· web viewp2. uk aid match proposal form . this completed form will provide detailed...

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UK AID MATCH PROPOSAL FORM

This completed form will provide detailed information about your proposal and will be used to assess your proposal and inform funding decisions. It is very important you read the UK Aid Match Guidelines for Applicants and related documents before you complete this proposal form to ensure that you understand and take into account the relevant funding criteria.

How: You must submit a Microsoft Word version of your proposal and associated documents using the templates provided, by email, to [email protected]. The form should be completed using Arial font size 12. We do not require a hard copy.

When: All documentation must be received by the published funding round deadlines. Documents received after the deadline will not be considered. What: You should submit the following documents: (all templates are on the UK Aid Match web page: www.gov.uk/uk-aid-match.

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

Sections 4 – 7 : Maximum of 15 (fifteen) A4 pages.For applications for projects which will work in more than 1 country, you may use an additional 2 pages for each additional country (ie. an application for working in 3 countries can be a maximum of 19 pages). Section 8 : Maximum of 3 (three) A4 pages per partner

NOTE: Please complete section 8 information for your own organisation AND for each partner organisation involved in delivering your project.

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

UK Aid Match funded projects can work in up to 3 countries. For proposals to work in more than one country or in different regions within a country, you will need to include information about each country/region where the project context, beneficiaries, approach or the expected results are different. This is to enable DFID to assess your proposal within each of the contexts you plan to use UK Aid Match funds in.

2. Logical framework and activities log: Please refer to the UK Aid Match Log-frame guidance and use the Excel log-frame template provided.

3. Project budget: Please use the template provided and refer to the UK Aid Match Guidance for Applicants (G1), the Budget Template Guidance (G3), and all tabs on the budget template. You also need to provide detailed budget notes (in the budget template) to justify the budget figures.

For proposals to work in more than one country or in different regions within a country: Where there are substantial differences in the costs of the project in different countries or regions within a country, you need to include these in the budget and provide an explanation for the differences.

http://www.gov.uk/uk-aid-match

mailto:[email protected]

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4. Risk register/matrix: This should include the main risks related to the project and how you will manage these risks. Please use your own format for this. 5. Project organisational chart / organogram: All applicants must provide a project organisational chart or organogram which includes all the implementing partners and explains the relationships between them. Implementing partners are defined as those that manage project funds and play a prominent role in project management and delivery. The chart should also include other key stakeholders. (Please use your own format for this).

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

7. Communications Plan: You will also need to complete a Communications Plan and submit this with your application. The plan is comprised of two parts (communications plan and activity timetable). You must also include final written evidence of commitment from your communications partner(s).

Before submitting your application, please ensure that you have included all relevant documents by completing the table at section 9.

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UK AID MATCH PROPOSAL FORM

SECTION 1: INFORMATION ABOUT THE APPLICANT1.1 Lead organisation name The Leprosy Mission England and Wales

(TLMEW)

1.2 Contact person Name: Steve HarknettPosition: Programmes and Advocacy OfficerEmail: [email protected]: 01733 404872

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT2.1 Project title Livelihoods and Food Security in Leprosy-

Affected Communities in Cabo Delgado Province, Mozambique

2.2 Country(ies) where project is to be implemented

Mozambique

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

Cabo Delgado Province

2.4 Duration of grant request (in months)

36 months

2.5 Project start date (month and year) November 2015

2.6 Total project budget? In GBP sterling

£1,157,159

2.7 How much do you expect your appeal to raise? What percentage is this of the total project/programme budget ?

£1,157,159100%

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

100% Mozambique

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

1. Eradicate extreme poverty and hunger 1

2. Achieve universal primary education

3. Promote gender equality and empower women 2

4. Reduce child mortality

5. Improve Maternal Health

6. Combat HIV/AIDS, malaria and other diseases

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7. Ensure environmental sustainability

8. Develop a global partnership for development

None of the above (please explain below)

SECTION 4: PROJECT DETAILS4.1 ACRONYMSALEMO – Association of People affected by Leprosy in Mozambique (national association representing people affected by leprosy)DPO – Disabled People’s OrganisationFFLG - Farmer Field and Life Group (a village-level group of 10-15 farmers supported by training and farm demonstrations to improve farming productivity)FH – Food for the Hungry (implementing partner)FL – Farmer leader (leader of a FFLG)LF - Lymphatic filariasis (an NTD)MEL – Monitoring Evaluation and LearningNTD - Neglected Tropical Disease (a WHO-recognised group of 17 diseases including leprosy)PSO – Project Support Officer (FH district-based staff-member trained in agriculture and savings groups).SCG – Self-care group – a group of people affected by leprosy and other NTDs who meet together regularly to learn and practise self-care activities (e.g. foot, hand and eye care), giving each other mutual support. Self-care is effective in treating and preventing ulcers and injuries, and therefore the disabilities, that people affected by leprosy often acquire.TLMEW – The Leprosy Mission England and Wales (applicant)TLMM – The Leprosy Mission Mozambique (lead implementing partner)VSLA - Village Savings and Loan Association (self-selected groups of about 10-25 members, in which members accumulate their own savings and distribute small, short-term loans among their members.)

4.2 PROJECT SUMMARY: maximum 5 linesThe project will improve the livelihoods and food security of 4,496 poor people (below the Mozambican poverty line), including 1,068 people affected by leprosy/other NTDs and people with disabilities, through increased agricultural yields and diversity, and increased access to financial capital. There will be a particular emphasis on empowering women and promoting these vulnerable groups’ participation in local decision-making.

4.3 PROJECT RATIONALE (PROBLEM STATEMENT)The project aims to address high levels of food insecurity and low agricultural productivity in Cabo Delgado province, northern Mozambique. Mozambique is one of the poorest countries in the world, ranked 178th out of 187 countries in Human Development Index i. Within Mozambique, Cabo Delgado is one of the most marginalised provinces, as shown by MDG indicators in two areas (food security and gender) which the project will address: under-five prevalence of chronic malnutrition in Cabo Delgado (56%) was the highest in the whole of Mozambique ii , and female literacy in the province (32.2%) is the lowest in the country iii .

The project will target the poorest people in Cabo Delgado but with a particular focus on people affected by leprosy and other NTDs, and other people with disabilities. Cabo Delgado has the highest prevalence rate of leprosy in Mozambique – in 2013, 22% of all new cases of leprosy in the country came from this province iv. Lymphatic filariasis (LF), another NTD, is also widespread: prevalence is 13% in Mozambique as a whole but is over 50% in some districts of Cabo Delgado province.v

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It is well established that people with disabilities (who include people affected by leprosy/other NTDs) are more likely to be poor because of barriers to accessing livelihood activities such as impaired physical mobility and discrimination. People affected by leprosy and other NTDs (such as LF) frequently suffer from ulcers and injuries due to nerve damage, which can lead to disability. People affected by leprosy can also face negative social attitudes towards them due to the stigma of the disease. TLMM’s consultations with people affected by leprosy found that they were dependent on family members due to diminished capacity to work, and traditional beliefs about leprosy added to their social exclusion vi. People with LF face similar stigma and physical difficulties. Factors leading to low agricultural productivity in rural Cabo Delgado include the infertile sandy soils and rainfall variability. Other factors include the use of low-yielding seed varieties, low household purchasing power (which inhibits investment in agricultural and livestock fishing activities), and a lack of crop diversity, which creates vulnerability to shocks such as pest infestations and drought. Also, the low literacy and cultural marginalisation of women, who play a critically important role in growing food crops, is a barrier to agricultural productivity. Low agricultural productivity is one contributing factor to food insecurity. Exacerbating this is the lack of alternative sources of income outside agriculture in Cabo Delgado; thus, in times of scarcity, the rural poor have little to buffer them from food insecurity. Furthermore the staple food in Cabo Delgado, cassava, lacks the caloric and nutrient density to meet the nutritional needs of vulnerable populations, further contributing to food insecurity, which is exacerbated by inadequate post-harvest storage practices leading to food loss. The project will address beneficiaries’ low agricultural productivity and food insecurity through interventions in the areas of agriculture and savings/micro-credit. TLMM’s consultations with its existing beneficiaries (people affected by leprosy) identified agriculture and livelihoods as a priority – 85% of beneficiaries rely on subsistence farming for their livelihoods. To enable people affected by leprosy/other NTDs and other people with disabilities to participate in these livelihood activities, the project will first address their health and disability-related needs. Leprosy-related disabilities will be reduced by promoting self-care activities 1, which will be delivered through ‘self-care groups’ (SCGs) 2. TLMM has worked with SCGs since 1994 and found them to be an effective strategy in disability prevention. The project will enable the SCGs to participate in the wider livelihood activities. The project will scale up TLMM’s pilot initiatives over the past three years in promoting sustainable agriculture practices, applying lessons learned from this experience. It will also allow FH to extend its proven model of protecting and enhancing rural livelihood to working with vulnerable groups. The project is aligned with the Ministry of Health’s National Leprosy Strategy of preventing disability through self-care. It also fits within the Government of Mozambique’s Poverty Reduction Action Plan and the Ministry of Agriculture’s Strategic Plan for Agricultural Development, whose objectives are to increase agricultural production and productivity, and promote sustainable usage of natural resources, among others. With regard to the work of other NGOs in the area, the Aga Khan Foundation (AKF) works in 4-5 of the coastal districts also in Agriculture and Savings groups. This project will work less in these districts as they are not areas with a high leprosy prevalence, but will link to AKF to share learning.

1 For example, screening for injuries and ulcers, safe carrying out of activities of daily living, and promoting foot, hand and eye care (eg. foot washing and lubrication).2 Autonomous groups of people affected by leprosy that meet regularly in their villages to learn and to practise self-care activities

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There are a few small local NGOs/associations that do some work in agriculture but their coverage is in general weak. One is an association for small scale farmers. FFLGs could be linked to this at village level, as well as for sustainability and follow-up strategies.

4.4 TARGET GROUP (DIRECT AND INDIRECT BENEFICIARIES)Who will be the DIRECT beneficiaries of your project ? Describe the direct beneficiary groups, and state how many people are expected to benefit, differentiating between male and female beneficiaries where possible, as well as other sub-groups.

DIRECT: a) Description of groups:

People affected by leprosy (including people previously treated and people currently on treatment); people with other NTDs (in particular LF and trachoma); and other people with disabilities, who will form 89 SCGs in 89 target villages, and also join FFLGs and VSLAs

Other vulnerable people (subsistence farmers living below the poverty line), who will join the FFLGs and VSLAs.

b) Number of beneficiaries:

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1,068 people affected by leprosy/other NTDs, and other people with disabilities (89 SCGs x 12 members). 50% female.

3,428 other vulnerable people (50% female) from the 89 target villages who will be members of FFLGs and/or VSLAs:o 356 FFLGs (89 villages x 4 FFLGs per village)o 178 VSLAs (89 villages x 2 VSLAs per village)

Out of the 4,496 total of direct beneficiaries, 534 (50% female) will be leaders: 89 SCG leaders (1 x 89 villages); 356 FFLG leaders (4 x 89 villages); and 178 VSLA leaders (2 x 89 villages).

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

INDIRECT: a) Description Family members of the direct beneficiaries participating in agricultural activities and/or savings groups.

Community volunteers: There will be three categories of community volunteers: community health volunteers (supporting SCGs), community agriculture volunteers (supporting FFLGs) and community savings group volunteers (supporting VSLAs).

Health personnel: District and Provincial Leprosy Supervisors.

b) Number 22,480 family members (assuming average family size of 5) of 4496 direct beneficiaries. 50% female

89 community healthcare volunteers 178 community agriculture volunteers 89 community savings group volunteers

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16 district/provincial leprosy supervisors.

4.5 POTENTIAL PROJECT IMPACT The main impacts on the beneficiary groups are expected in the areas of increasing household incomes and reducing hunger (MDG 1), and women’s empowerment (MDG3). An intermediary impact, leading to these impacts, will be improved health and reduced disability. Impacts in the areas of livelihoods and food security will lead to a further impact of reduction of stigma faced by people affected by leprosy/other NTDs.

1. Increasing household incomes and reducing hunger The project will increase the agricultural productivity, food security and food diversity of direct beneficiaries and their family members, by enabling them to adopt improved and more sustainable farming methods, introduce new, improved crop strains, and improve harvest storage. These changes in behaviour and practice will enable them to sustainably increase their yields, diversify their crops and their diet, and protect their natural capital. Through increased access to capital through VSLAs, beneficiaries will increase their household incomes, enabling them to increase investment in their farming and livestock activities, further increasing agricultural productivity. Higher household incomes will also enable them to diversify their sources of income to non-farming activities, making them less vulnerable to farming shocks.

2. Women’s empowerment Women will be represented 50% in SCGs, FFLGs and VSLAs, including in leadership positions. Women, who are culturally marginalised in Mozambican society despite playing an important role in household farming and income generation, will benefit equally from the impacts of improved agricultural productivity, improved food security and enhanced food diversity as above. By supported women to assume positions of leadership in community life through the groups, the project will challenge the marginalisation they face in Mozambique. This will improve their participation and stature in their communities.

3. Improved health and reduced disability Through improved practice of self-care in the SCGs, prevalence of injuries and ulcers among people affected by leprosy/other NTDs, which lead to disabilities, will reduce, enabling them to participate more fully and productively in livelihood activities, farming and general social life. Lower prevalence of injuries and ulcers also reduces household expenditure on healthcare, thereby increasing disposable income, eg. for investment in livelihood activities or education.

At the level of health service delivery, the project will also contribute to better quality health services by strengthening ALEMO’s ability to hold government health services to account, using the SMS feedback system.

4. Stigma reduction The project will reduce the stigma and discrimination experienced by people affected by leprosy/other NTDs and people with disabilities, and increase their social inclusion. This will be achieved through the participation of these vulnerable groups in wider community structures such as FFLGs and VSLAs (including in their leadership), breaking down the segregation they face. Negative community attitudes towards leprosy, NTDs and disability will change as these vulnerable groups improve their livelihoods and farming productivity, challenging the traditional view that people affected by leprosy/people with disability are dependent on others and a burden to society.

4.6 DESIGN PROCESS This proposal has been based on several years of learning from and consultations with people affected by leprosy, during numerous field visits made by TLMM staff to leprosy-affected

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communities, and also through discussions with ALEMO. During these evaluations the need for livelihood projects has been a recurring theme as expressed by people affected by leprosy. Development of the proposal began in January 2014 led by TLMM, with input from TLMEW and TLM-International, who have given input from TLM’s global experience in leprosy and disability. A TLMM-led learning workshop in July 2014 was a further opportunity for TLMM to discuss the project design with ALEMO and government stakeholders in the project, notably the Provincial Health Department and the Provincial Welfare and Women’s Department. The Welfare Department expressed particular interest in being involved in facilitating the link between them and vulnerable persons in those communities like people with disabilities. TLMM has also discussed the project with the national NTD Department in the Ministry of Health, which has a close interest to improve the morbidity management of those diseases that cause disabilities, particularly leprosy and LF. TLMM has been in discussion with FH about partnering in this project since March 2014. FH’s involvement in agricultural and savings groups initiatives in Cabo Delgado since 2010 have enabled it to give input into the project design, through consultations with farmers and agricultural extension workers at community/district level, and discussions with the Provincial Agriculture Department.

4.7 PROJECT APPROACHThe project will use a two-phase approach, first focusing on self-care group strengthening (focus on beneficiaries’ health and disability prevention), followed by agriculture and savings activities. The rationale for this design is the importance of addressing beneficiaries’ immediate health problems and increasing their mobility through disability prevention, in order to enable them to participate effectively in the livelihood component on the project. Approaches used in both phases are considered to be appropriate and effective due to the use of tested methods by the implementing NGOs, the experience of the NGOs and their existing partnerships with relevant government partners, and the coherence between the selected approaches and government policy. TLMM has supported leprosy control services in partnership with Cabo Delgado Health Department since 1996 and coordinates closely with it. FH has worked in agriculture in Cabo Delgado since 2010, in collaboration with the Provincial Agricultural Department.

The project will target nearly 30 villages in 5-6 districts per year, covering at least 15 out of the 16 districts of Cabo Delgado province over the 3 years. Priority will be given to localities with highest leprosy/NTD endemicity.

The project will begin with an inception phase (November 2015 – Mar 2016), which will include detailed mapping of districts and villages with high leprosy prevalence, and baseline data collection. An inception workshop will take place with partners and stakeholders, to finalise milestones and targets, and to conduct detailed activity planning. Staff training will also take place in the inception phase, in particular in gender, disability inclusion and participatory methodology. Activities in the two main phases of the project will then be as follows:

1. Self-care group strengthening This phase will create and strengthen women-led SCGs, which will enable people affected by leprosy/NTDs and other disabilities to improve their self-care, reduce injuries, and access health and rehabilitation services. This phase will be implemented mainly by government health officials (provincial and district leprosy supervisors), who already have some experience and expertise in this field, supported by TLMM with additional training. Using such existing and skilled resources enhances the economy and the effectiveness of the project approach. To increase the economy of the project (providing low-cost support to the SCGs) and its effectiveness (ensuring beneficiaries’ behaviour change post-training), this phase of the project will also recruit community health volunteers, to mobilise people affected by leprosy/NTDs and

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other disabilities to form SCGs, and to support these groups with training in self-care methods and referrals to health services. In the past TLMM has learnt lessons about volunteer motivation and retention. In this project, legitimacy and official backing for the volunteers will be sought by involving the District Health Department to deal directly with village leadership, to enhance motivation and retention. The effectiveness of the SCGs will also be enhanced through establishing an SMS-based feedback network to gather statistics on group functioning and to identify leprosy-related complications or problems, e.g. non-availability of medicine in health centres. This network will be managed by ALEMO (a collaborating partner), which as an advocacy organisation for people affected by leprosy will resolve these issues by using the information to advocate to the health authorities. Through working with government Women’s Affairs officers, women will be promoted in the SCG’s leadership. These SCG leaders will be trained by ALEMO in management to ensure the sustainability of the groups and the effectiveness of their activities. The project will include a research component focused on the cross-NTD linkages and the effectiveness of the referral system the project aims to improve. Approval of the ethics committee of the Health Department will be sought before the study is initiated.

2. Agriculture and savings This phase involves the creation of two types of village-level structures: Farmer Field and Life Groups (FFLGs) and Village Savings and Loans Associations (VSLAs). FH has employed such structures in other projects and they have been found to be an effective approach in achieving behaviour change in farming and in improving food security. Using a similar approach in three districts of Cabo Delgado province, FH annual agricultural surveys show a drop in the percentage of households experiencing hunger in some months; from 78% in 2010 to 59% in 2011, to 49% in 2012. Members of SCGs (people affected by leprosy/other NTDs and other people with disabilities will be given priority in joining the FFLGs and VLSAs, but other vulnerable people (subsistence farmers below the Mozambique poverty line) will also be identified (through a participatory, transparent, village-level process) and invited to join. Community volunteers will be selected through a competitive process at community level to support the FFLGs and the VSLAs.

FFLGs The FH PSOs and community agriculture volunteers will form 3-4 FFLGs per village, including SCG members and other vulnerable community members. The FFLGs will elect Farmer Leaders (FLs) to represent them. FH will use a cascade model, involving on-farm training and demonstrations with the FLs, who will then share their knowledge and skills with their FFLG.The content of the training provided by FH has been developed over a number of years and adapted following evaluation. It includes:

promotion of sustainable farming practices such as reduced field burning, composting, crop rotation and Integrated Pest Management, eg. use of “organic” bio-pesticides.

promotion of locally-available, high-protein, nitrogen-fixing crops such as bambara groundnuts, mung beans and pigeon peas, which are drought-tolerant, adapted to sandy soils and require little labour and inputs.

production of cash-crops (eg. sesame and cashews), where conditions are favourable.

PSOs will give focussed attention to 5-6 districts during a one year cycle and will then move to a next set of 5 districts to repeat the cycle. The PSOs will cover 15 out of the 16 districts of Cabo Delgado district. They will make regular follow-up visits to the FFLGs during the agricultural cycle, to continue the process of agriculture training in real-life situations. At the end of the

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agricultural season a few of the PSOs will remain in the districts for 3-4 months to assist in the initiation of the new planting season. They will then join the other PSOs in the next group of districts.

VSLAsCommunity volunteers supported by FH PSOs will work with leadership in the target villages to establish 2 VSLAs per village, including SCG members. One VSLA will be a women-only group. The VLSAs will receive three phases of training, including holding elections, developing rules and procedures, and managing savings and loans. To encourage sustainability, the project will provide no outside capital, except a starter kit (a cashbox and ledger). VSLA members will save through systematic contributions of periods of up to a year. The savings will be loaned to members as needed and approved by the VSLA, to generate entrepreneurial livelihood activities through loans and reinvestment of savings.

4.8 SUSTAINABILITY AND SCALING-UP SCGs are officially recognised within Mozambique’s national leprosy strategy as part of disability prevention, which increases the chances of government support to sustain the SCGs through the volunteer support network. The project will work to increase the volunteers’ official legitimacy, through close involvement with the Health Department’s own health volunteer scheme, thereby incentivising them to continue playing their role. Advocacy from ALEMO (using the project’s SMS system) will help to hold government leprosy control services accountable to people affected by leprosy. Within the SCGs, training in leprosy/self-care, and capacity-building of the women leaders, will enable the groups to continue self-care activities, sustaining the benefits of disability prevention. FH’s livelihoods model has demonstrated effectiveness in achieving sustainable behaviour change in farming practice and savings, through the use of appropriate training methods, on-farm demonstration and post-training technical support to groups. The project will not construct any infrastructure which will require ongoing maintenance. There is not expected to be need for ongoing staff costs due to the village-level structures (SCGs, FFLGs and VLSAs) sustaining activities themselves, and with support from volunteers and government. For instance FFLG and VSLA volunteers will only receive a one off bicycle and basic training equipment and will not receive a salary, just small expenses allowance. To ensure sustainability, VSLAs may decide to give a subsidy to the savings groups volunteer for continued assistance using the groups’ social fund. Small and medium-scale farmers’ associations are playing an increasing role in agricultural production in Mozambique, in response to the growing worldwide demand for food. There is scope for the VLSAs and FFLGs to use the capacity developed through this project, to join existing farming associations or legalize their farming groups into farming associations and cooperatives in a future scale-up project. Legal registration will enable them to access assistance from the government or corporate finance.The project will establish one Business incubator in each of the 4 district clusters where the project is active each year. These business incubators will be comprised of representatives of the FFLGs in the districts and will develop grain storage facilities. This will enable the cooperative to negotiate for better prices with bigger buyers and explore other possible opportunities.

4.9 CAPACITY BUILDING, EMPOWERMENT & ADVOCACY The project includes capacity-building of three types of groups, with a different capacity-building objective for each:

SCGs: the aim is to enable the groups to continue functioning and running themselves autonomously, leading to a long-term behaviour change (practice of self-care activities), thereby permanently lowering levels of leprosy-related disability. This contributes to the project outcome of changed behaviour in terms of agricultural practices and utilising

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micro-credit, through reducing physical and health barriers to participation in FFLGs and VSLAs.

FFLGs: developing the leadership capacity and knowledge base of the FLs enables them to continue guiding the FFLGs, to ensure the adoption of sustainable farming methods and improved crops. This will contribute to the project outcome of adopting improved agricultural practices.

VSLAs: these will be strengthened to instil a long-term behaviour change of saving household income, and of effectively managing the associations’ micro-credit capital. This will enable the VSLAs to sustainably give association members access to financial capital, contributing to the project outcome of changed behaviour in terms of utilisation of micro-credit.

TLMM and FH: technical support visits by TLMEW and attending network meetings and sharing learning will enable both organisation to develop their expertise in project cycle management, monitoring, evaluation and learning. Through the partnership, FH will have increased expertise on disability inclusion and TLMM in sustainability agriculture.

The project aims to build the capacity of 89 SCG leaders, 356 FFLG leaders and 178 VSLA leaders. 50% of these leaders will be women, and people affected by leprosy/NTDs and people with other disabilities will also be represented in leadership. Advocacy work will contribute to this project’s outcomes but is not an objective in itself. The SMS monitoring system will enable ALEMO, an association of people affected by leprosy, to identify difficulties at field level in accessing leprosy medical services, e.g. availability of medication in government health centres and user satisfaction with health services. This will enable ALEMO to address the difficulties through meeting with health authorities to advocate for improved healthcare provision.4.10 GENDER AND SOCIAL INCLUSIONThe project is specifically designed to impact positively on women, by aiming for 50% of project participants to be women and 50% of groups to be women-led. The project will use a number of measures to ensure that the project achieves this:

TLMM involved the Women’s Affairs Department in the design of this project, and will involve it at district level to promote the participation of women.

Qualified women, if available and apply, will be favoured in staff recruitment, especially among FH PSOs, to increase the project’s ability to relate to rural women.

Gender awareness training will be provided to all fieldworkers on barriers to women’s inclusion in project activities, e.g. child-care responsibilities, women’s lower level of education and men’s attitudes. Training in participatory fieldwork techniques

(e.g. interviewing/facilitation skills and problem-solving) will be given to fieldworkers to enable them to overcome these barriers. Trainings will be timed to be accessible to women and will use appropriate training methods/materials, e.g. no over-reliance on literacy skills.

One VSLA in each village will be a women-only group, to help women who might not feel free to participate in a mixed group.

Inclusion of people with disabilities (including those with leprosy/NTD related disabilities) is also at the core of this project. Their inclusion will be ensured through the following measures:

TLMM will use its leprosy expertise to provide training to all project staff on leprosy Disability awareness training will be provided to all project staff, in collaboration with

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DPOs such as ALEMO. This will help staff and volunteers to understand barriers to inclusion such as physical barriers and accessibility, poverty and psycho-social factors such as dependency. As above, training in participatory techniques will enable staff and volunteers to overcome these barriers.

The project will work with ALEMO and other DPOs at district level to identify and mobilise people with disabilities and people affected by leprosy to participate in the project.

Through another TLMM project, focused on leprosy medical care, community-level ‘leprosy days’ will be held to raise awareness about leprosy and reduce stigma towards people affected by leprosy in the target communities, thereby facilitating their participation in this project.

Government Community Welfare Officers who cover many villages will be involved to ensure that vulnerable groups are identified and get access to existing support structures.

4.11 VALUE FOR MONEY (VFM)VFM in terms of economy, efficiency, effectiveness and equity has been a cross-cutting consideration during the entire process of project design. To ensure economical practice within the project, TLMM, as a member of the Global TLM Fellowship, complies with international TLM procedures including finance, fraud prevention and procurement, ensuring that financial risks in the project will be mitigated. TLMM takes/has taken steps to minimise costs, for example by not having a national-level office (the only office is in Pemba, in close proximity to the site of this project), favouring the purchase of second-hand equipment (e.g. vehicles), depending on quality, and making an agreement between TLMM and FH to share the use of the vehicle and coordinate field monitoring rather than purchase separate vehicles. Salaries are benchmarked with other NGOs. Efficiency of project activities will be ensured through the use of volunteers and government resources in some activities rather than paid staff. This is made possible due to TLMM and FH’s years of experience in Cabo Delgado Province which have enabled them to build relations with the relevant government stakeholders such as the Provincial Health Department. The use of experienced government leprosy supervisors to train community volunteers, using existing routine monitoring meetings with supervisors to do training and the use of volunteers to support SCGs, FFLGs and VLSAs all contribute to a cost-efficient way of delivering project outputs. The effectiveness of the project design is based on the evidence that the project approaches have been tried and tested and shown to be effective in delivering the expected outcomes. SCGs have been shown to be effective in reducing the prevalence of ulcer among people affected by leprosyvii. External evaluations have demonstrated achievements in behaviour change and impact in reducing hunger using FH’s approach, e.g. evidence presented in Section 4.7. Effectiveness will also be ensured through the project’s robust monitoring component, including data collection by SMS from remote communities, which will enable problems to be detected early and action taken to ensure that outcomes are still reached.

Equity is at the heart of the project design since it is focused on reaching the most marginalised groups in the target communities – women, and people affected by leprosy/NTDs and other people with disabilities. TLMM’s staff have existing experience of working with people affected by leprosy and this will be enhanced through further training. Gender awareness and overcoming the barriers women may face in participating in the project will also be a key component of the project (see section 4.10). Beyond these marginalised groups, the project will have a pro-poor bias and beneficiaries participating in wider activities such as the VSLAs and FFLGs will be selected, with community participation according to locally defined criteria, to prioritise the most vulnerable in society.4.12 LESSONS LEARNEDSelf-care groups

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Lessons learned by TLMM (from regular monitoring activities, and the 2013 midterm strategic review of its leprosy control work in Cabo Delgado), have been incorporated into this project design:

The need for intensive sensitisation and health education for potential SCG members to understand the importance of self-care and to adopt behaviour change.

Results from SCGs led by women, in terms of regularity of meetings and practice of self-care activities, tend to be better due to less conflict and better cooperation between members.

Groups with greater visibility within the village, eg. by encouraging them to build a meeting room from local materials, tends to show stronger group cohesion and commitment, more regular self-care practice, and improved disability prevention.

Appropriately Incentivising volunteers – in the past TLMM’s projects have suffered a high rate of volunteer drop-out. In this project this will be addressed by encouraging the ‘officialising’ of the volunteers’ position through providing certification of training, advocating for the volunteers’ inclusion within the government-run village health agent training, and providing bicycles that can be retained as long as a volunteer is in post. This is a model that has been effective in other TLM programmes.

Agriculture and Savings Groups Selection of appropriate beneficiaries (focus on the poor) needs to be fully participatory at

village level without domination from village leaders. Beneficiaries need to demonstrate commitment and have their confidence built to implement training.

The importance of monitoring, especially during the initial stages of implementation and at the beginning of the agricultural cycle, to encourage beneficiaries to adopt new practices.

Continued close follow up of groups members during training and implementation is key Set up of Farmer Field Schools brings great success since farmers can replicate learnt

practice in their personal farms Build on the existing knowledge and experiences of members for better success.

4.13 ENVIRONMENT AND CLIMATE CHANGEThe project will build upon the opportunities which exist in Cabo Delgado in agriculture, such as availability of land, fertile soil in many parts of the province, useful traditional farming knowledge, and a growing small and medium farmers’ movement benefiting from global good demand. Therefore the project will have a positive impact on the environment and on climate change, through promoting sustainable agricultural practices and reducing the prevalence of practices which degrade the environment. Agricultural practices which degrade the environment such as slash and burn are prevalent in the target areas, while knowledge and practice of sustainable techniques such as composting, use of green manures, crop-rotation and inter-cropping are not widespread. Through farmer training in these areas, the project will contribute to protection of land and water resources as well as increase productivity and farm incomes

As with any agricultural venture, this project is exposed to the risks of environmental and climate changes. Mozambique is one of the countries in Africa most vulnerable to climate change, and is regularly subjected to droughts, floods and cyclones. Mozambicans are vulnerable to such climate-related events due to high rates of poverty, lack of weather forecasting services, and weak institutions to prepare, respond and recover from these events.viii The project aims to mitigate against these risks by diversifying beneficiaries’ incomes to include non-agricultural livelihood activities, and also by promoting the behaviour of saving, to strengthen beneficiaries’ resilience when faced with environmental shocks and crop losses.

SECTION 5: PROJECT MANAGEMENT AND IMPLEMENTATION5.1 PROJECT MANAGEMENT

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Overall responsibility for managing the project lies with TLMEW in the UK. Implementation in Mozambique will be the responsibility of TLMM, who will be responsible for reporting to TLMEW, monitoring all project activities, and coordinating with the other project partner (FH) and other stakeholders. TLMM and TLMEW will be in communication through bi-monthly skype calls, six-monthly written reports (narrative/financial), and six-monthly monitoring visits. During the course of the project there will be quarterly coordination meetings in Mozambique between TLMM and FH for joint planning, coordination and problem-solving. Management arrangements during the two main phases of the project will be as follows:

1. Self-care group strengthening (See the organogram) TLMM will have the overall responsibility for coordinating, monitoring and evaluating activities in this phase, as well as giving some technical support during training. TLMM is uniquely placed to play this role due to its leprosy expertise and long-standing relationships with the health authorities and ALEMO, the two stakeholders who will be responsible for most activities in this phase. Implementing stakeholders’ roles in this phase will be:

Provincial/District health authorities (collaborative partners) (one per district x 16) – mobilising and training Community Health Volunteers, and giving official support to the project.

Community Health Volunteers (one per village x 89) - responsible for initial setup and growth of the SCGs, reporting back on SCG activities to ALEMO, and referring health issues to the health authorities.

ALEMO (collaborative partner) – training Community Health Volunteers, managing the SMS feedback network, and using the network for problem-solving and advocacy.

2. Agriculture and savings groups (See the organogram) This phase of the project will be delegated to FH, which has specific systems and expertise already developed in sustainable agricultural methods and livelihoods in Mozambique, an area in which TLMM has limited experience. The FH Programme Coordinator will coordinate, monitor and evaluate the work of the six PSOs. The PSOs will be placed in specific target districts focusing on identified villages, where they will remain for a year before moving to other endemic districts in subsequent years. In the target villages the PSOs’ role is to select, train and monitor two Community Agriculture Volunteers and one Community Savings Group Volunteer per village. These volunteers will be responsible for transmitting the training they received to the FFLGs and VSLAs, and following up on the groups’ implementation.

5.2 NEW SYSTEMS, INFRASTRUCTURE, AND/OR STAFFING In the self-care group strengthening phase of the project, activities will mostly use current systems and infrastructure (i.e. the health authorities and some existing volunteers). Use of such existing resources contributes to the cost-efficiency of the project. Small incentives (phone credit, uniforms and a one-off bicycle) will be provided to volunteers which, together with the official recognition they receive for their role, gives adequate motivation. ALEMO and TLMM already has experience in the use of the SMS feedback system from other projects, and the longer-term running costs of this is very low, so ALEMO will be able to continue networking with the SCGs after the end of the project. Two new TLMM positions (the MEL Officer and the Accountant) will be appointed and two other staff will be seconded to the project on a part-time basis.

In the agricultural and savings groups phase, one FH Project Coordinator and six PSOs with relevant background will be recruited and offered limited-time contracts for the duration of the project. The Community Agriculture and Community Savings Group Volunteers will be new

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appointees due to the lack of existing volunteer networks in the target villages. However FH will use its links with the Agriculture Department’s extension workers to ensure continued support for these volunteers.

5.3 COLLABORATION AND COORDINATION WITH OTHER DEVELOPMENT ACTORS TLMM and FH work closely with their relevant government counterparts (TLMM with the Provincial Health Department and Welfare Department, and FH with the Provincial Agriculture Department), to avoid duplication of effort with government initiatives or other NGO initiatives. For example in FH’s previous projects, coordination meetings were regularly held when starting work in new districts to coordinate efforts with other actors. In this project, FH will collaborate with a Mozambican agricultural research institution, IIAM, to explore the use of drought-resistant crop varieties. TLMM coordinates with other leprosy organisations in Mozambique (NLR, Lepra) to distribute Mozambique’s provinces between the different NGOs to avoid overlap. Both TLMM and FH are involved in developing provincial development plans (e.g. in the areas of leprosy and agriculture) and work within the framework of these plans. There are no related DFID-funded activities in Cabo Delgado, e.g. in the areas of livelihoods and agriculture, with which this project is able to coordinate with.

SECTION 6: MONITORING, EVALUATION, LESSON LEARNINGThis section should clearly relate to the project logframe and the relevant sections of the budget.

6.1 How will the performance of the project be monitored? Who will be involved? What tools and approaches are you intending to use? What training is required for partners to monitor and evaluate the project?

In Mozambique, monitoring of project performance will be the responsibility of the TLMM MEL Officer, who will coordinate with different partners/actors and at different levels to gather data and compile information. Development of a monitoring plan for the project will start at the project inception phase. An Inception Workshop will be held involving partners and other actors, to clarify the indicators in the logframe and to develop tools for data gathering on different levels, linked to project milestones. Emphasis will be placed on continual data gathering by integrating the data-gathering tools into routine monitoring visits by programme managers, instead of having periodic field visits just for data gathering. The tools will include field data tables, surveys, interviews and photographic evidence.

Data gathering and aggregation will be simplified where possible using mobile technology. The inception phase will also include a baseline study, to ascertain the starting level of indicators and to verify milestones and objectives. This will include identification of project beneficiaries and collection of data, e.g. concerning food security, livelihoods, income, agricultural practice, and leprosy/disability status. The following will be involved in monitoring progress against targets from village level up to international level:

Community volunteers will gather village-level information on self-care, farming and savings activities in SCGs, FFLGs and VSLAs. Community health volunteers will supply monthly feedback through the SMS feedback system to ALEMO. ALEMO will be trained in maintaining this system, quality-checking the data and how to use the data to react to issues identified.

At district level, District Leprosy Supervisors will monitor SCG activities and the performance of the volunteers through quarterly visits, and provide written reports to the Provincial Leprosy Supervisor. The quality of the District Leprosy Supervisors’ reports will be assured through training them in the use of monitoring tools and by holding six-

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monthly coordination meetings. FH’s PSOs will monitor farming and savings activities through quarterly visits to the FFLGs and VSLAs. Quality of monitoring will be ensured by training the PSOs in the use of data collection tools, and by coordination through 6-monthly meetings.

At provincial level, TLMM will monitor SCG activities through accessing data from the SMS system via ALEMO, and the District Leprosy Supervisors’ reports via the Provincial Leprosy Supervisor. TLMM’s MEL Officer and FH’s Programme Coordinator will make monthly field visits together (to make effective use of each opportunity and to minimise costs), to monitor self-care and farming/savings activities respectively.

TLMEW in the UK will also play a role in project monitoring, by advising on the development of monitoring tools, and by making annual monitoring visits to Mozambique. TLMEW will also give feedback on six-monthly narrative/financial reports and hold quarterly monitoring skype calls with TLMM.

At impact level, the project will conduct monitoring through conducting an impact assessment at the end of years 1 and 2, based on the impact indicators (i.e. on health and livelihoods). These impact assessment tools will be adapted and used in year 3 as part of the final evaluation. Qualitatively, impact monitoring will also be conducted through the annual project reviews in years 2 and 3, which will give project staff and other stakeholders a chance to assess changes in beneficiary livelihoods, and to suggest improvements to project approach to increase impact.

6.2 Please use this section explain the budget allocated to M&E.

The project M&E budget covers the following activities: Monthly field monitoring visits by TLMM MEL Officer and FH Programme Coordinator SMS feedback system operation (Including phone allowance for volunteers to send

SMS), for collection of data on SCGs and self-care, and budget for ALEMO to follow up on issues raised by this monitoring system

End-of-project evaluation – deemed necessary for a project of this duration and with several distinct, interlinked components, and which is a new partnership between two organisations from different disciplines.

Yearly audit

Monitoring visit by FH National Leadership (annual) Communication allowance for District Leprosy Supervisors, to enable them to plan field

visits and to report back to TLMM 6-monthly coordination meeting for project staff and government partners ‘Annual Learning’ workshop for TLMM, FH, government partners and beneficiaries, to

learn lessons from the preceding year. 6-monthly monitoring visits to Mozambique by TLMEW.

6.3 Please explain how the learning from this fund will be incorporated into your organisation and disseminated, and to whom this information will be targeted (e.g. project stakeholders and others outside of the project).

The project will generate learning which will be of benefit to the implementing partners in Mozambique (TLMM and FH), and also to the wider international development and global health communities. In Mozambique, as part of TLM’s project cycle management framework, ‘Annual learning’ workshops are held for TLMM and its stakeholders, including beneficiaries. These

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workshops will inform TLMM and FH to improve their practice, in this project and in their other projects, by addressing areas such as barriers to joining SCGs and agricultural groups, effective ways for mainstream organisations like FH to include people affected by leprosy and people with disabilities, and challenges in including vulnerable women in livelihood activities. In the wider international development sector, the project will generate knowledge in some key areas. Disability has entered the Sustainable Development Goals discourse and the policy of donors such as DFID, which calls for more documentation on lessons learned, for example, on the barriers, and effective strategies to overcome them, to enable disabled people (including those disabled by leprosy and LF, and particularly for women) to actively participate in livelihood development programmes. This will be the focus of a key learning question. Likewise, the project is also an example of a cross-NTD initiative, focusing on LF as well as leprosy. There is increasing collaboration between different NTD communities, but there has been little documentation of such practice, .e/g. in self-care (leprosy and LF share similar needs for self-care and disability prevention) or social development programmes. This will therefore be the focus of a research project in Y2 and Y3. Therefore the project will include knowledge capitalisation and dissemination activities, including:

Compilation of a lessons learned document capturing project experience Sharing of lessons learned from the project internally, at a TLM Global Forum in 2018

with more than 20 countries present Submission of an article based on the project to a prominent development journal Presentation of a paper based on the project at conferences in the fields of Community-

Based Rehabilitation, NTDs and mainstream community development, in 2018-2019. Use of examples and case-studies from the project in TLMEW’s advocacy work

influencing policy on disability, development and NTDs.

SECTION 7: PROJECT RISKS AND MITIGATION7.1 How does your organisation identify and manage risks associated with the delivery of a

project ? Please include with your application a separate risk register/matrix showing the risks associated with your proposed project and how you will mitigate them, for which you should use your own format.

Please see attached risk register for full details of risks and mitigation procedures. TLMM and FH identified risks through their prior experience in managing similar projects in Cabo Delgado. TLMEW identified risks through conducting a due diligence assessment and partner assessment of FH, and through the bi-annual audits of TLMM conducted by TLMI. These assessments identified areas where there was relatively low risk (eg. robust policies were found in the areas of child protection and staff recruitment), as well as areas where there were potential risks, eg. in financial management. Specific measures put in place in the project as a result have been:

Annual visit to FH and TLMM by TLMEW’s accountancy firm, to check financial systems and provide support where necessary

Requirement for an annual external audit of DFID project funds Recruitment of a full-time accountant at TLMM Regular meetings to take place between the financial officers of TLMM and FH Measures in the MoU signed by TLMEW, TLMM and FH, eg. a requirement for TLMM to

conduct random spot-checks on FH’s accounts.

TLMM and FH will review the risk register on an annual basis, as part of their annual project reviews, and report on changes (eg. emerging risks, modifications to risk management strategy)

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as part of DFID reporting. TLMI will also conduct annual visits to check accounts and biennial visits to conduct internal audits. FH and TLMM’s financial management will be according to the two organisations’ financial policies.

SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation The Leprosy Mission England and Wales

8.2 Address Goldhay Way, Orton Goldhay, Peterborough. PE2 5GZ

8.3 Web Site http://www.leprosymission.org.uk/

8.4 Registration or charity number (if applicable)

1050327

8.5 Annual Income Income (original currency): £6,573,211Income (£ equivalent): £6,573,211Exchange rate:

Start/end date of accounts (dd/mm/yyyy)From: 01/01/2013To: 31/12/2013

8.6 Number of existing staff 34

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

Existing staff 0.45

New staff 0

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) X Local Government

Trade Union National Government

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

Disabled Peoples’ Organisation (DPO)

Diaspora Group or Organisation

Orgs. Working with Disabled People

Academic Institution

Other... (please specify)

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

directly manage.

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A): Overall responsibility for project – monitoring of project activities in Mozambique through the main partner TLMM, and providing technical support through visits twice a year and regularly Skype calls, e.g. in supporting the development of monitoring and evaluation tools and approaches, tracking progress, supporting learning processes, etc.

B): £66,446 (5.7%)8.10 EXPERIENCE: Please outline this organisation's experience in relation to its

roles and responsibilities on this project (including technical issues and relevant geographical coverage). Please include details of any external evaluations of this organisation’s work (relevant to the proposed project) which have been completed and whether they are available.

TLMEW’s programmes portfolio is over £4.6 million per annum focusing on providing holistic support to people affected by leprosy and disability and their communities, as part of an inclusive approach to development. Programmes include leprosy treatment and care, occupational therapy, livelihood development, water and sanitation, DRR, etc.

TLMEW has funded TLMM’s projects for over 10 years and is currently supporting three of its projects (and core country office costs) in Cabo Delgado: a leprosy control project, a project centred on developing ALEMO’s capacity, and a children’s education project, to a total value of approx. £200,000 in 2014. TLMEW’s support has also included monitoring support through field visits and regular skype calls, providing staff training and exposure to the Mozambican staff, and strategic support to planning and evaluation of the Country Programme. External evaluations have taken place on the leprosy control project and ALEMO’s SMS feedback system and are available on request; however these projects are not of central relevance to this project.

TLMEW provides a similar role of monitoring support, staff training and strategic support to leprosy/disability-related projects in ten other countries in Africa and Asia, including projects with similar self-care and livelihoods components. Its present programme portfolio includes both EC and DFID funded projects, so TLMEW is conversant with DFID reporting requirements. Evaluations of similar projects, e.g. in Niger and Bangladesh, are available on request.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's

recent fund management history. Please include source of funds, purpose, amount and time period covered.

TLMEW’s income in 2013 totalled £6,573,211, with a breakdown of the sources of this as follows:

Legacies £2,081,476 (32%) Investment income £15,784 (<1%) Stamps and collectables £122,611 (2%) Individuals £2,283,928 (35%) Community fundraising £885,246 (13%) Governments and institutions £666,938 (10%) Trusts and corporates £199,553 (3%) Gift Aid tax refund £309,340 (5%)

76% (£4,607,312) of expenditure was on charitable activities, 23% (£1,367,842) was the cost of generating income and 1% was governance costs. Projects were funded in 11 African and Asian countries: Mozambique, Niger, South Sudan, Sudan, Nigeria, Ethiopia,

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India, Bangladesh, Sri Lanka, Nepal and Myanmar.8.12 CHILD PROTECTION (for projects working with children and youth (0-18

years) only)

TLMEW complies with TLM-International Child Protection Policy and all staff having contact with children or vulnerable adults are subject to a DBS check. However it is unlikely that TLMEW staff will have contact with children and youth in the course of implementing this project.

8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the last 5 years? How was the fraud detected ? What action did your organisation take in response ? How will you minimise the risk of fraudulent activity occurring?

There has been no fraudulent activity in TLMEW over the last 5 years. Independent external audits are conducted on the organisation annually. TLMEW, along with TLMM and all members of the Global Fellowship, adheres to TLM-International’s policies and guidelines on fraud prevention, anti-corruption and whistle-blowing. These guidelines describe procedures for carrying out investigations and for taking action including prosecution or referring the investigation results to the appropriate law enforcement and/or regulatory agencies.8.14 DUE DILIGENCE: Please provide brief details of any due diligence

assessments of the organisation conducted on behalf of DFID or other donors within the past 5 years. Please include date, organisation responsible for the assessment, brief comments, and a link to the assessment, if available.

A due diligence assessment was carried out on TLMEW in July 2012 by KPMG on behalf of DFID in July 2012. TLMEW acted on the assessment’s recommendations as follows:

Training all staff on the Bribery Act 2010 in April 2013, and including an anti-bribery component in TLMEW’s MoUs with its partners.

Ensuring that TLMEW’s information on DFID funded projects is uploaded and updated on IATI.

Developing a policy statement and procedures to reduce any apparent risk to ex-change rate losses. Details of the responsibilities and liabilities for foreign exchange risks are now built into the MoU/funding agreement of each project.

TLMEW has now implemented a process where employees annually sign a declaration of interest, and is working with our partners to ensure this is a regular part of their HR practice.

8.15 EVALUATION: Please provide details of any independent evaluations of the organisations work that are relevant to the project proposal. Are these published? If not, can they be shared with DFID?

External evaluations of similar projects funded by TLMEW, e.g. focusing on self-care and livelihoods activities including farming, have taken place recently in Niger and Bangladesh. These reports are available on request.

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SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation The Leprosy Mission - Mozambique

8.2 Address Ave. Alberto Chipande, Alto Gingone, Pemba

8.3 Web Site8.4 Registration or charity

number (if applicable)8.5 Annual Income Income (original currency): 9,898,000 MZN

Income (£ equivalent): £ 219,000Exchange rate: 45 : 1

Start/end date of accounts (dd/mm/yyyy)From: 01/01/2014To: 31/12/2014

8.6 Number of existing staff 6


Existing staff 3.4FTE

New staff 3FTE


Non-Government Org. (NGO) X Local Government



Disabled Peoples’ Organisation (DPO)

Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution


8.9 A) Summary of expected roles and responsibilities, ANDB) Amount (and percentage) of project budget which this partner will directly

manage.

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A): Overall management and coordination of project activities and partners in Mozambique; providing technical support, e.g. on leprosy and self-care, to collaborative partners such as the Provincial/District Health authorities; responsible for compiling MEL information and for reporting to TLMEW.

B): £496,930 (42.9%)

8.10 EXPERIENCE:TLMM has been active in Cabo Delgado since 1996. It has extensive experience in working with leprosy and community-based approaches to leprosy care including self-care groups. Monitoring teams know all districts of Cabo Delgado province and have good relations with the local Provincial and District Health Department. TLMM forms part of the wider health sector NGO forum active in Cabo Delgado, and has received a merit award for outstanding service from the Provincial Health Department for the past 2 years. TLMM’s head office is in Pemba, Cabo Delgado province, meaning that staff are able to engage closely with the project target areas, beneficiaries and local government. TLMM’s staff were recruited locally and all speak Portuguese and local languages. There has been a high level of staff retention, which has helped to retain organisational learning and to build relations with partners.

TLMM is a partner to ALEMO, Mozambique’s national leprosy people’s organisation, and has helped it to develop as an effective advocate for people affected by leprosy. Successes in TLMM’s work with ALEMO have included establishing an innovative SMS feedback system for keeping in touch with its scattered membership in rural areas, and advocating for ID cards for its members, to enable them to claim their rights in social protection. This is something that will be scaled up as part of this project.

TLMM’s ‘Iphiro Yohoolo’ project enables children affected by leprosy to attend school and vocational colleges. The project has shown its ability to learn and adapt to situations it faces on the ground, by innovating new activities including parents’ groups and girls’ clubs, to engage parents more in their children’s education and to address high rates of school drop-out among girls.

TLMM’s most recent evaluations are: Evaluation Report Of The Strategic Plan From The Leprosy Mission - Province Of

Cabo Delgado- Mozambique (Period Of Time 2008 -2010) – Dr. JP Brechet – TLM-Angola : September 2010

Final Independent External Evaluation of Mozambique Leprosy SMS-Hub Project. Gonçalo Castro – Swiss TPH : January 2013

These are available on request.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's


TLMM is a member of the Global Leprosy Mission Fellowship. In the past 5 years they have managed 3 multiyear projects (2011-2015) related to Leprosy Control, ALEMO and education (‘Iphiro Yohoolo’), financed by TLMEW. The total annual budget for the 3 multiyear projects is around £200,000.

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A smaller 2 year project (£ 25,000) to establish an SMS based case notification system funded by TLM-Canada was also completed in 2012.8.12 CHILD PROTECTION (for projects working with children and youth (0-18

years) only)How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

This project will not specifically work with children or youth. However, TLMM adheres to TLM-International’s Child Protection policy in projects where relevant, e.g. its children’s education project.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation

within the last 5 years? How was the fraud detected ? What action did your organisation take in response ? How will you minimise the risk of fraudulent activity occurring?

During the external audit performed for the 2012 book-year, some suspicious petty cash entries were flagged. On further investigation it was confirmed that there were falsified petty cash vouchers amounting to about £600 from the last 3 months. The administrator involved was suspended pending further investigation and was subsequently expelled when the case was confirmed.

The following procedures are being implemented to prevent or pick up recurrences. Office Manager has to approve and sign off on Petty cash items. Regular Petty cash counting / verification. Vehicle log books. External audit at year end. TLM Country systems Audit every 2 years.

8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the organisation conducted on behalf of DFID or other donors within the past 5 years. Please include date, organisation responsible for the assessment, brief comments, and a link to the assessment, if available.

The following reports are available : TLMM undergoes a yearly external audit. Last audit was concluded in April 2014. Every 2 years a Country Office Audit is performed by TLM-International to confirm

that the member country is compliant with TLM policies and procedures, in the areas of governance, financial health, capacity and experience, local policies supporting global core policies and risk assessments. The last Country Office Audit was performed in November of 2013 (next audit due in January 2016).


Recent independent evaluations/assessments have been: Evaluation Report Of The Strategic Plan From The Leprosy Mission - Province Of

Cabo Delgado- Mozambique (Period Of Time 2008 -2010) – Dr. JP Brechet – TLM-Angola : September 2010

Final Independent External Evaluation of Mozambique Leprosy SMS-Hub Project. Gonçalo Castro – Swiss TPH : January 2013

Report On Baseline Study Of The Alemo Organization - Erna Moller & Arie de Kruijff

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- April 2008. Evaluation of Leprosy Control and Disability Project, July 2015 – Dr. JP Brechet

These can be shared on request.

SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for your organisation AND for each implementation partner8.1 Name of Organisation FH Association

8.2 Address 288 Cahora Bassa, Maputo, Mozambique

8.3 Web Site FHConnect.org

8.4 Registration or charity number (if applicable)

Switzerland Federal Number: CH-660-2674006-7

8.5 Annual Income Income (original currency) $2,279,191Income (£ equivalent) £1,527, 057,97Exchange rate: £0.67=$1

Start/end date of accounts (dd/mm/yy)From: 1/10/2013To: 30/9/2014

8.6 Number of existing staff 99 in Mozambique


Existing staff FTE 3

New staff FTE 7


Non-Government Org. (NGO) Local Government



Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution


8.9 A) Summary of expected roles and responsibilities, ANDB) Amount (and percentage) of project budget which this partner will directly

manage.

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A): FH will take responsibility for the farming, food security and savings group activities in the project – creating the FFLGs and VSLAs, and providing the training and support to them via community volunteers. FH will monitor project activities in these areas, collecting and compiling data and reporting this to TLMM.

B): £593,783 (51.3%)8.10 EXPERIENCE:Food for the Hungry is an international non-governmental organization (NGO) founded in 1971 that operates relief and development programmes in 18 countries in Africa, Asia, and South America with a focus on high quality, evidence-based interventions related to health, livelihoods, education, and disaster risk reduction. FH’s mission is to walk with churches, leaders and families in overcoming all forms of human poverty by living in healthy relationship with God and His creation. FH uses a behaviour-centred model for all of its development programming to influence norms and behaviours and create an enabling environment for results within all sectors. In FY2012, global total income for FH exceeded US$136 million. Of this amount, 59% was government funding and commodities and the remaining 41% came from private contributions. FH has experience working in partnership with multilateral organizations, governments and private companies.3 FH’s first programme in Mozambique was an emergency relief and rehabilitation programme in 1987 during the Mozambican civil war. FH presently works in Sofala, Cabo Delgado and Niassa Provinces with a staff of 58 (93% national staff) and funding from USAID/PEPFAR, Vox United and private contributions from US donors. Annual budgets for 2011 and 2012 were $3.7 million and $4.7 million, respectively. The FH Country Director in Mozambique leads field operations with the support of the Africa Regional Director, Global Executive Office (FH’s executive leadership team), and FH Global Board of Directors. FH worked in Palma District from 2008 to 2013 in a multi-sectorial food security programme funded by USAID.

FH will bring its extensive expertise in multi-sectorial food security and health programmes to the project, including five years of experience in Mocimboa da Praia, Nangade and Palma Districts in Cabo Delgado province. FH will continue to build upon previous gains in economic development and improved quality of life for people in Cabo Delgado province made through improving agricultural productivity and production, protecting natural resources, increasing production and marketing of select cash crops, enhancing existing Village Savings and Loan Associations (VSLAs) and establishing new ones where they do not exist, improving health infrastructure and quality and access to health services, capacity building of village level health workers to diagnose and manage childhood and maternal illnesses, and other community health and nutrition outcomes.

FH Association brings to this application over five years of experience improving the food security in Mocimboa da Praia, Nangade and Palma districts of Cabo Delgado province and over 27 years of experience working in Mozambique. Food for the Hungry’s previous Cabo Delgado food security project that ended in June of 2013 realized a 1.29 month increase in the average number of months of adequate food provisioning and an increase in average household dietary diversity score from 3.25 to 5.17.

Key results included: 413 FFLG’s established supporting 7837 farmers; 67% of beneficiaries implementing at least one improved practice in their fields; 16Ha for improved Conservation Agriculture practices; 123 legalised associations in Agriculture and 32 VSLAs; 199 groups actively involved in saving with 3,621 member; 611 female

3 Including but not limited to: UN agencies, Inter-American Development Bank Group, US Department of State, US Department of Agriculture, USAID, CIDA, DFID, JICA, Accenture, Acer, Bantrab, BASF, the Coca Cola Africa Foundation, Intel, Pfizer Animal Health, and Positive Action for Children Fund, and Procter & Gamble.

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committee members, with $173, 690 USD total funds managed by the groups.

FH Association’s most recent evaluation is the 2013 ended USAID funded MYAP project Final Evaluation that was conducted by an external consultant.8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's


Global Fund Grant#MOZ-911-G12-M - (Malaria prevention Programme (Sofala & Inhambane)) 1-Feb-14 to 15-May-16 > $5,822,160.40

USAID-Title II FFP-A-00-08-00086 (MYAP – Multi-Year Assistance Project, CABO DELGADO) 1-Aug-08 to 31-Jul-13 > $ 12,007,639

USAID-Title II FFP-A-00-02-00010-00 and 656-G-00-01-00072-00 (DAP II - Development Assistance Programme, SOFALA) 1-Oct-01 to 29-Apr-08 > $ 1,702,200

USAID-PEPFAR GPO-A-00-05-00008-00 (HIV Prevention Programme: Healthy Choices Leading to Life) 24-Jan-05 to 24-Jan-10 > $10,782,946

Private US Donors (HBC and OVC Care and Support Programme: Bringing Hope, SOFALA) 1-Oct-08 to 30-Sep-11 > $ 1,063,238

8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

FH has an organization wide Beneficiary Safety Plan which aims at protecting rights of beneficiaries, including children. There is a national mechanism in place to report and deal with cases of abuse.8.13 FRAUD: Has there been any incidence of any fraudulent activity in this

organisation within the last 5 years? How was the fraud detected? What action did your organisation take in response? How will you minimise the risk of fraudulent activity occurring?

There was one case of fraudulent activity in the last five years. The fraud was detected through monthly review of financial reports. The organization reported the matter to the police and informed the bank about the case. The organization directed the bank not to honour specified cheques issued over a period of time without checking with FH for clearance. Mechanisms put in place to minimise such incidents include: clear segregation of duties, approval limits, and multiple signatures on issued cheques.8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of

the organisation conducted on behalf of DFID or other donors within the past 5 years. Please include date, organisation responsible for the assessment, brief comments, and a link to the assessment, if available.

Anadarko carried out a due diligence of FH in the period 2013 and 2014. The organization was cleared and subsequently awarded a grant from Anadarko.


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There is an evaluation on the USAID funded multi-year assistance Programme. FH has shared this report for submission with this proposal.

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SECTION 9: CHECKLIST OF PROPOSAL DOCUMENTATION9.1 Please check boxes for each of the documents you are submitting with this form.

All documents must be submitted by e-mail to: [email protected] Items Check

Y/NProposal form (sections 1-7) Y

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

Y

Project Logframe Y

Project Budget (with detailed budget notes) Y

Risk register/matrix Y

Project organisational chart / organogram Y

Project bar or Gantt chart to show scheduling of activities Y

Communications Plan - 2 documents: C1 (communication plan form) and C2 (communications activity timetable)

Y

Written evidence of confirmed appeal communications partnership(s), e.g. an email or letter

Y

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

Food for the Hungry MYAP Final Evaluation – Executive Summary Celebrity expressions of support

mailto:[email protected]

i UNDP: Human Development Index and its components. http://hdr.undp.org/en/content/table-1-human-development-index-and-its-componentsii Ministry of Planning and Development (2010). Report on the Millennium Development Goals. Government of Mozambiqueiii Ibid.iv TLM-Mozambique Country Strategy, 2011v Nelson, O. (undated) Ponto de situação do Controlo Doenças Negligenciadas em Moçambiquevi TLM-Mozambique Country Strategy, 2011vii Ebenso, J., Muyiwa, L.T. and Ebenso, B.E. (2009). ‘Self care groups and Ulcer prevention in Okegbala, Nigeria’. Leprosy Review Vol. 80,187 – 196viii Sacramento, A. et al (2009) Climate change impacts and coping strategies in Chicualacuala District, Gaza Province, Mozambique. UNEP