Ref. no. (to be filled out by the Project Advice and Training Centre)
Application form: SMALL-SCALE DEVELOPMENT PROJECT (budget up to DKK 1 million)
1. Cover page
Project title: Capacity Building for Water Resource Management and Construction of Communal Latrines in Nugaal Region, Puntland Danish applicant organisation: Danish People’s Aid (DPA)
Other Danish partner, if any: Puntland Aid Service (PAS)
Local partner organisation: KAALO Relief and Development (KAALO)
Country: Puntland/Somalia Country’s GDP per capita: 600 USD Project commencement date: Project completion date: Number of months: 1st April 2012 31 st March 2013 12 Contact person for the project: Name: Allan Mygind Vokstrup Email address: [email protected] Amount requested from the Project Annual cost level: Fund : 939.375 DKK 939.375 DKK
Is this a re-submission? (To the Project Fund or Danish Ministry of Foreign Affairs)? [ x ] No
Is this a: [ x ] A. New project?
Synthesis Projektet sigter mod at bidrage til at forbedre sundhedsforholdene i Nugaal regionen gennem indførelse af forbedret forvaltning af vand og forbedret hygiejne praksis i 12 lokalsamfund i Puntland Vandforvaltning og hygiejne bevidstheden vil blive bedret gennem kapacitetsopbygning af vand komiteer i de udvalgte lokalsamfund for derigennem at formindske vandbårne sygdomme og konflikter vedrørende vand samtidig med at vedligeholdelse af vandkilder i projektet forbedres.
14.11.2011
Date Person responsible (signature)
Copenhagen Allan Mygind Vokstrup Place Person responsible and position (block letters)
THE PROJECT FUND – Small-scale development projects (less than DKK 1 million) 0
2. Application text
Structure:
A. THE PARTNERS
A.1 The Danish organisation
History: Danish People’s Aid (DPA) was established in 1907 as The Labourers’ Samaritan Association (ASF - Arbejdernes Samariter Forening), in a response to an industrial accident leaving many workers injured. Incapable of helping the injured, the other workers could do nothing but watch the scene. Following this tragic incident the association was established to support accident prevention and first-aid and thus to either prevent or prepare people for potential accidents. In the decades that followed, DPA expanded its field of work into more general voluntary social work as well as international humanitarian assistance. Within the last two decades it has also began to carry out international development work.
Today, DPA is represented by 50 branch offices in 5 regions in Denmark. The activities in Denmark are mainly based on voluntary work carried out by more than 3.000 individual members and a large number of trade unions in total representing approximately 1.2 million members.
The consistency between the organisation’s field of activity in Denmark and the work to be carried out in the project applied for: In line with DPA’s roots in the Danish labour movement, the values and principles that govern DPA’s activities are solidarity with the weak and vulnerable groups. Hence one of DPA’s overall objectives is to provide instant and long term aid and assistance to vulnerable groups, nationally and internationally, regardless of religious, ethnic or political affiliations. DPA provides direct support either on its own or through other stakeholders or partners such as local NGOs. Through cooperation with local partners, DPA supports capacity building efforts within partner organizations a good example of this is DPA’s work in Afghanistan.
DPA inspires to bridge the transition from emergency assistance to long-term development assistance. In doing so, DPA combines physical rehabilitation and reconstruction with organizational and human capacity building such as technical training with a long-term perspective. This approach requires cooperation with and identification of popular based local partners who participate actively to meet the needs of the beneficiaries. Whenever possible, planning and implementation is done in close collaboration with a firmly rooted local partner, like KAALO.
Experience with working in the field addressed by this project proposal: DPA has significant experience in the provision of water, sanitation and hygiene. DPA has since 1984 been part of The Danish Committee for Aid to Afghan Refugees (DACAAR) together with Danish Refugee Council (please see link http://www.dacaar.org ). One of DACAAR’s core activities is to provide rural communities with access to safe water. To date, over 38,000 water points across Afghanistan have DACAAR's name engraved into their foundations, transforming the lives of over six million Afghans. Whenever a new water point is installed, beneficiaries are taught the importance of simple hygiene practices in reducing water borne diseases and thus saving lives.
DPA in partnership with Karatu Development Association (KDA) in Tanzania is furthermore implementing a Project Fund supported project titled MUAVIKA I: Water Supply, Sanitation and Hygiene Education in 3 villages in Karatu District targeting approximately 10,000 people. The MUAVIKA I project is rooted in the learning and experiences gained in connection with a pilot project, which was conducted in collaboration between Engineers without Borders, KDA, and DPA. Many valuable experiences from these projects can be applied in the partnership with PAS and KAALO in the proposed water, sanitation and hygiene education (WASH) project.
Developing an extended project portfolio in water, sanitation and hygiene education is a strategic priority in DPAs international development work. To have this focus in Afghanistan, Tanzania and now also in Somalia,
THE PROJECT FUND – Small-scale development projects (less than DKK 1 million) 1 will enable DPA to gain cumulative experiences that can be used to develop its technical capacity and policy.
DPA has implemented projects for a wide range of donors such as ECHO, Danida, Norad, private foundations, UN agencies, and in collaboration with major INGOs such as ADRA International, Shelterbox, and Article 25.
The organisation’s cooperative relations with other organisations or stakeholders in the recipient country: DPA has through KAALO well-established connections to a range of organisations and stakeholders in Somalia. Puntland State University assisted KAALO, PAS and DPA with a study in the previous Partnership Activity. KAALO are also a member of the local CSO-network Puntland Non-State Actors' Association (PUNSAA), which provides a good platform for knowledge-sharing and collaboration. Cooperative relation is furthermore established with both local and regional authorities, such as Garowe, Eyl, Burtinle, and Godbjiran municipalities as well as Puntland State Agency for Water, Energy and Natural Resources (PSAWEN).
Qualifications of relevant staff: DPA’s International Department is placed in Copenhagen and has two full-time employees, both with several years’ experience in humanitarian aid and development. The head of the International Department has 20 years’ experience working with development, including working in Africa for a period of more than eight years. DPA’s project coordinator has more than 15 years’ experience in the field of humanitarian aid, rehabilitation and development; including working and living in East Africa (For more information see attached CV).
In the case of a fragile situation:
The relevance of DPA to be working in Puntland Somalia has been marred by internal conflict since the breakdown of the central government in 1991. Different groups have been targeting foreign NGOs and foreigners in general and have rendered it an unpopular country to work in. Many INGOs for this reason are often not present in Somalia but let local organisations implement projects which are monitored from Nairobi or other more secure areas. DPA has chosen to work in Puntland as it is a relatively stable part of Somalia which enables projects successful implementation. DPA has also been encouraged by PAS and KAALO to commence working in Puntland as the need for assistance is great (see section A.3 for more information about KAALO).
DPA has chosen to work in the WASH sector as the civil war in Somalia has destroyed the infrastructure in many parts of the country. Water is a scarce commodity and therefore highly affected by the current instability and the drought affecting the country at the moment. Lack of resources and capacities leave communities without proper access to water and knowledge of good hygiene practices, which results in further conflicts and health hazards in the communities. It is a sector that needs assistance from external actors to be able to catalyst sustainable and life-changing development in Somalia, preferably as close to the grassroots as possible.
DPA’s experience and competencies regarding work in a conflict-ridden area DPA has more than 25 years’ experience with working in conflict-ridden areas with Danish Assistance to Afghan Rehabilitation and Technical Training (DAARTT) and The Danish Committee for Aid to Afghan Refugees (DACAAR) in Afghanistan. These experiences have made DPA well-informed about working in insecure environments that can be extrapolated with the work planned in Somalia. DPA has implemented a Partnership Activity in Somalia, Puntland in collaboration with KAALO and PAS and are thereby also well- informed about the specific conditions present in Puntland. For more information about the Partnership Activity see section A.4.
DPA has developed “ Danish People’s Aid’s Security Policies and Operational Guidelines ” for the staff to be sent to insecure environments. The Guidelines also stress the importance of linking up to existing security systems such as the Office of the United Nations Security Coordinator (UNSECOORD) Somalia that publish weekly security updates and undertake risk assessments. DPA also asks its staff to sign its Code of Conduct that includes proper conduct with regards to security.
KAALO, PAS, and DPA have furthermore all agreed to operate in accordance with the Government of Puntland policies (including security policy) regulations, and procedures on national and local level.
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A.2 Other Danish partners (to be filled in if several Danish organisations are forming an alliance)
Puntland Aid Service (PAS) was established in 2006 after numerous requests from Somalis living in Denmark and from NGOs in Puntland. Local authorities in Puntland also contacted PAS wanting to collaborate with Diaspora organisations in Denmark. All of these requests caused PAS to be founded and it currently consist of 123 active members.
The organisation’s objective is both national and international. The aim in Denmark is to improve the work-, social- and educational situation for Somalis in Denmark as well as establish contact between young Somalis in Denmark and young Danes. PAS’ mission for their international work is to support the implementation of development-, information-, and prevention programmes in Puntland with the aim of eradicating hunger, poverty, and health issues in the region.
PAS has since its establishment had a close collaboration with different NGOs in Somalia, especially KAALO and Horn Relief. PAS has experience from development projects in health, water, sanitation & hygiene, FGM, AIDS project, and human rights.
DPA has worked with PAS since 2007 leading to the FGM partnership activity implemented from September 2010 to August 2011 with the Puntland based organisation KAALO. For elaborate information about this activity, see section A.4.
There are many advantages of furthering DPAs partnership with PAS and vice versa. (1) PAS is a Danish partner that has a good understanding of the political, economic and cultural context in Puntland and has the language skills to engage with the communities. (2) Monitoring of the project will be easier and more secure as monitoring by a Somali will not attract the same level of unwanted attention. (3) DPA, furthermore, aims to build PAS’ capacity in project cycle management that will further the existing collaboration and in time will make PAS able to independently implementing, managing and reporting on projects funded by different donors.
A.3 The local organisation
Background and Cooperation Partners: KAALO Relief & Development is a Somali, community based, non-profit, humanitarian and development NGO established in 1991. They were among the few NGOs in Somalia that managed to survive and adapt to the new situation when United Nations Operation in Somalia (UNISOM) and a substantial influx of relief aid pulled out around the mid-1990s. KAALO has since it was established been involved in a wide range of activities and projects in Puntland such as initiatives within education and health, rural development, good governance, human rights, gender development and water & sanitation. Its mission is: “to improve the livelihoods of the Somali society through provision of basic needs in a sustainable, environmentally sound and right-based approach” .
KAALO has a good working relationship with and the support of a variety of important stakeholders in Puntland including Government of Puntland, Municipality of Garowe, traditional leaders (Isimo) and local community groups, which most of KAALO’s projects target. The fact that KAALO has managed to create these longstanding relationships and the positive image of KAALO’s role in Puntland, has effectively contributed to the sustainability of any of KAALO’s projects.
KAALO has worked on more than 50 projects funded by various agencies, such as UNHCR, UNDP, UNICEF, National Endowment for Democracy (NED), Transcultural Psychological Organisation (TPO), CARE International, Oxfam Novib, etc. KAALO therefore has a wide range of experience and knowledge about planning, implementing and managing projects, as well as necessary knowledge about their target groups and important stakeholders.
The organisation’s previous experiences and capacity with regard to the implementation of this project: KAALO is a locally based organisation with Somali staff. Its longevity in Somalia as an organisation working with humanitarian and development issues has provided them with in-depth knowledge about the local conditions. The fact that most of the staff members are Somalis themselves and have been raised in
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Somalia adds to the extensive knowledge the organisation possesses in regard to the situation and conditions in Somalia.
KAALO has been working with water and sanitation project several times, as it is an area attracting attention in the water scarce Puntland Region. In 2010 KAALO made a large survey anchored in empowerment workshops, where people identified the lack of water as a common source of conflict between communities. It has in 2010 furthermore been working with empowerment and capacity building of water committees as well as raising the awareness about good hygiene practices and protection of water sources locally.
These previous interventions have been successful as knowledge has been enhanced, conflict mediations have been carried out and women have been included in these activities vital for their responsibilities as the main water collectors in the families.
DPA has through lessons learned in Afghanistan and Tanzania gained considerable and useful experience with different methodologies, such as School Led Total Sanitation (SLTS) and Community Led Total sanitation (CLTS) to be used to fortify existing expertise in KAALO. DPA’s experience from Afghanistan can furthermore be used in Somalia, where it is experienced that inclusion of prominent men in the communities adds to the sustainability of the project intervention. KAALO has managed to include women in the water committees and DPA’s experience with gender mainstreaming from the Afghan context can assist KAALO’s efforts and give the women a more active and prominent role in the committees.
Qualifications of relevant staff/members/volunteers: KAALO has around 40 permanent and 10 temporary staff members in addition to a number of volunteers working in the local communities, in the main office, and in the sub- and project offices in Puntland. The majority of its staff members have worked in a range of fields in development and they regularly take part in training courses and seminars. KAALO has a number of academic staff with master degrees and some are university lecturers.
In the case of a fragile situation:
Account for the local partner’s experience of working in conflict-ridden or fragile situations.
KAALO is as mentioned a local NGO with local staff, that mostly have been raised in Somalia and the conflict-ridden/fragile situation this country has been part of for decades. They therefore have an in-depth understanding of how to act under these conditions and how to interact with the target groups and stakeholders who are an integrated part of these circumstances.
A.4 The cooperative relationship and its prospects
The cooperative relationship (timeframe and type): The cooperative relationship between DPA and KAALO was initiated back in 2007, but took off in early 2009 when an appraisal visit was made to explore the possibility of establishing a partnership between DPA, KAALO and PAS, and to verify the capacity of the potential DPA partners. During the appraisal visit it became apparent that DPA, KAALO and PAS had many values in common and a good foundation for a partnership was established and a tripartite agreement was signed. To take this further a Partnership Activity was applied for and granted by the Project Fund in the area of Female Genital Mutilation (FGM). The Partnership Activity on FGM was implemented from 1st of August 2010 to 31st August 2011 – and lessons learned are now being processed. The female genital mutilation project is expected to be continued in 2012 when an application will be submitted to the Project Fund for further funding.
DPA and KAALO have earlier submitted a proposal to DANIDA on rehabilitation of berkads (water reservoirs) and emergency water supply in the drought stricken Puntland. A project which was positively received by DANIDA, but ended up not to be funded as a partnership agreement between Danida/HUC and DPA was not developed. The project was in principle approved and assessed a good project with the necessary technical capacities in the organisations, which is also the reason this partnership is focusing on a similar activity in this project proposal.
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How will the project applied for develop the partnership? The project will enhance the focus on developing of the partnership between the three partners PAS, KAALO and DPA. The FGM Partnership Activity provided the partnership with new knowledge and experiences, but it also encountered issues in need of further scrutiny. The fact that Somalia is a fragile state challenges the partnership in a different way, such as vulnerability, barriers to accessing information, difficult conditions and opportunities for project visits, etc. Many of these issues can in part be carried out by PAS, which is one of the reasons a tripartite partnership is valuable in this context. DPA, furthermore, considers the Diaspora groups an underutilized and valuable resource and regards it advantageous to include these organizations in its development work, which is clearly stated in DPA’s strategy for the international work. Doing this creates unique opportunities for DPA to enhance its contextual knowledge and cross-cultural understanding. With PAS it is possible for DPA to monitor project activities inside Puntland when the threat to foreigners is high.
The inclusion of a third partner adds new and different challenges to the partnership compared to classical partnership between two partners. After finalizing the implementation of the FGM Partnership Activity and analysing our lessons learned, we see the need for further clarification on roles and responsibilities, development of procedures for the tripartite partnership and on how to gain a better understanding of how to use the different capacities within the partnership to its fullest.
Water, hygiene and sanitation including conflict management are areas in which KAALO has significant experience and an area of strategic value for DPA. It can thereby have a fourfold purpose to implement such a project: (1) it becomes a platform from where the partnership can be strengthened (2) it will reduce an apparent need in the region, (3) it can become a springboard for a potential future cooperation in this sector, and 4) the WASH project provides the partners with added value in awareness raising, support to civil society and advocacy and thus broadens the opportunities for awareness raising and advocacy within more sensitive issues, such as FGM. The initiatives of this project furthermore relate to the Millennium Development Goal of ensuring access to safe drinking water that is a serious problem in the drought ridden Somalia.
One of the objectives in this project proposal is to provide PAS with training and expertise in project cycle management especially monitoring as it will over time strengthen their capacity and strengthening the partnership. This will make them able to able of running and reporting on projects funded by the Project Fund, foundations, and other donor agencies.
What does each partner contribute (in addition to money) to the project concerned?
Organisation Roles & responsibilities KAALO KAALO will implement the project activities according to the project document and with resources provided from DPA and PAS. KAALO will attach technical staff to coordinate activities planned. KAALO will with the appropriate authorities secure implementation of project activities KAALO will report progress monthly to DPA with a copy to PAS KAALO will conduct baseline survey at the beginning project period and a repeat survey at the end of the project
DPA DPA will provide funds to support the jointly planned activities. DPA will ensure proper financial management and accountability for all resources utilised in the project and in accordance with DPA and Project Fund’s policies and guidelines. DPA will be partly responsible for capacity building of PAS in LFA, monitoring and evaluation. DPA will be responsible to KAALO for providing feedback on monthly financial and progress monitoring reports
PAS PAS will monitor progress of the project implementation through field visits PAS will send a minimum of three members to participate in capacity building training PAS will be responsible for transferring of funds through the Danakiil system
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B. PROJECT ANALYSIS
B.1 In what context is the project placed?
Describe the context in which the project is placed, including, for instance:
Relevant geographic, political, social and cultural conditions: Somalia is located in East Africa at the Horn of Africa and make up 637.600 Km 2. It borders Kenya, Ethiopia and Djibouti. The British and Italians ruled Somalia until 1960, where different Somali Governments gained power. This lasted until 1991 where the Somali state collapsed and civil war broke out with escalating violence between rivalling clans. This led the UN to establish a presence in the country and they have now been there for more than 20 years.
The Somali culture is closely knit to Islam, with most cultural practices being guide by the Islamic faith and belief system. The Somali society is furthermore based on clan family structures, with especially two major clans being the dominant groups Samaal and Saab – Samaal making up ¾ of the Somali population. The society is in this way very hierarchic; clan groups with the longest ancestry will have the highest prestige in society
Somalia is an arid and semi-arid country. The mean rainfall ranges from less than 100 mm along the coast to 450 mm in the mountain ranges per year. There are several large water catchments in the regions but with limited rainfall there are no perennial rivers. About 60% of the country is under savannah woodlands, used mainly as rangelands. Only about 13% of the land can be cultivated due to the climate and poor soil quality, most of which are in the south. The country has rich fishing grounds along the coast, though this has never been fully exploited.
Puntland is located in the North-eastern part of Somalia. It became an autonomous state in 1998, partly as a reaction to the escalating violence. Puntland consist of five regions and has an estimated population of 2.4 million. The administrative capital, Garowe, in the centre of the region, has around 50,000 inhabitants. H.E. Abdirahman Mahmed “Farole”, who is a Ph.D. from Australia, was on January 8, 2009 peacefully elected as President of Puntland by 49 MPs in the 66-seat Puntland Parliament. Despite Puntland’s autonomy, they still recognize the Central Government in Mogadishu and work towards a future federal government structure in Somalia.
After its declared autonomy, Puntland reached relative political stability. The rather stable and somewhat peaceful situation creates hope for a better future, but the situation in Puntland is still fragile. The financial resources are limited, food security remains a concern despite some livelihood recovery and the vulnerable part of the population is growing. The most pressing humanitarian issues in Puntland include the lack of basic services such as health, water and sanitation, poor infrastructure and education, which has become even more explicit with the extensive drought severely affecting the region at the moment.
The main economic activity for the rural population in Puntland is livestock grazing, crops are only cultivated along major rivers. Water supply is vital for the growth of the livestock industry in rural Puntland. During the dry season, pastoralists move to the few areas where water is available, resulting in rapid degradation of the land surrounding these water points
In Puntland it is estimated that 65% of the population live in the rural areas where only 8.2% of the rural population has access to safe water within a distance of 2 km. The shortage in water supply is not only a result of limited water sources, but also a result of the poor management and frequent breakdowns of the sources.
The main area/sectors the project is operating within including local conditions and interventions carried out in this sector: This project is mainly operating within the water sector. Being located in an extremely water-scarce area, the environmental, social and economic development of Puntland is to a large extent dependent on improved
THE PROJECT FUND – Small-scale development projects (less than DKK 1 million) 6 water security through effective management of water resources. The water resources are limited both in quality and quantity, with frequent droughts and floods further worsening the water situation in the area.
Before the onset of the civil war in 1991, the main institution in charge of water resource management in Somalia was the Ministry of Water and Mineral Resources (MWMR) decentralized to different national and local agencies. The institutional arrangement of water resource management showed fragmentation, without a clear division between the function of national and local agencies. With the outbreak of the civil war in 1991, much of the water infrastructure in Somalia was destroyed and social services such as health, education, water and sanitation were seriously affected.
After the civil war, water committees were formed and their role was to facilitate and monitor projects funded by INGOs and UN Agencies. Due to the severe drought in Puntland there is a large focus on restoring and constructing water points in the region. Several INGOs and UN Agencies are in the area, such as CARE, Muslim Aid, UNICEF, EU’s Humanitarian Organisation (ECHO), Qatar Charity, Islamic Development Bank, etc. Some are focused on humanitarian aid and some on development assistance, but common for them all are the focus on the immediate scarcity of water. Via the project applied for here, KAALO, PAS and DPA will complement these efforts by focusing on water management, proper hygiene practices and sanitation as well as a strengthening of the civil society to create sustainable impact that will resonate in other activities in the future as well. For elaboration on the strategy see section C.4.
In December 2000, Puntland State Agency for Water, Energy and Natural Resources (PSAWEN) was created. The responsibility and placement of the agency has changed over the years, it is however currently responsible for overseeing water, energy and natural resources on behalf of Puntland Government. They coordinate the private sector’s investments in water development and give advice to NGOs on geographical areas experiencing droughts or in another way are in need of assistance.
At present, each village with an operational water supply has established water committees. The function of the committees is to keep the systems running, which they often manage to do as long as there are no break downs. There is no tradition of setting money aside for repairs of broken sources in the committees, which often leaves the village water supplies non-operational. Commonly the committees then rely on government or foreign agencies for support, which can leave a village without functioning water supply for longer periods. Capacity building of the village water committees, in regard to maintenance and water management, is therefore vital to be able to create more sustainable solutions.
In the case of a fragile situation:
On the basis of the above, indicate why this is a case of a fragile situation. Somalia is a collapsed state and the country has been dominated by clan conflicts stalling development. Millions have been displaced, killed and maimed in the violent and unpredictable clashes between and within clans over the years, bequeathing the country with fear and uncertainty on a daily basis.
In the past, conflict, drought and outward migration of people (especially prior to the civil war in the early 1990’s) have paralyzed most of Puntland’ s infrastructure and economic resources. The last major conflict took place in 2002 when two rival fractions fought for supremacy in the region. While the current prevailing peace (since 2005) provides respite from warfare and hope for a better future, the situation in Puntland remains critical – financial resources are limited, the government is still fragile, food security is tenuous and the vulnerable population is growing.
This all result in limited resources and capacities to develop the country’s water supply and quality. The institutions responsible for water management in the country and in Puntland region are unable to improve the poor current situation due to insufficient competencies and lack of financial support. Therefore, as in most fragile states, the institutional settings are incomplete and unable to create the development the country needs.
Indicate the assessment criteria with which the project may not necessarily be able to comply due to the fragile situation. Working in Somalia requires continuous and special attention to the security situation as well as a risk willingness and flexibility at the operational level. DPA has been working in Afghanistan for decades, which
THE PROJECT FUND – Small-scale development projects (less than DKK 1 million) 7 has equipped the organization to handle these delicate situations. DPA has thorough knowledge of the precautions necessary when working in these situations, as well as good experience with planning and implementing projects to match these fragile conditions.
PAS will also function as the middle tier in this regard, as the organization has specialized knowledge about the Somali situation and on how to act in a proper manner in this context. PAS’ knowledge about the culture and language is an important added value to the tripartite partnership. PAS will furthermore be the main responsible party for the monitoring of the project carrying out the necessary project visits.
Development set-backs are assumed and will be taken into consideration in the project planning. Security measures for the Danish partner incur extra costs compared to projects carried out in more stable environments. It is for example required for white foreigner in Somalia at all times to have no less than four bodyguards with them.
The fragile situation in Somalia is a direct consequence of the weak or to some degree non-existing central government. Puntland has managed to establish a state government, however new. The Puntland Government has not yet built up a strong core. The project is therefore focusing on supporting and promoting democratic procedures by mobilizing and equipping the local population to get involved in the positive development of the country. The project will strengthen the civil society and make the village water committees better equipped to manage their own water supply, also when breakdown and conflicts occur.
B.2 How has the project been prepared?
Who has taken part in the planning, and what has been the role of the local organisation and of the Danish organisation, respectively? The development and writing of this project proposal has actively included all parties. PAS has been present in Puntland and has in collaboration with KAALO developed budget, analysis and descriptions of target groups, activities, context, etc. Their extensive knowledge of context and culture provides the project planning with achievable and realistic goals, activities and timescale, which will enable a successful implementation of the project. DPA has been in regular contact with PAS and KAALO and has provided input to the planning of budget and activities as well as adjusted the activities to cohere with the DPA strategy and competences as well as donor demands and guidelines.
KAALO has carried out surveys that underline the need for these interventions. Their empowerment workshops in 2010 furthermore provided KAALO with elaborate information about the problems faced by the target groups in relation to WASH. It is these different interactions with the target groups that have created the foundation for the planned activities.
Women are the main water collectors in the families and they are at the same time often the ones responsible for hygiene related practices such as treatment of water and treatment of food. It has therefore been vital for DPA, KAALO and PAS to enhance women participation in the project activities. The experience is that women rarely were members of the water committees until recently, so inclusion of women in these activities are still new and cannot succeed without tools and encouragement from outside. This project will therefore have a primary target group of 40% women, and it is a goal in the project to make the women active participants and not mere observers both in regard to the training and participation in the water committees.
Somalia is a patriarchal society and the inclusion of women is a challenge and must be done in a proper manner. Attention must be paid to the cultural and traditional setting when approaches are developed. KAALO has extensive knowledge about these issues and DPA has experience with gender sensitive issues as well, which will be built upon to the find the best approaches and solutions to mobilize and include the female part of the population as much as possible.
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B.3 Problem analyses
The main problem that the project is expected to address: Water in Puntland is not only a necessity for human life, but a key to the economy and livelihoods in the region as well. The region’s limited rainfall makes water a seriously scarce and costly commodity in Puntland, especially in the region’s rangelands.
Puntland has four seasons, two dry and two rainy seasons. The two dry seasons consist of the Hagga from July to September and Jilaal from March to May. Hagga is usual mild while Jilaal can be extreme and long. The two rainy seasons are the Gu with the long rains between April and June and the Deyr is the short rains between October and December.
Harsh and extended H agaa and Jilaal seasons can have serious consequences for the households. Long migrations in the search for water and pastures are time consuming and strenuous, clan conflicts over water and pastures are more likely to occur, money need to be spent for transporting livestock with trucks and diseases occur due to use of unsafe water sources and poor hygiene.
Many rural communities in Puntland have insufficient water sources to meet the demand. This combined with the impacts of recent droughts continues to define and circumscribe economic and environmental well-being and quality of life in the region. Many of the smaller communities lack the ability to supply the needed water and meet WHOs standards for safe drinking water, without outside assistance.
Most water points in Puntland are unprotected, making them susceptible to pollution. According to PSAWEN, over 80% of shallow wells in Puntland are unprotected and lack lining, exposing them to contaminated inflow. During rainy seasons, human and livestock waste are washed into the unprotected water sources, increasing incidences of waterborne diseases. Poor sanitation characterizes much of Puntland, where the majority of communities lead nomadic lifestyles.
Surface water supply such as dams, berkads (water resevoirs) and rivers are, furthermore, breeding sites for mosquito larvae and contribute to the outbreaks of malaria, which is a great problem in most of Puntland. The situation is worsened by lack of adequate health services in many rural areas.
Water scarcity means that water is often a source of conflict between different communities. Being pastoralists, communities walk their livestock long distances in search of water, which often raise scenarios of conflict concerning rights to use this scarce resource.
The causes giving rise to this main problem: Shortage of water supply is not only because of limited water sources but also because of lacking knowledge and resources to respond to the frequent breakdown of sources. Regional institutions, such as PASWEN does not have the necessary water technicians to support the communities in developing and sustaining their water supply systems. The water supply system furthermore lack proper design, drilling rigs are few, there are limited resources and technology in terms of water quality control and the water distribution network is limited due to limited resources.
The water sources or points used in the communities are often not protected, which results in contaminated surface water flowing into the water sources or unlined wells having contamination from the soil seep into the wells water making the water in the sources unsafe. The communities little knowledge of water related diseases and transmission routes coupled with the scarce water situation results in a high rate of diseases like diarrhea, typhoid, malaria, etc.
The extensive drought periods creates an unfortunate cycle for many families. The shortage of water results in the commodity becoming really expensive, which many families cannot afford. They and their cattle thereby do not get the necessary amounts of water making the family sick and the cattle emaciated and unable to sell at the market providing the families with even less money for water.
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C. PROJECT DESCRIPTION
C.1 Target group and participants
The locations for the project implementation are the following 12 villages:
Garowe district : Hamhama, Kalabeyr, Garowe, Yonbays Eyl district : Gubato, Dilin Maahato, Hasbahale Godob district : Godobjiran, Dhaganle Burtinle district : Burtinle, Mayrsane, Jalam
These villages have partly been identified by KAALO because they have water access and water access is a necessity for a proper implementation of water management skills and hygiene awareness. KAALO had constructed and rehabilitated some water sources earlier in some of the villages and found a need for them also to be train in conflict and water issues.
The villages are furthermore more populated compared to other villages in Nugaal, which often make the conflicts over water more frequent and health issues more severe. The villages also have a high proportion of women and children, which makes them good project sites for inclusion of women in the activities, which is a focus area for this project.
The IDP camps in Garowe and Burtinle were identification on grounds of needs assessment made by KAALO. The assessments established a need for more hygiene awareness, as health issues are a great problematic in these caps. Both camps have a large number of IDPs and not the necessary latrines to accommodate them, which create health hazards. This project will therefore support both areas to be able to make sufficient impact.
The primary target groups are the 20 participants from each of the 12 village water committee making up a total of 240 persons, 96 women (40%), and 144 men (60%).
Secondary target groups: are the remaining 9600 inhabitants in the 12 project communities. They will benefit from the project through knowledge dissemination by members of the water committees who have been trained and have a heightened awareness about proper hygiene practices, water management and water source protection and maintenance. The improved organisational capacity of the Water Committees will furthermore benefit the secondary target groups, as the Water Committees work will be more efficiently.
The local partner’s legitimacy vis-à-vis the target group: KAALO is a locally based organisation with Somali staff. Their longevity in Puntland as a prominent organisation working with humanitarian aid and development issues has provided them with elaborate knowledge about the local conditions. The fact that most of the staff members are Somalis themselves and have been raised in Somalia adds to the extensive knowledge the organisation possess in regard to the situation and conditions in Somalia.
KAALO is well-respected and acknowledged by beneficiaries as well as local and international partners. It is recognized for its work in the region, not only by international organizations, such as UN-organizations, but also by national and local government departments as well as their target groups, the communities.
C.2 The project’s objectives and success criteria (indicators)
Overall objective: Contributing to improving health conditions through introduction of improved management of water and hygiene practices in the target communities in Nugaal Region, Puntland
Immediate objective : Improving water management and hygiene awareness through empowerment and capacity building of Water Committees in 12 communities in Nugaal Region, Puntland to bring about a reduction in waterborne diseases and conflicts concerning water, as well as, improved maintenance of water sources in the project communities.
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Indicators : • Fewer households report waterborne diseases within the last month • Increasing number of water sources in the villages function due to proper maintenance and management • The Water Committee members are performing greater knowledge of conflict management, prevention of waterborne diseases and good management of the committee • The Water Committees have made plans for maintenance of water sources, financial management, awareness rising in the community and regulations for protection of water sources.
Means of verification : • Monthly progress reports • Monitoring visits • Copy of training material • Baseline survey report (including household feedback, observation and assessment of the knowledge among water committee members) • Repeat survey report (including household feedback, observation and assessment of the knowledge among water committee members) • Copies of the activity plans, budgets and regulations developed the water committees
C.3 Outputs and activities
Regarding Expected outputs Activities objectives In pursuit of 1.1 The organisational 1.1.1 to establish water committees objective 1 management of the water 1.1.2 to empower WASH committees in selected committees in 12 communities in villages through capacity building on how to run Nugaal Region improved by April the committee and organisations 2013 1.1.3 to improve gender equality in the water committees 1.1.4 to train in maintenance, sustainability and ownership of water sources
1.2 Training in water conflict 1.2.1 to train in conflict management relating to management conducted giving availability of water for 12 communities beneficiaries skills in conflict 1.2.2 to train the target communities in decision- management by February 2013 making in water management and in the protection of water sources
1.3 Training in WASH 1.3.1 to train in prevention of waterborne methodology ‘PHAST’ in 12 diseases, sanitation and hygiene education in 12 communities completed by communities February 2013 2.3.2 to train in public health in 12 communities 1.3.3 to train l 12 communities in good hygiene practices and water solutions 1.3.4 to perform follow up training in 12 communities 1.3.5 to establish a baseline survey
1.4 Construction of 10 1.4.1 to train in community contribution, community latrines in two ownership, running and maintenance of permanent IDP camps and in community latrines one village completed by January 1.4.2 to construct 10 latrines in the two 2013 permanent IDP camps and in Godobjiran Village
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1.5 The tripartite partnership 1.5.1 to carry out capacity building of PAS (3-5 strengthened, and roles, staff) in project cycle management (LFA) by DPA responsibilities and procedures and the Project Fund further clarified by April 2013. 1.5.2 to carry out capacity building of PAS in monitoring and evaluation by DPA and the Project Fund 1.5.3 to develop and sign a detailed partnership agreement 1.5.4 to develop procedure papers clarifying relevant coordination of partnership
C.4 Strategy: how does the project cohere?
The countries in the Horn of Africa have been severely affected by the drought currently hampering the area. Somalia and thus Puntland is no exception. As outlined in section B.1 many organizations, both humanitarian and development organizations, are present in the country focusing on improving the water situation. The strategy for this project is to support these efforts by adding on the components of hygiene awareness and water management. The project is aiming at ensure long-lasting impact by creating the necessary hygiene awareness and water management skills for the communities to improve their situation now and in the future. It is, as explained earlier, not only lack of water sources that is the problem, but also lack of management/maintenance and proper hygiene practices. It is assumed that improvement in these areas can help prevent some of the severe consequences accompanying droughts.
The villages identified by KAALO as project sites have water access, as it is a prerequisite for a proper implementation of water management skills and hygiene awareness. This project aims at empowering the water committees to overcome the vital problems of insufficient water and poor health. It will make the communities and families more resistant to external conditions and optimize their chances for improving their livelihoods.
In order to improve water management and hygiene, the project will train 12 water committees of which two committees will come from the permanent IDP camps in Garowe and Burtile. The two IDP camps and one village (Godobjiran) do not have the necessary sanitary conditions to accommodate the hygiene awareness training, so ten community latrines in total will be constructed in these three locations. The construction will be coupled with training in ownership, running, cleaning and maintenance of the community latrines, to ensure sustainability.
KAALO will use the participatory method Participatory Hygiene and Sanitation Transformation (PHAST). PHAST is an approach for changing hygiene behaviors, empowering communities to eliminate water and sanitation related diseases and the method is furthermore focusing on improving community management of water. PHAST is built on a participatory approach to mobilize the community to discover and analyze their own health problems and together find the necessary solutions. It will thereby create ownership and encourage the participants to take communal as well as individual responsibility.
The methodology will be tailored to the needs in the specific context, why an element of conflict analysis and water management is included in the training. Those are common problems in Puntland and related to the pastoralist tradition and the scarce water availability of the area. Using a method that builds upon the acknowledged PHAST methodologies with tailor made alterations to fit the specific context will create good foundation for sustainable, relevant and long-lasting solutions.
In addition to the above, equal participation, equal access and equal distribution of project services will be ensured without discrimination based on gender, ethnic and specific social and cultural groupings. Women and children as well as IDPs and other marginalized groups will be included and involved in the project activities.
The strategy is to focus on establishing and empowering community based water committees. In a fragile state like Somalia the governmental institutions can be ineffective, and influencing their procedures can be
THE PROJECT FUND – Small-scale development projects (less than DKK 1 million) 12 difficult and at time useless. This project is therefore instead focusing on strengthening the civil society by capacity building and empowering the community based organizations (water committees). This strategy will have the ability to bring about development via the committees’ new knowledge and skills and via their stronger position to advocate for necessary external assistance within water, hygiene and sanitation. A strengthened civil society will furthermore empower the communities and make them more capable to advocate more sensitive issues, such as the abolishment of Female Genital Mutilation (FGM).
UNICEF has furthermore found that the communities in Puntland prefer community based management structures for their village water supply. The communities are reluctant to return to centralized regional institution and instead wish to promote community-based management with support from privatized agencies. It is this preference; this project will build upon by equipping the project communities to manage their own water sources in a sufficient way.
In order to implement this project to its full potential it is important to improve the tripartite partnership between DPA, KAALO and PAS further. This will partly be done by building PASs capacity, but also by further establishing the roles and responsibilities of each partner to get full advantage of the individual strengths. These efforts will empower the partnership and benefit this project as well as future projects.
It is a strategic consideration as well that this type of project will establish both extensive knowledge about the communities and good relations with the communities, which can benefit future projects, especially projects like the FGM project which touches upon sensitive cultural issues.
C.5 Phase-out and sustainability
KAALO will empower the target communities to participate in the implementation of the project to enable them to take over and run the project after the withdrawal of the organization. Capacity building trainings and workshops on management, water and hygiene will be conducted. It will thus strengthen the civil society through the community based water committees
The fact that the communities in Puntland prefer community based management of the village water supply, strengthens this project’s approach and implies a certain level of sustainability. The target communities' wish to promote community-based management provides this project with a good platform for community support, which can ensure this project durable and sustainable result.
The mobilization and sensitizing of the target groups will ensure ownership of the project initiatives. KAALO will additionally involve the regional administration of Nugal, the Puntland State Agency for Water, Energy & Natural Resources, as well as Garowe, Eyl, Burtinle, and Godbjiran municipalities during the implementation of the project to ensure the sustainability of the project.
An important element in this project is the further strengthening of the partnership between PAS, KAALO and DPA to improve the good collaborative relationship in the future. PAS will enhance the organization’s abilities to manage projects and be a more equal partner in future development projects.
C.6 Assumptions and risks
Listing of main assumptions that must hold true for the project
The assumptions are: • Puntland is relatively stable. It is not foreseen that major fighting will break out. • Acceptable security situation which allows monitoring and implementation of activities • The three partners will continue their good relationship with honesty and transparency • The target communities will understand the benefits of the interventions and thus participate • That raising people’s awareness will result in changed behaviour
External risks that may hinder the compliance with the objectives of the planned project
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Risk : Security situation deteriorates. The political situation becomes unstable. Law and order breaks down. Inter-clan clashes over resources. Piracy increases and extends to hinterland. This will result in a delay in project implementation.
Mitigation : KAALO in particular would have to secure the safety of their staff and investments and hold on to the situation improves. However the security situation has remained stable for a long time. Except for the coastal areas where piracy is on-going but this is not where our activities will be implemented for the same reason.
Risk : Even though Puntland is a stable part of Somalia, there can be a risk for foreigners visiting such as kidnappings. It can also be more difficult to monitor progress of the project imposing extra costs.
Mitigation The tripartite partnership provides the opportunity to use PAS as a monitoring partner without jeopardizing safety. PAS’ abilities in this area are an important competency in this project and the partnership. Precautions will be made when DPA takes part in the final project visit by following the security requirements in Somalia.
Risk : Awareness raising activities will not have any practical impact. The behaviours in the villages will not change.
Mitigation The awareness raising of the committees will be coupled with organisational training, training in mobilizing the community as well as activity plans, time plans and budgets for each committee.
D. PROJECT ORGANISATION AND FOLLOW-UP
D.1 Division of roles in project implementation
The division of responsibilities between KAALO, PAS and DPA has been described in section A.4 but more detail will be provided here.
KAALO will have a project manager assigned for the implementation of the project, who will be based in Garowe and be responsible for the implementation of activities in close collaboration with all actors and stakeholders in the field. Moreover, KAALO will collaborate and coordinate activities with Puntland State Agency for Water, Energy and Natural Resources and the Ministry of Interior and Rural Development. KAALO will additionally coordinate and cooperate with the UN, INGOs and local NGOs working in the area to avoid duplication of activities
DPA’s international department will ultimately be responsible for ensuring that PAS will have the necessary skills to carry out effective monitoring of progress together with KAALO. Please see section A.1 for an account of DPAs in-house expertise. DPA will also ensure accurate reporting, provide input to activities and methodologies, and in close collaboration with KAALO and PAS adjust activities to reflect major changes in the context in which the project activities are implemented.
The security situation in Puntland is relatively stable albeit there is an increased risk of kidnappings of foreigners. It is possible for DPA to visit Puntland and one trip is envisaged. However, it will be PAS’ main role to monitor activities through field visits as the security risks are fewer for ethnic Somalis.
D.2 Monitoring and evaluation in project implementation
The activities will be locally monitored by KAALO and monthly progress reports reporting on indicators and budget will be submitted to DPA. The KAALO project manager’s responsibility is to ensure that the progress of all ongoing activities of the project are consistently and precisely reported and documented. Funds will be transferred from DPA through PAS using the Danakiil banking system. KAALO and PAS are requested to document all financial transactions and activities according to DPA’s policy and procedures.
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A baseline survey will be conducted prior to the commencement of activities. It will assist the development of the design of the training by focusing on the actual problematic in the project area. The baseline report can additionally provide a reference point for measuring change and progress as the project unfolds. The surveys will include: observation of normal practice and status of current water sources using a checklist, small questionnaire establishing the household’s current practices, talks with village leaders to establish laws and enforcements of these laws as well as a small questionnaire for the participants in the workshops. This will enable better monitoring and can at the end of the project provide knowledge about the impact of the project by completing a similar repeat survey.
A monitoring visit by PAS will take place when half of the workshops have been implemented. This monitoring will be used to assess the effectiveness of the workshops, the project implementation and the partnership, so adjustments can be made if necessary.
The constructed latrines will also be monitored. The latrines will be constructed by a construction company and it is therefore vital that KAALO assess if the standard of the latrine correspond with the order. The monitoring will include meetings with the constructors to question their methods and material choice and site visit. It will be done with the help of the project engineer to ensure sufficient standard and comprehension of the technical elements of the constructions.
The final project visit will be conducted by representatives from PAS and DPA. The visit will function as an evaluation where DPA and PAS will assess the project components by talking to beneficiaries, visiting project sites and studying the repeat survey report. KAALO, PAS and DPA will in collaboration also compile the lessons learned from the activities conducted and from the tripartite partnership. These will be compiled and best practice will be established to be used in the future collaboration.
As PAS is capacity built as part of the project, their abilities will be assessed by DPA. This will be done in relation to the project visits and at the end of the project. Having this ongoing assessment will enable adjustments to be made, so PAS will have as fruitful a capacity building process as possible.
E. INFORMATION WORK
E.1 Has project-related information work in Denmark been planned?
The subject of the planned information work is oriented towards members of DPA and PAS. On DPA’s website information about the project will be posted and an article will be produced to its journal Folkehjælp and to PAS’ members as well.
Besides reaching PAS and DPA’s own members, the project team also aims at developing a model or methodology on the tripartite partnership between an INGO, local NGO and Diaspora organisation, that can be used to inspire other organisations interested in expanding their Nord - South collaboration with a Diaspora group adding value to their development efforts.
The idea was conceived on the basis of learning from DPA’s partnership with PAS and KAALO and from the inputs from the participants at the seminar on fragile states conducted by the Project Fund. Several Danish NGOs participated as well as several Diaspora organisations. The Diaspora organisations mentioned the difficulties of partnering with Danish organisations and the challenges of being in-between organisations. The benefits of partnering with Diaspora organisation were furthermore highlighted, but very few experiences and methodologies are available to encourage and support such partnering.
As there will not be funds for the development of a methodology or model in this project, some of the money for information work will be used to prepare an application to NGO-forum to be able to fundraise for the development of such a model. It will serve as inspiration to other organisation and it is intended to maximize the outputs of such tripartite partnership by using each partner’s strengths in the most optimal manner.
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3. Budget summary
Budget summary Currency
Indicate the total cost (i.e. including contributions from the 939.375 DKK Project Fund as well as other sources) Of this, the Project Fund is to contribute 939.375 DKK Of this, indicate the amount to be contributed by other sources of finance, including self-funding by the Danish organisation or its local partner, if any Indicate total cost in local currency 164.226 USD Indicate exchange rate applied 5,72 USD/DDK Indicate the extent of project-specific consultancy assistance (spreadsheet 3 of the budget format), see also ‘Guide to budget preparation’ 50.910 DKK
Main budget items: Financing plan Full amount Of this, from Of this, from other Project Fund sources
1. Activities 425.509 425.509 2. Investments 10.296 10.296 3. Expatriate staff 0 0 4. Local staff 169.312 169.312 5. Local administration 51.480 51.480 6. Project monitoring 56.479 56.479 7. Evaluation 68.505 68.505 8. Information in Denmark (max 2% of 1-7) 15.370 15.370 9. Budget margin (8% of 1-8) 63.756 63.756 10. Project expenses in total (1-9) 860.707 860.707 11. Auditing in Denmark 17.214 17.214 12. Subtotal (10 + 11) 877.921 877.921 13. Administration in Denmark (max 7% of 12) 61.454 61.454
14. Total 939.375 939.375
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4. ANNEXES
SUPPLEMENTARY ANNEXES:
Annex no. Annex title G Gannt chart
Notice : All annexes should be submitted in print in three copies (no magazines, books, newspaper cuttings or ring binders, but copies of relevant excerpts thereof).
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J.nr. (udfyldes af Projektrådgivningen) Projektpuljen, Bilag A: Stam-data for den danske partner
.1.1 ORGANISATIONENS STAM-DATA Den danske partner
Udfyldes og underskrives af den danske partner.
Sørg for at oplysningerne er opdateret: Skemaet indeholder en række oplysninger, som I måske tidligere har beskrevet ved ansøgning til Projektpuljen. I er naturligvis velkomne til at genbruge disse, dog er det meget vigtigt, at I sørger for at opdatere jeres oplysninger.
Organisationens navn, som det fremgår af vedtægterne
Dansk Folkehjælp
Forkortelse DKFH
Titel på det ansøgte projekt
MUAVIKA II – Water Supply, Sanitation and Hygiene Improvements in Karatu District, Tanzania
Dato Ansvarlig person (Underskrift) 06.09.2011
København Allan Mygind Vokstrup, Leder af International Afdeling
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Sted Ansvarlig person og position (Blokbogstaver)
A. Basisoplysninger
A1. Kontaktinformation for organisationen
Adresse Hovedkontor Industriparken 4 DK-4960 Holeby
Telefon Email 70220230 [email protected] Mobil Hjemmeside 61205922 www.folkehjaelp.dk
A2. Type af organisation
Dansk Folkehjælp er en landsdækkende, frivillig humanitær organisation, som yder hjælp til udsatte mennesker i Danmark og i udlandet.
B. Historie og formål
B1. Organisationens historie og formål
Angiv oprettelses år og beskriv kort organisationens historie, formål og hovedaktiviteter
Organisationens historie: Dansk Folkehjælp, som organisationen hedder i dag, blev stiftet den 31. juli 1907 som resultat af en arbejdsulykke. Organisations hoved fokus var i mange år afholdelse af førstehjælpskurser. Samtidig med en omfattende kursusvirksomhed blev en omfattende samaritertjeneste opbygget. Samaritertjenesten blev suppleret med strandvagter og strandrensningspatruljer.
I 1940 bestod organisationen af 100 afdelinger spredt ud over hele landet. I 1940 iværksattes for første gang internationalt hjælpearbejde, da Dansk Folkehjælp tager del i Finlandshjælpen. I begyndelsen af 1940’erne påbegyndtes det sociale arbejde ligeledes for alvor. Hjælpen målrettes de dårligst stillede familier, og i 1944 oprettedes det første feriehjem for børn og unge. Efter krigen blev aktiviteterne udvidet til også at omfatte ungdomsarbejde, ligesom det sociale, humanitære arbejde fik en stadig større plads blandt organisationens aktiviteter. I 1960 afholdtes den første ferielejr for handicappede børn, og i 1967 blev organisationens plejehjem, ”Arbejdersamaritten” i Brønshøj, indviet.
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I 1954 blev nødhjælp afsendt til Østrig i forbindelse med en større oversvømmelse, og i 1957 iværksattes ”Arbejdernes Ungarnshjælp”. Ungarnshjælpen blev for alvor startskuddet for Dansk Folkehjælps mangeårige, omfattende internationale nødhjælpsarbejde.
Siden starten har det internationale nødhjælpsarbejde bl.a. omfattet Pakistan, Eritrea, Somalia, Polen, Rusland, Albanien, Armenien, Polen, Hviderusland, Tyrkiet og Kosovo – for blot at nævne nogle få af de steder, hvor Dansk Folkehjælps indsats har gjort gavn.
I dag arbejder Dansk Folkehjælp med socialt arbejde, forebyggelse & førstehjælp, og internationalt arbejde som er vores hovedaktiviteter.
Dansk Folkehjælps formål er: At arbejde for og yde støtte til de socialt dårligt stillede, psykisk og fysisk handicappede og andre svage grupper såvel nationalt som internationalt uden hensyntagen til religion, etnisk baggrund og politisk opfattelse. Gennem direkte støtte – selvstændigt eller i samarbejde med andre – såvel nationalt som internationalt at yde akut samt langsigtet hjælp til katastrofe-og/eller krigsofre for at afbøde virkningerne mest muligt for det enkelte individ. At udbrede kendskabet til forebyggelse, sikkerhed og førstehjælp i samfundet, nationalt såvel som internationalt. Udbredelsen sker i samarbejde med organisationer, myndigheder og beslutningstagende politikere. At motivere flest mulige frivillige til at arbejde ud fra organisationens humanitære formål. Endvidere at arbejde for, at der oprettes en Dansk Folkehjælp afdeling i hver kommune. At medvirke til en udbygning af det internationale, nationale og lokale NGO samarbejde.
B2. Målsætning
Hvad er organisationens vision og strategi for u-landsarbejdet?
I vores internationale arbejde ønsker vi: At støtte sårbare og svage grupper uanset deres religiøse, etniske og politiske tilhørsforhold. At yde akut og landsigtet hjælp til katastrofe-og krigsofre for at afbøde virkningerne mest muligt for det enkelte individ. At samarbejde med internationale, nationale og lokale organisationer og foreninger for at øge effekten af vores indsats.
Når det handler om at bidrage til den langsigtede udvikling i fattige lande har vi specialiseret os i træning og uddannelse, skolebyggeri, vand & sanitet, sociale og psykosociale aktiviteter og støtte til udvikling af civilsamfund, fattige og udsatte grupper forstår deres rettigheder og bliver stærkere ved at stå sammen. Vi arbejder med fortalervirksomhed og er med til at udvikle lokale organisationer. Vi arbejder i partnerskab ude i verden. Lokale partnere sikrer lokal forankring og ejerskab til udviklingen.
B3. Organisationens erfaring
Angiv evt. bevillinger de seneste fem år fra Projektpuljen, Danidas Enkeltbevilling eller EU. Ved mange bevillinger angives de seneste 10.
Bevillingstype og Titel Land Beløb Periode Journalnummer ECHO/- Shelter Assistance to Haiti EUR 01.08.2010 –
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CR/BUD/2010/02015 Earthquake Victims 750000.00 30.04.2011. 09-622-FU-jan Capacity Building of the Sydafrika Budget 01.06.09 – Thabang Society. 2.999.433. 31.05.2011 DKK./ 09-623-FU-jan Awareness-raising on Female Somalia Budget 01.09.2010 – Genital Mutilation. 59.956 DKK 30.09.2011 09-750-AF-dec Muavika – Water supply, Tanzania Budget 01.09.2010 - sanitation and hygiene 64.173 DKK. 01.03.2012 (18 improvements in Karatu, months) Tanzania. UMF-nr.605.1773.06 Emergency Shelter and Re- Sri Lanka Budget 01- 04 2005 – journal nr. 46.h.7- housing, Water and Sanitation; 3.000.000 6-109 Galle District, Sri Lanka DKK;
104.Afghanistan.8- Improving Learning Environment Afghanistan Budget 03. 2005 – 02. 11 in Afghanistan Schools 14.236.749 2007 Project/Afghanistan DKK 104. Afghanistan.8- Improving Learning Environment Afghanistan Budget 04. 2007 – 15.-3/HUM. in Support of Reintegration of 15.000.000 05.2009 Afghan Returnees/ Afghanistan DKK A bridging between Improving Budget Learning Environment in 4.885.955,55 Support of Reintegration of DKK Afghan Returnees and a new fourth phase of DAARTT activities expected commenced in March 2010 has been approved by Embassy of Denmark, Afghanistan ultimo July 2009. Accelerated School Construction 2.814.865. 12.2009- – 130 Class Rooms USD 12.2010. Project/Afghanistan - The Ministry of Education of the Islamic republic of Afghanistan (MoE), the Danish Assistance to Afghan Rehabilitation and Technical Training (DAARTT) and The Embassy of Denmark to Afghanistan (EoD).
Angiv evt. øvrige offentlige bevillinger de seneste fem år (herunder fx tips- og lottomidler, Genbrug til Syd, Center for Kultur og Udvikling). Ved mange bevillinger angives de seneste 5.
Bevillingstype Titel Land Beløb Periode
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Beskriv derudover kort organisationens væsentligste erfaringer med at gennemføre udviklingsprojekter og med projektstyring.
Dansk Folkehjælp har en mangeårig erfaring med udviklingsprojekter og katastrofebistand. Dansk Folkehjælp har udviklet projektstyringsprocedurer som passer til dets størrelse. Organisationen har indgået mange partnerskabsaftaler baseret på en fælles forståelse af partnerskabstilgangen. Organisationen indtænker informationsarbejdet i dets projekter. Historisk har organisationen haft stor betydning i Østeuropa og central Europa. I de senere år er fokus skiftet til Afrika og Asien.
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C. Organisation
C1. Bestyrelse
Angiv navn og titel på organisationens bestyrelsesmedlemmer
Navn Titel
1. Formand Ib Jensen 2. Næstformand Thomas Egesborg Pedersen 3. Medlem af organisationsbestyrelsen Peer Kristjansen 4. Medlem af organisationsbestyrelsen Mads Lund 5. Medlem af organisationsbestyrelsen Bodil markmøller 6. Medlem af organisationsbestyrelsen Erik Sørensen 7. Medlem af organisationsbestyrelsen Morten Lynggaard Jensen 8. Medlem af organisationsbestyrelsen Carl-August Paulsen 9. Medlem af organisationsbestyrelsen Preben Pedersen 10. Ungdomsleder Ditte Greve Jensen
C2. Generalforsamling
Årsmødet afholdes årligt inden udgangen af juli kvartal. Indkaldelse skal ske senest 3 måneder før med angivelse af mødested og årsmødets varighed samt hvilke bestyrelsesmedlemmer, der er på valg, og om de genopstiller. Organisationsbestyrelsen samt de delegerede deltog.
C3. Ansatte
Angiv stillingsbetegnelsen og normeringen for evt. ansatte i organisationen. (Hvis der er mange ansatte listes kun de stillinger, som vedrører udviklingsarbejdet.)
Stilling Normeret timetal pr. uge
Leder af International afdeling 35 timer Programkoordinator 35 timer
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C4. Ledelse
Beskriv hvordan I er organiseret omkring det internationale udviklingsarbejde i organisationen.
International afdeling har den overordnede ledelse af igangværende internationale programmer og kontrollerer sammen med regnskabsafdelingen at retningslinjerne for de enkelte programmer fælges og overholdes. Har ansvaret for ansøgninger i forbindelse med organisationens internationale projekter, samt ekstern sponsorsøgning til private og offentlige fonde. Forestår den overordnede ledelse af igangværende programmer og kontrollerer, at retningslinjerne for de enkelte programmer følges og overholdes. Igangsætter og planlægger besluttede forundersøgelsesmissioner. Godkender projektansøgninger. Udarbejder programbudgetter for afdelingen. Udarbejder projektansøgninger.’ Har ansvaret for, at organisationens international handlingsplan følges og har ansvaret for løbende revision af denne. Foretager budget-og målkontrol på igangværende programmer ud fra gældende regler.
Organisationer med en omsætning på mere end 200.000 kr./år skal udfylde sektion E.
D. Folkelig forankring
D1. Medlemmer og frivillige
Angiv antal personer
Medlemmer Bidragydere Aktive frivillige Antal 2000 3500 2000
D2. Omsætning
Angiv jeres omsætning i sidste regnskabsår Se venligst årsregnskabet (endnu ikke underskrevet) men vedlagt.
E. Folkelig forankring
E1. Folkeligt bagland
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Hvordan er organisationens folkelige bagland sammensat (sæt gerne flere krydser):
[ X ] Medlemmer (individuelle) [ X ] Bidragydere / støttemedlemmer (individuelle) [ X ] Kollektive organisationer [ X ] Virksomheder [ ] Faglige institutioner [ ] Frivillige netværk [ ] Andre grupper:
E2. Medlemmer
Angiv organisationens medlemsbasis
Medlemsbasis Nuværende antal Medlemmer (individuelle) 1979 Bidragydere (individuelle) 3050 Kollektive medlemmer (antal org.) 15 Kollektive bidragydere (antal org.) 12
E3. Frivillige
Angiv antallet af frivillige
Frivillige Nuværende antal 3.000 – 4.000 1. Antal personer, der har arbejdet frivilligt 2. Frivillige udelukkende involveret i indsamlingsvirksomhed. 3. Frivillige involveret i øvrige aktiviteter (2+3 =1) 4. Anslået gennemsnitlig månedlig timetal ydet Det er der ingen opgørelse pr. frivillig under pkt. 3 over.
E4. Vurdering af medlemsbasis og frivillighed
Hvilke områder af organisationens aktiviteter er medlemmerne og de frivillige involveret i? Hvilke ansvarsområder varetages af medlemmer og/eller frivillige?
Dette har vi ingen data på.
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E5. Egenfinansiering
Angiv organisationens finansieringskilder i sidste regnskabsår
A: Egenfinansiering i form af fx kontingenter, Kr. 37.444.715 bidrag / gaver, arv, indsamlinger, sponsorater
/fadderskaber, salg:
B: Andre finansieringskilder, total: (bevillinger, tilskud og andet som IKKE kan Kr. 53.077.353 henregnes under egenfinansiering) C: Total finansiering: Kr. 90.522.268
D: Procent egenfinansiering (A/C*100) Pct. 41,37
E6. Parametre på organisationens folkelige forankring
Vælg 5-10 emner, som bedst kendetegner organisationens folkelige forankring og giv evt. en kort beskrivelse af hver (jf. efterfølgende liste)
1. Vi har udarbejdet principper for partnerskab til styrkelse af nord-syd Partnersamarbejde: partnerskabet. Inddragelse af begge partnere 2. I forbindelse med behovsvurderinger diskuterer vi partnerskab og Projektforberedelse og -styring kvalitetssikring, kapacitetsvurdering af partner 3. ECHO Partnerskabsaftale Udenlandske donormidler 4. Udgiver bladet FOLKEHJÆLP, samt andre publikationer om fattigdom, Oplysning og information til Facebook profil og nyhedsbrev til medlemmer. eget folkelige bagland Kampagner: tema, sag, Kampagner; førstehjælp, fattigdom, GO Folkehjælp, Julehjælp. indsamling Involvering af lokalafdelinger samt frivillige. 6. Inddrages i kampagner samt i frivilligt socialt arbejde og førstehjælp. Lokalafdelinger
Eksempler på emner angående folkelig forankring
Medlemsbasi Egenfinansie- Frivillighed Oplysning Mellemfolke- Kontaktflader, s ring ligt arbejde netværk, alliancer Individuelle Kontingenter Frivillige Oplysning og Besøgsrejser Fagligt medlemmer involveret i information til fra syd relevante organisationen eget folkelige institutioner/ s politiske bagland. organisationer arbejde Kollektive Bidrag/gaver Frivillige Oplysning til Besøgsrejser Undervisnings- medlemmer involveret i kredse udover til syd og
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(organisa- organisationen eget bagland uddannelses- tioner) s strategiske institutioner arbejde Individuelle Indsamlinger Frivillige Kampagner: Venskabsarbej Forsknings- bidragydere involveret i tema, sag, -de: institutioner organisationen indsamling, personlige/ s daglige drift organisatoriske og sociale relationer med partnere i syd Kollektive Sponsorater/ Frivillige Fortalervirk- Kulturmødet Kultur- bidragydere fadderskaber involveret i somhed: institutioner (organisa- projektarbejde presse- tioner) meddelelser, lobbyaktivitet, høringer Lokalafdelin- Arv Frivillige, der Foredrag, Involvering af Virksomheder ger udsendes til debatmøder, værtsfamilier opgaver i syd udstillinger, etc. i Danmark konferencer Temagrupper Private Kunstnere, Undervisnings- Udveksling, Ikke ulands- virksomheder foredragshold- materiale studieture specifikke ere og andre, danske der optræder organisationer gratis Medlems- Salg Frivillige Massemedier: Udviklings- Alliancer med grupper protektorer radio, TV, arbejdere, andre ngo’er dagblade, praktikanter, volontører Geografisk Andre danske Frivillige Uge-, fag- og Partnersamar- Faglige/ udbredelse offentlige indsamlere organisations- bejde: tematiske midler blade Inddragelse af netværk i DK begge partnere Decentrale Udenlandske Frivillige Internet, Projektforbe- Moder/søster- aktiviteter donormidler fundraisere hjemmesider redelse og - organisationer og sociale styring medier Demokratisk Grad af egen- Aktivister ved Produktion: Projektfølge- Internationale organisations- finansiering kampagner og Blad/bogudgiv grupper netværk struktur enkelt- elser, film, foto, aktiviteter musik, spil
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Annex C - BUDGET and FINANCING PLAN:
Capacity Building for Water Resource Management and Construction of Communal Latrines EXCHANGE RATE USD 1 = DDK 5,72
Total amount Financing plan Project Other Fund sources
1. Activities - total 425.509 425.509 - 1.1 Opening ceremony 6.149 6.149 1.2 3 day empowerment workshops for 12 villages 245.388 245.388 1.3 1 day follow-up workshop for 12 villages 70.356 70.356 1.4 Construction of 10 latrines for IDPs 42.900 42.900 1.5 Information work in Puntland 18.876 18.876 1.6 Baseline survey and repeat survey 28.600 28.600 1.7 Capacity Building of PAS 13.240 13.240
2. Investment - total 10.296 10.296 - 2.1 Computer laptop 5.720 5.720 2.2 Camera 4.576 4.576
3.Expatriate staff - total - - - 3.1
4. Local staff - total 169.312 169.312 - 4.1 Project manager - full time (12 months at dkk 6864) 82.368 82.368 4.2 Project officer - part time (12 months at dkk 4004) 48.048 48.048 4.3 Accountant - part time (12 months at ddk 2288) 27.456 27.456 4.4 Technical Engineer - part time (4 months at 2860) 11.440 11.440 etc. 5. Local administration - total 51.480 51.480 - 5.1 House rent (12 months at USD 300) 20.592 20.592 5.2 Stationery (12 months at USD 200) 13.728 13.728 5.3 Utilities (12 months at USD 100) 6.864 6.864 5.4 Bank transfer fee 10.296 10.296
6. Project monitoring 56.479 56.479 - 6.1 International return flights CPH-GRW-CPH 14.000 14.000 6.2 Salary for visit (70 hr at ddk 200) 14.000 14.000 6.3 Accomodation (10 nights at USD 45) 2.574 2.574 6.4 Car rental (7 days at USD 125) 5.005 5.005 6.5 Per diem (at dkk 450 per day for 12 days) 5.400 5.400 6.6 Insurance (at dkk 100 per day for 12 days) 1.200 1.200 6.7 Local monitoring of latrine constructions 14.300 14.300 etc. 7. Evaluation visit 68.505 68.505 - 7.1 Two international return flights CPH-GRW-CPH 28.000 28.000
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7.2 Salary for one visits (70 hr at ddk 200) 14.000 14.000 7.3 Accomodation (2 times 10 nights at USD 45) 5.148 5.148 7.4 Car rental (7 days at USD 125) 5.005 5.005 7.5 Per diem (2 persons at dkk 450 per day for 12 days) 10.800 10.800 7.6 Insurance (2 persons at dkk 100 per day for 12 days) 2.400 2.400 7.7 Security (7 days at 50 USD) 2.002 2.002 7.8 Visa 1.150 1.150
8. Information work in Denmark (max 2% of 1-7) 15.370 15.370 - 8.1 Preparation of information and application to NGO-Forum 15.370 15.370 - -
9. Budget margin (max 8% of 1 - 8) 63.756 63.756 - 79695,1 10. Total project expenses 860.707 860.707 -
11. Auditing 17.214 17.214 -
12. Subtotal 877.921 877.921 -
13. Administration in Denmark (max 7% of 12) 61.454 61.454
14. Total 939.375 939.375 -
BUDGET NOTES: No. Description (no. refers to the budget item) 1.1. * Refreshments for 75 persons at a cost of USD 375. Total cost ddk 2145 * Two international Somali TV networks at a cost of USD 400. Total cost ddk 2288 * Two local radios at a cost of USD 200. Total cost ddk 1144
* Two web journals at a cost of USD 100. Total cost ddk 572
1.2. * Three days participant fee for 20 participants at 12 villages at a cost of USD 15 per participant. Total cost ddk 61.776 * Refreshments for 20 participants at three day workshop at 12 village at a cost of USD 3 per participant. Total cost ddk 12.355,20 * Stationary for 20 participants at the three day workshop in the 12 villages at a cost of USD 2 per participant. Total cost ddk 8.236,8 * Facilitator fee for one facilitator for three day workshop in 12 villages at a cost of USD 150 per day. Total cost ddk 30.888 * Per diem for one project manager for three day workshop in 12 villages at a cost of USD 25 per day. Total cost ddk 5.148 * Per diem for one project officer for three day workshop in 12 villages at a cost of USD 25 per day. Total cost ddk 5.148 * Audio visual fee for three day workshop in 12 villages at a cost of USD 75 per day. Total cost ddk 15.444 * Community mobilizer fee for one mobilizer for three day workshop in 12 village at a cost of USD 50 per day. Total cost ddk 10.296 * Rent of two vehicles for 5 days per workshop in the 12 villages at a cost of USD 125 per vehicles per day. Total cost ddk 85.800
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* Venue for the three day workshop in 12 villages at a cost of USD 150 for the three days. Total cost ddk 10.296 * One day participant fee for 20 participants at 12 villages at a cost of USD 15 per participant. Total cost ddk 20.592 1.3 * Refreshments for 20 participants at one day workshop at 12 village at a cost of USD 3 per participant. Total cost ddk 4.118,40 * Stationary for 20 participants at the one day workshop in the 12 villages at a cost of USD 2 per participant. Total cost ddk 2.745,60 * Facilitator fee for one facilitator for one day workshop in 12 villages at a cost of USD 150 per day. Total cost ddk 10.296 * Per diem for one project manager for one day workshop in 12 villages at a cost of USD 25 per day. Total cost ddk 1.716 * Per diem for one project officer for one day workshop in 12 villages at a cost of USD 25 per day. Total cost ddk 1.716 * Audio visual fee for one day workshop in 12 villages at a cost of USD 75 per day. Total cost ddk 5.148 * Community mobilizer fee for one mobilizer for one day workshop in 12 village at a cost of USD 50 per day. Total cost ddk 3.432 * Rent of two vehicles for 2 days per workshop in the 12 villages at a cost of USD 125 per vehicles per day. Total cost ddk 34.320
* Venue for the one day workshop in 12 villages at a cost of USD 50 for one day. Total cost ddk 3.432 1.4. * Construction of 10 latrines at a cost of USD 750 per latrine. Total cost ddk 42.900 1.5. * 12 billboards at a cost of USD 150 per pcs. Total cost ddk 10.296 * Publications: slogans, banners and final report. Total cost ddk 8.580 1.7. * Three Project Fund workshops for 3 participants at a total cost of ddk 1.200 * Transport for PAS members to Copenhagen for their training at a total cost of ddk 4.500 * Six days training of PAS by DPA at a total cost of ddk 7.540 6.7 * Will include visits to project sites and meetings with constructors
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Financing plan
Capacity Building for Water Resources Management and Construction of Latrines
Total amount applied for (= item 14 in budget): 939.375
Divided into the following half-yearly disbursements:
Year 2012 - first half 400.000 - second half 300.000
Year 2013 - first half 239.375 - second half
Year 20xx - first half - second half
Year 20xx - first half - second half
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Fee Schedule The fee schedule must be used if the budget contains payments towards the salaries of the Danish organisation's permanent employees or compensation for lost earnings to volunteers carrying out professional tasks Capacity Building for water Ressource Management and Community Latrines
Activites Name of Hourly fee Overheads Total no. Total fee in consultant Employer Function in project rate (DKK) (DKK) of hours project Camilla Madsen DPA Capacity Building of PAS 290 26 7.540 - - - Subtotal 7.540 Monitoring and evaluation Name of Hourly fee Overheads Total no. Total fee in consultant Employer Function in project rate (DKK) (DKK) of hours project Abdi PAS Three project visits 200 140 28.000 - - - Subtotal 28.000 Project-related information in Denmark Name of Hourly fee Overheads Total no. Total fee in consultant Employer Function in project rate (DKK) (DKK) of hours project Camilla Madsen DPA Writing of articles and application 290 53 15.370 - - - Subtotal 15.370
Grand total 50.910
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