protection risk context of organisations and activities Disability: FCDP is guided by Australia s policy, and the FCDP Equity and Inclusion Strategy is available from FCDP. Development for All Strategy for strengthening disability-inclusive development in Australia s aid program May Fraud and anti-corruption: FCDP and partner CSOs are also responsible for preventing fraud and corruption. Environment: The Environment Protection and Biodiversity Conservation Act 1999 (the EPBC Act) is the Australian Government s central piece environmental legislation. It provides a legal framework to protect and manage nationally and internationally important flora, fauna, ecological communities and heritage places defined in the EPBC Act as matters of national environmental significance. Commonwealth Fraud Control Framework mework.aspx Fraud Control and Anti-Corruption within DFAT, including the Australian aid program Fact Sheet June 2015 Environment Protection and Biodiversity Conservation Act Environmental Management Guidelines

24 Fiji s National Climate Change Strategy. Visibility and communications FCDP Communications Strategy temid=10 Environment Management Guide for Australia's Aid Program August Grant Guidelines: FCDP will administer grants in accordance with the Commonwealth Grant Guidelines and Procurement Rules Commonwealth Grant Guidelines Commonwealth Procurement Rules Note: If you are not able to download these documents, please contact FCDP to receive printed copies. 21