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PPA Annual Review Reporting Year: 2012/2013

Note: maximum word length 15,000; 12pnt for compulsory sections 1-8

(This includes tables, figures, footnotes etc. This excludes questions, guidance, optional sections 9 and 10 and Annex A and B).

Any text over the maximum word length will be disregarded.

Please submit an electronic copy to: [email protected] by 12:00 1st July

Section 1: Background Information (Note Sections 1 and 2 will be used by reviewers commenting on individual sections, not the whole report)

1.1 Organisation Ayaz

Islamic Relief Worldwide General/CHASE

1.2 Main contact Ayaz

1.3 Finance Ayaz 2010/11 2011/12 2012/13 2013/14

Annual Income of Organisation (£)

2010/11 2011/12 2012/13 2013/14PPA funding (£)

As % of total organisational income

2010/11 2011/12 2012/13 2013/14Other DFID funding (£)

1.4 Summarise your relationship with DFID and other DFID funding? Has this changed since 2011/12? Ayaz

1.5 Approximate % of PPA expenditure allocated by sector or theme for 2012/13 Ayaz

DFID PPA Annual Review Form 2012/13 of 15

mailto:[email protected]

Section 2: Organisational information and progress towards results

2.1 Describe your organisational type using the categories in the guidance and the implications for your work. i. Tierii. Typeiii. Implications

Ayaz

2.2. What is your theory of change for your PPA funds i.e. that underpinning your logframe?

MAK

2.3 What are your key objectives and approach(es) for the ways in which you use your PPA funds?

MAKMK with input from IR Sudan

Key objective :Improve the livelihoods of 500 economically active poor households in Blue Nile State Approach:Islamic micro financing mainly through the Garad Hassan mode of finance. Targeting economically active poor spreading over ten villages in BN state Sudan. Loans disbursement fellows:

Short term mode of finance usually 6-12 months. Simplified borrower, investment appraisal and procedures. The main collateral for this approach is the group collateral mechanism Each Loan receiver will be subject to a capacity building program in

order to foster their managerial and accounting skills to insure and sustain successes arising from the fund.

Repayment of loans is a shared responsibility of all group members. Repayment intervals are on monthly basis to reduce the risk of default

and delinquency.

2.4 Brief summary of progress in 2012/13i. Please include a summary of your progress. Ayazii. Separately, identify your top three highlights and three biggest challenges

(Questions i. and ii. should be no more than 600 words combined) MAK & MK with input from IR Sudan

Project beneficiaries were identified through screening process according to pre-identified criteria.

Beneficiaries were organized in 10 microfinance cooperative associations with well established general assemblies and elected executive offices.

50-60 members from each society were trained in small business management.

The three officers of each committee (chair person, secretary and


treasurer) have been trained on upgrading managerial skills.Top three highlights:1- Strengthening capacity of communities committees, to lead project

activities and take over project responsibilities at phasing over of IRW. However the project expanding and self lasting will be insured through these committees.

2- IRS Sudan is striving to enhance and develop these committees and make it provide the full package of the microfinance services like savings, transfers and insurance.

3- The organization of communities in well anchored committees equipped with office furniture (depositary safes, tables, and chairs), trained staff and well established accounting and managerial systems will encourage and help local authorities and other NGOs to provide services and enable these communities to advocate for more services and needs. However the visit of IFAD organization to Abo-Hasheem village and its motivations to partner with them in the forthcoming rainy season is a live example of this.

Challenges:1. To achieve the socio-economic change that make targeted

beneficiaries acceptable and well recognized by other financial institutions making use of their well built assets and pluses.

2. Bringing together different ethnical groups living in the same village to establish one association that serves the whole village without any disputes and oppositions.

3. To promote equity based microfinance services that fully compliant with Sharia laws and teachings.

2.5 Logframei. Has the logframe been updated since the last Annual Review? Y/N ayazii. How have these changes altered the results that you have reported on in this

Annual Review? MAK & MK


Section 3: Outcome reporting

3.1 Progress to date against PPA Outcome(s) MAK & MK with input from IR Sudan

Outcome 1: Improved livelihoods of 500 poor households in Blue Nile State through Islamic micro-financing.Indicator By the end of project duration, 70% of the targeted

families have increased their income/capabilities and small business management skills.

BaselineMilestone 2011/12 2012/13 2013/14

AchievedVariance

i. Narrative on progressNeeds assessment and identification of 10 villages was conducted.Formation of 10 cooperative associations has been completedSelection of 500 beneficiaries was identified.186 out 500 clients are considered active clients ready for funding. They were selected according to rigorous criteria, trained and have well defined proposals for financing.

iii. Assessment of overall progress towards targetWith regard to this indicator 30% of the target has been achieved through increasing their small business management capabilities.

iv. Recommendations on amendments complete this sectionNo any amendment made up to now.

3.2 Discuss i. Key new challenges to the achievement of outcome(s) and ii. Key new factors of progress MAK & MK with input from IR SudanThe project is at its earliest stages so no information on outcomes3.3. AssumptionsMAK & MK with input from IR Sudan

A change in the national policies affects IR Sudan to conduct its operations. Adverse economic climate. Stable security situation. Stable and accessible markets. No major emergency expenses for households. Clients manage businesses responsibly. Feasibility studies are relevant. Cooperation of government -----authorities/department.

Repeat for further outcomes and outcome indicators where appropriate.


Section 4: Output Review and Scoring4.1 Output 1 MAK & MK with input from IR Sudan

Assessment of performance of output and progress against expected results

Indicator 1. 500 vulnerable household acquired small business management skills


Achieved 186Variance 314Disaggregated data*

*– expand number of rows if needed

I. Narrative on progressTen villages were selected from 22 villages comprises the two localities of Damazine and Rosaires. At each village a microfinance association was established, with general assembly and elected executive offices.

II. Assessment of overall progress towards indicatorWith regard to this indicator, 37% of targeted output was achieved.

III. Recommendations on amendments to output or indicatorNo any amendment made up to now.

Indicator 2. 500 poor and marginalized HHs benefitted from Islamic microfinance interventions, with 75% of clients having improved their livelihoods by April 2014


Achieved Variance Disaggregated data*

I. Narrative on progressThe project still at its earliest stages and working towards achieving this indicator.

II. Assessment of overall progress towards indicatorIII. Recommendations on amendments to output or indicator

4.2 Discuss i. key new challenges to the achievement of output(s) and ii. key new drivers of progressMAK & MK with input from IR SudanThe project still at its earliest stages and working towards achieving this indicator.

4.3 Impact Weighting Ayazi. Current impact weighting in logframe (%):


ii. Are you making any changes to this weighting: Y/Niii. Explanation for changes:iv. How are you managing changes?The project is at its earliest stages so no information on impact.

4.4 Output risk MAK & MK with input from IR Sudani. Current risk:

Using Qard Hassan with interest free loans will lead to no profit for the microfinance cooperative association to cover the administration cost. Arrangements have been implemented to charge loan fee to cover the administration cost.The inflation rate will lead to depreciate the local currency purchasing value.

ii. Are you making any changes to the level of risk? Y/N – If yes, state new level

iii. Explanation for changes iv. How are you managing changes?

4.5 Actual achievement of expected results for Output 1 MAK & MK with input from IR SudanThe project is at its earliest stages so no information on expected results for output 1.

The new project scoring system measures actual achievement of expected results rather than the likelihood of achievement in the future.Ratings to be applied:

A++ = Outputs substantially exceeded expectationA+ = Outputs moderately exceeded expectationA = Outputs met expectationB = Outputs moderately did not meet expectationC = Outputs substantially did not meet expectation

Repeat for further outputs and output indicators. Section 5: Organisational effectiveness (This may be read as a stand-alone section) Ayaz with input from IR Sudan5.1 Organisational effectiveness, definition and impact of PPA fundsi. How do you define organisational effectiveness within the context of your PPA

funding?The programme management structure will improve the operations by creating robust and transparent delivery system with participatory centric approach, in order to serve the poor better and achieve long term sustainability thoroughly understand of beneficiaries needs, modify and evaluate the organization performance per small business lifecycle.

ii. What difference has PPA funds made to organisational effectiveness in 2012/13. What effect has this had, if any, on the delivery of your activities and your reported results? How will this be developed in 2013/14?

iii. What have PPA funds enabled your organisation to do in 2012/13 that you would not have otherwise been able to do, and why?

iv. What are you doing less of as a result of PPA funding, and why?Please include examples


5.2 Anti-corruption and Transparencyi. Are you IATI compliant? – If not, please explain why not.

Yes.ii. Do you go beyond IATI minimum compliance? Y/N – If yes, please explain No.iii. How are you taking anti-corruption measures forward?

Anti-corruption measures are addressed through a robust accounting and admin system, processes and related documents are accessible to all stakeholders.

iv. Paragraph 16 of the PPA MoU states that we must be notified of any misappropriation of funds or potential fraud. Have we been notified of any such situations? Y/NThe programme identified the job description for the team members, segregation of staff duties and responsibilities, demonstrates and acts according to the IR internal control system.

5.3 What key issues or challenges, identified by your organisation in the Annual Report 2011/12, were to be addressed during 2012/13? How has this work progressed? MAK & MK with input from IR SudanThe programme started on Nov. 2012.

5.4 What key issues or challenges were identified in your feedback letter in 2011/12 for resolution by 2012/13? How has this work progressed? Ayaz to develop structure for answers by MAK and MK with input from IR SudanThe programme started on Nov. 2012.


Section 6: Evidence and Evaluation (This may be read as a stand-alone section) Ayaz

6.1 Outline your monitoring and evaluation approach with respect to PPA-funded activities.Ayaz to structure answers for MAK & MK with input from IR SudanAt the beginning of the project, a well-defined M&E plan was clearly designed. Methods of data collection, analysis and reflection were stated. Information on indicators is continuously collected to make sure the project is on track.

6.2 Demonstrate how your organisation has used evidence from your M&E systems to improve PPA-design and delivery activities, increase impact and create better value for money.Ayaz to structure answers for MAK & MK with input from IR Sudan Not applicable.

6.3 How have you collected beneficiary feedback and used it to improve your work? Include a discussion of your methodology, sampling and verification activities. Ayaz to structure answers for MAK & MK with input from IR SudanIn most times data is collected through focus group discussions with a group of beneficiaries to explore different views and suggestions. Furthermore this process usually replicated in other project sites to insure triangulation. The coordinated reflections organised from time to time have highly contributed to project advancement.

Section 7: Partnership Working and Value for Money (This may be read as a stand-alone section)

7.1 Please provide evidence to show how PPA funding allows you to take risks and innovate (if at all). ALL with input from IR Sudan Taking risks and innovation are essential requisites to enable the communities to move forward. Formulation of 10 cooperative associations will lead the communities to move forward to prevent stagnation and decline. Establishment of financial system in the 10 communities will alleviate the poverty and reduce and mitigate the effects of crises. Group collateral mechanism which will be implemented to manage the risk of loans default will assist in extending and financing the other beneficiaries by adopting the revolving fund mechanism.The programme supports the initiatives to help microfinance to mitigate the political credit and operational risks. The varieties of the activities that we are going to finance (Marketing of locally produced vegetable and fruits, Food processing vegetable and fruits, Food processing meat and fish, Fresh food and refreshments selling, Forest products marketing, Poultry and eggs production) will reduce the risks and decline of the beneficiaries income.

7.2 What effect has PPA supported risk-taking and innovation had on the effectiveness, impact and value for money of your activities and reported results?

Ayaz to structure answers for MAK & MK with input from IR Sudan


The programme management has signed partnership agreement with local NGO JASMAR and Ministry of Social Affairs in Blue Nile State. The agreement indicated the complementary partnership roles to ensure implementation on the effectiveness, impact and value of money of the project activities:

1. The ministry of social welfare: Implementation monitoring and evaluation of the project. Participate in the villages and beneficiaries selection. Provide technical support prepare manual and participate in the delivery of

the training courses. Mobilize government authorities, and the communities to participate in the

project activities. Provide technical staff to carry out the training courses.2. JASMAR: Participate in the implementation, monitoring and evaluation of the project

activities. Participate in the villages and beneficiaries selection. Mobilize government authorities, and the communities to participate in the

project activities. Working in collaborative manner with other partners to insure quality

delivering of the project components.

7.3 What additional financial and material resources have been levered from partners as a direct result of PPA funding, enabling you to more effectively deliver your results? How has this been achieved?

ALL with input from IR SudanThe material resources provided by the project partners are: the technical support in selection of the project areas, participate in preparing, coordinating and delivery of the training courses, avail 1 vehicle to participate in the implementation and monitoring processes.

7.4 Partnership working is considered to be one of the key ‘added value’ aspects of CSOs, and contributes to effectiveness. Outline your approach to partnership working with respect to PPA funding and how it enables your organisation to deliver and achieve results.Ayaz to structure answers for MAK & MK with input from IR Sudan

The partnership agreement recognizes sharing common mission and many values in serving the humanity.

Enhance the commitment to alleviate the poverty, social injustice and empowering the communities.

The partnership agreement reflects a broad framework within which the partners will work.

7.5 Value for Money (VfM) Ayazi. What are the main cost drivers for your organisation in delivering interventions?ii. Describe how competition and effective commercial practice is used to drive

improved value for moneyiii. Do you track any specific value for money measures in any of your programmes


(e.g. unit cots, cost effectiveness measures etc.)? If so, review performance on these measures.

iv. Explain and evidence how the use of measures or management practices enables you to achieve results that represent better value for money.

v. Have you had experienced any significant VfM achievements in the last reporting year? If so, please describe.

7.6 Organisational risks – Have you been able to achieve better value for money in delivering your results because of the risk mitigation actions that you have taken. If so, how and why? If not, why not? Ayaz

Section 8 Lessons Learned (This may be read as a stand-alone section)What lessons are being learned and shared with respect to PPA funding?i. Briefly describe your organisation’s approach to PPA learning. Ayaz

The project team periodically organise workshops in which all stakeholders participate, discuss and reflect on project performance. Eventually valuable comments and suggestions have the required concern and appreciation in improving the project performance.

ii. Where possible, describe the impact of your learning. Ayaziii. Describe how you learn from and/or contribute to the sector’s learning. MAK

& MK

PLEASE NOTE: THIS IS THE END OF THE COMPULSORY SECTION OF THE ANNUAL REPORT

Note 1: The following two sections present optional opportunities to discuss aspects of your work that you have not been able to represent in the main sections.Note 2: The evidence table is a compulsory appendix to the Annual Report and is located after sections 9 and 10.


Section 9: Changing Lives Case Study (This may be read as a stand-alone section).

Note: a. The case study is optional.b. The case study should be no more than 600 words.c. The case study should be linked to the logframe.

Changing Lives Case Study: TitleAyaz to structure answers for MAK & MK with input from IR SudanThe project has delivered microfinance training for the 10 communities to enhance the small business management skills for the project beneficiaries. Furthermore upgrading the managerial skills for the community leaders was provided.The case study in this stage of the project lifecycle will discuss the outputs of the training programme.

Graduation of small business management training \ Graduation of Up-grading the managerial skills training for In Gunai village Blue Nile State – Sudan. the 10 villages cooperative association 3 officers in Damazin Blue Nile State – Sudan.

Abdalla from Goni (at right) attended the upgrading Goni small business management training attended byManagerial skills training course in Damazin Blue Nile Abdalla with other 60 participants. State – Sudan

My name is Abdalla from Goni village, I am working in livestock trade, and we buy sheep and cattle from small village markets and sell at Damazine where big merchants exist. I have been selected by my community to be the secretary of the microfinance project’s


committee. I attended the two sessions of training, the one provided at the village level and the latter provided at Damazine. Really the two trainings are highly beneficial. We learned how to administer our enterprises, keep accounts on and to know whether our income is increasing or decreasing and for what reasons. We taught how to market our animals, at what time and at what price. Eventually we hope we better manage our microfinance associations to enable our villagers benefit from the project.


Section 10: Further Information (This may be read as a stand-alone section)

Note:a. This is optional and helps us develop DFID policy work. This section does not form

any part of your annual assessment.b. This should be no more than 1000 words.

Organisations are invited to discuss aspects of their work, not included or highlighted in the main report and particularly undertaken with excluded groups – for example work on faith, disability, gender, youth etc.Ayaz to structure answers for MAK & MK with input from IR Sudan


Annex A: Acronyms


Annex B: Evidence Table

Reference Number

Page No. Reference Further information


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