AMENCA2 Logical Framework Yr 1 (2009) to Yr6 (2015) Updated in November 2013

Transcription

1 Outputs Indicators Activities Means of Verification Assumptions Component 1 - Reducing Vulnerability Aim of Component 1: To improve women and girls access to recreational services; increase women s livelihood opportunities, skills base and income levels Outcome 1: Empowerment for women and young people 1.1: Access to and Outcome Theme #4: control over 30% increase in income increased average income for 400 women, amongst women including very borrowers poor women Women s access to resources for livelihoods Disburse loans (averaging 3,500 USD) to 402 women microentrepreneurs (Yrs 1-4) through Asala; Establish revolving funds and disburse revolving loans to women micro-entrepreneurs (Yr5 &Yr6) Disburse grants (USD 40,000 total) to poor women in Years 5 and Year Promote micro-entrepreneurs products in trade shows (ICP Annual Fair Trade Market; Bethlehem trade show) (Yr1 -Yr6) Women's capacity to manage enterprises through non-financial ASALA loan records FGDs with women borrowers Field staff reports Case studies with photos Grants report Trainers' reports Community resistance to interest-bearing loans on religious grounds does not deter women from applying for loans Sufficient capacity exists at a community level for small scale businesses to be viable and to pass Asala's feasibility studies Sufficient interest exists from women at a community level for developing microenterprises 1

2 1.2: Women s status and position strengthened within households and communities Outcome Theme #8 # of women reporting greater responsibilities, role and status in CBOs and communities services has been strengthened: Provide training (120 women/year), management counseling and technical support (veterinarian/ agricultural engineer) to women micro-entrepreneurs Encourage women to register their businesses with Chamber of Commerce through awareness raising campaign (Yr5) Assess the effectiveness of training (post training assessment) (Yr5) Women's role and status in CBOs and communities are enhanced: Build CBO capacity and systems to support women through activities and volunteer programs (review CBO strategic and annual activity Yr2-Yr3; gender training to CBO) Support CBO Board election processes to ensure equal participation of women in electoral processes and on Boards (Yr2-Y6) Strengthen solidarity and Training materials Training attendance sheets Photos/video Post-training evaluations Chamber of Commerce baseline 2012 Registration campaign report Women s network constitution and bylaws Campaign proposals Campaign media materials Campaign evaluation reports Minutes of meetings/ workshop reports Project implementing partners are able to coordinate efforts effectively in implementation of women s network and campaign initiatives Lack of grass-roots participation and representation in network/campaigns 2

3 1.3: Greater capacity of women and youth to understand their rights, articulate their agenda and demand accountable services and representation Outcome Theme #5 # and type of new services provided by CBOs # of households/ individuals accessing basic services and skills through CBOs Outcome Theme #7 capacity among women (establish a women's network linking women involved in CBOs, local authorities and general community (Yr5 and Yr6); establish a learning forum for women (Yr 5-6)) Identify and promote women community champions through participatory approach to inspire women and win support from men _ (Yr5 and Yr6) Raise community awareness and support for women s right to inheritance amongst 500 women and men ('Right to Inheritance' campaign implemented) (Yr5-6) Women and youth participation and engagement in holding duty bearers to account has been strengthened: Support 14 CBOs to develop, implement and evaluate advocacy initiatives that reflect the need/vulnerabilities of constituent communities (Yr4-Yr6) FGDs with network and campaign participants Learning forum materials and presentations Trainers' reports Training materials Training attendance sheets Photos/videos Field staff reports FGDs with women and youth group members Campaign proposals and evaluation reports FGDs/interviews with campaign target does not limit the empowerment of AMENCA2 stakeholders Network and campaign initiatives successfully overcome socio-cultural barriers to enhanced women s role within communities (especially in terms of right to inheritance) Women and youth remain interested and able to participate in group activities 3

4 # of CBOs with increased capacity to respond to community needs Increased community satisfaction with services provided by CBOs New indicator: Increased (# and quality) civic engagement by women and young people Component 2 Capacity Building Support 9 communities to establish 18 community groups to engage in dialogue with CBOs and community to realize rights and needs: - ongoing support and facilitation; - rights awareness and prioritization learning sessions (e.g. leadership skills, social accountability, women s economic and social rights, SDIP framework, campaigning) (Yr5-Yr6) groups Community plans Diaries/logbooks kept by women and youth group members Trainers' reports Training materials Training attendance sheets Photos/video Field staff reports Aim of Component 2: To enhance governance, management and sustainability of fourteen CBOs to effectively respond to constituent priority needs Outcome 2: More vibrant civil society (including women, youth, CBOs) able to hold authorities, private sector and development actors to account for goods and services 2.1: Increased Outcome Theme #5 Strengthen employment / internship MoUs/agreements Overall economic number of young people engaged in employment and # and type of new services provided by CBOs opportunities for women and youth through CBOs: with private sector companies situation in the West Bank does not deteriorate 4

5 community activities # of households/ individuals accessing basic services and skills through CBOs Outcome Theme #6 # of employment opportunities created New indicator: Increased (# and quality) civic engagement by women and young people Develop and implement services to meet the needs of community members and youth through CBOs (develop vulnerability criteria to determine access to services; participatory planning) Develop and implement employment promotion / internship program (Yr5-Yr6) Develop and implement a youth entrepreneurship program (Yr5) Volunteer support program (employment opportunities, university credit schemes, learning trips, access to training opportunities) (Yr5-Yr6) Support CBO income generating activities that provide employment opportunities (see also activity below) (Yrs 3-6) Records of employment and/or internship Youth business plans and feasibility studies Trainers' reports Training materials Training attendance sheets MoUs/agreements with universities Volunteer website/ forums Photos/video Field staff reports Private sector responds positively to financial/other incentives promoting employment 2.2: CBOs responsive, Outcome Theme #5 # and type of new CBOs engage in dialogue with community groups (youth and women) _ (see also above). 14 CBOs' governance and management capacities have been CBO annual activity plans Constituents remain interested and able 5

6 financially viable and able to advocate for and represent citizens services provided by CBOs # of households/ individuals accessing basic services and skills through CBOs Outcome Theme #7 # of CBOs with increased capacity to respond to community needs Increased community satisfaction with services provided by CBOs Outcome Theme #9 CBOs have increased financial sustainability to cover basic overhead costs and deliver services to meet community needs strengthened: Conduct capacity assessments (Y1) and support development of participatory strategic plans and annual plans (ongoing Yr1-6) Provide mentoring and advice to strengthen 14 CBOs governance and management (regular reporting to constituent communities, follow bylaws, including BoD regular meetings, holding elections every 2/3 years, administrative and financial policies and procedures are in place, equal employment opportunities policies developed and implemented and transparent recruitment and procurement procedures) (Yr1-Yr6) Strengthen 14 CBOs mechanisms for transparency and community participation (establish community notice boards, suggestion boxes, annual community meeting, monitoring and evaluation mechanisms) (Yr1-Yr6) CBO activity attendance lists FGDs with community members CBO user satisfaction assessments Minutes of CBO BoD/GA meetings Minutes of community feedback meetings Electoral records and By Laws published CBO organagrams and Job Descriptions produced to participate in CBO planning Community members are willing to pay fees in exchange for CBO services Sufficient capacity exists within CBOs for income generating activities (IGAs) to be viable and to pass ICP s feasibility studies CBOs utilize profit from IGAs to support their social mandate Local authorities are responsive to CBO/ community initiatives for engagement and community planning 6

7 2.2.4 Strengthen CBO responsiveness to community needs: - review fee-paying service portfolios (Yr 5-6) - provide grants for services to vulnerable community members (non-fee paying) (Yr 5-6) - CBO host dialogue with local authorities (Year 4 initiatives implemented; new initiatives developed and implemented Year 5-6) - CBOs support community planning in 3 communities (Yr5) - CBOs and community follow up on community plans (Yr 6) Strengthen CBOs fundraising and financial capacity: Collect and document income from membership fees, donations and fees for services Support 14 CBOs to develop fundraising plans incorporating Income Generating Activities and CBO records and financial statements CBO fundraising plans and fee schedules Minutes of CBO BoD/GA meetings Asala loan records CBO incomegenerating proposals IGA feasibility studies Community participation in initiatives for engagement with local authorities continues in the face of initial setbacks and/or delays 7

8 other sources (fees etc) Support development of Income Generating Activities: - market analysis, - develop proposals - establish committee to evaluate applications for capital (loans and grants) (Yr 3-5) Trainers reports Training materials Training attendance sheets Photos/video Field staff reports - Disburse loans and grants each of USD 120,000 each (averaging USD 15,000) to 8 CBOs for IGAs - exchange visits (Yr4-Yr5) Establish and maintain 8 CBO economic units with detailed governance and policies to manage Income Generating Activities (Yr3- Yr6) Component 3 Program Capacity Development Aim of Component 3: To improve coordination, promote learning and optimize available resources 8

9 3.1 Strengthening collaboration amongst AMENCA 2 partners and other stakeholders for learning and continuous improvement throughout implementatio n # and type of AA tools shared with AMENCA and national partners # of joint meetings, lessons learned papers, cross-visits Annual Program Reviews (APRs) conducted AMENCA2 partner agencies engaged with training and up-skilling activities from Y2-5 to build capacity of individual institutions and of the program Lessons learned, success stories, case studies and good practices published and exchanged among AMENCA2 partners on the program level Theory of change workshop among AMENCA2 partners conducted Workshop minutes and materials Capacity building programs M&E plan and reports Published materials/documents Stakeholders continue to value coordination and are able to support ongoing coordination initiatives Project M&E framework implemented (Yr2-Yr6) Program achievements and lessons learned promoted in international fora (Yr2-Yr6) Procedures are implemented as per ActionAid Manuals and Australian 9

10 Government guidelines Component 4 Program Management Aim of Component 4: To manage the program effectively Output 4.1: Ensure program structure and management systems are established to effectively manage the program Effectiveness of partnership between implementing partners # of reports and annual plans submitted to AusAID Regular coordination meetings conducted Reporting system and calendar developed with AMENCA2 implementing partners Minutes of meetings (strategic committee, project staff, etc.)internal reports by Asala/ICP and consolidated Feedback from AAA. Reports/annual plans submitted to AusAID. 6 monthly reports. Partnership reviews. 10