SECRETARY-GENERAL’S PEACEBUILDING FUND PROJECT DOCUMENT TEMPLATE
PBF PROJECT DOCUMENT (Length : Max. 12 pages plus cover page and annexes)
Country (ies): Sri Lanka Project Title: Young Women as Drivers of Peace: Providing 360° Support to Emerging Women Leaders Project Number from MPTF-O Gateway (if existing project): N/A
PBF project modality: If funding is disbursed into a national or regional trust fund x IRF (instead of into individual recipient agency accounts): ☐ PRF ☐ Country Trust Fund ☐ Regional Trust Fund Name of Recipient Fund:
List all direct project recipient organizations (starting with Convening Agency), followed by type of organization (UN, CSO etc): Search for Common Ground (International CSO) List additional implementing partners, Governmental and non-Governmental: The Women’s Resource Center, a CSO based in Kurunegala Muslim Women’s Development Trust ( MWDT), a CSO based in Puttalam Sarvodaya Shanthi Sena, a CSO based in Batticaloa The Muslim Women's Research and Action Forum (MWRAF), a CSO based in Ampara Expected project commencement date1: 1 January 2020 Project duration in months:2 18 months Geographic zones (within the country) for project implementation: The initiative will target the Northwestern districts Kurunegala and Puttalam and the Eastern districts Ampara and Batticaloa. Does the project fall under one of the specific PBF priority windows below: x Gender promotion initiative ☐ Youth promotion initiative ☐ Transition from UN or regional peacekeeping or special political missions ☐ Cross-border or regional project
Total PBF approved project budget* (by recipient organization): Search for Common Ground: $439,906.83 Total: $439,906.83 *The overall approved budget and the release of the second and any subsequent tranche are conditional and subject to PBSO’s approval and subject to availability of funds in the PBF account. For payment of second and subsequent tranches the Coordinating agency needs to demonstrate expenditure/commitment of at least 75% of the previous tranche and provision of any PBF reports due in the period elapsed.
Any other existing funding for the project (amount and source):
1 Note: actual commencement date will be the date of first funds transfer. 2 Maximum project duration for IRF projects is 18 months, for PRF projects – 36 months. 1
PBF 1st tranche (35%): PBF 2nd tranche* (35%): PBF 3rd tranche* (30%): Search: $153,967.39 Search: $153,967.39 Search: $131,972.05 Total: $153,967.39 Total: $153,967.39 Total: $131,972.05 Two-three sentences with a brief project description and succinct explanation of how the project is time sensitive, catalytic and risk-tolerant/ innovative: In the aftermath of the Easter Sunday attacks, the project addresses unresolved peace and security challenges that have strongly re-emerged, specifically relating to limited representation and participation of women, youth, and ethnic minorities in peacebuilding and governance. The project is innovative both in its choice of target groups, informal grassroots youth groups that are often overlooked, and in its methods of engagement, i.e. the Youth 360 methodology, a new and innovative approach developed by Search for Common Ground. With this project, we aim to support emerging women leaders by reversing traditional power dynamics and putting the power to determine resource allocation and define success metrics in the hands of young women leaders. We engage the overlooked majority of grassroots youth groups that are often relatively small and informal but make critical contributions to peace and security. Through the Youth 360 methodology, we provide them access to a tailored mentorship and small grants program that puts the power to determine peacebuilding outcomes in their hands. The aim is to create a new culture of engagement between the international community and young people in the context of peace and security. Our capacity building and mentorship approach leverages digital technologies to ensure we meet these groups where they are, using online platforms such as WhatsApp, to provide mentorship and learning for emerging women leaders. The project will enable collaboration across ethnic and religious divides through collaborative context analysis and collective decision-making. We intend to learn and iterate throughout the process, through ongoing reflection and analysis with the participants to ensure we improve field-wide understanding of good practice in supporting young women’s contributions to peace and security. Summarize the in-country project consultation and endorsement process prior to submission to PBSO, including through any PBF Steering Committee where it exists, including whether civil society and target communities were consulted and how: Search has conducted extensive consultations with all implementing partners (MWRAF, Sarvodaya Shanthi Sena, MWF, and WRC), with national partners, the Office of National Unity and Reconciliation (ONUR), a unit within the Ministry of National Integration and Reconciliation, and local level stakeholders such as the national Youth, Peace, and Security Coalition, youth activists, and gender experts. The concept idea emerged as a result of conversations with PBSO colleagues in NY within the Global Coalition on Youth, Peace, and Security, which has been co-chaired by Search since its inception in 2012. Intensive consultations have happened during the localization of the concept idea, which determined the core issue and identified needs at the national and local levels based on which each partner’s role was defined. During the development of the full proposal, endorsement was gained from national level stakeholders (ONUR), the UNPBF Secretariat in country, including the UN RC, and the Sri Lanka’s President’s Office, who is part of the UNPBF Steering Committee. Respective signatures collected from the main stakeholders cement their endorsement of the proposal. Project Gender Marker score: GM33 Specify % and $ of total project budget allocated to activities in direct pursuit of gender equality and women’s empowerment: $362,896.59 i.e 82,49% of the total budget
3 Score 3 for projects that have gender equality as a principal objective and allocate at least 80% of the total project budget to Gender Equality and Women’s Empowerment (GEWE) Score 2 for projects that have gender equality as a significant objective and allocate at least 30% of the total project budget to GEWE Score 1 for projects that contribute in some way to gender equality, but not significantly (less than 30% of the total budget for GEWE) 2
Project Risk Marker score: 14
Select PBF Focus Areas which best summarizes the focus of the project (select ONLY one):5 This project contributes to focus area 2: National reconciliation, democratic governance and conflict prevention/ management; and supports the UN Security Council Resolution 1325 and 2250.
If applicable, UNDAF outcome(s) to which the project contributes: Outcome 2: Good Governance, rule of law, human rights, and gender equality.
If applicable, Sustainable Development Goal to which the project contributes: SDG5 (gender equality), SDG 10 (reduced inequalities), SDG 16 (peace, justice, and strong institutions), SDG17
If applicable, National Strategic Goal to which the project contributes: Reconciliation of Sri Lanka’s Peacebuilding Priority Plan, 2016. i.e. Sri Lankan society with peaceful co-existence and a sense of belonging. Type of submission: If it is a project amendment, select all changes that apply and provide a brief justification: X New project ☐ Project amendment Extension of duration: ☐ Additional duration in months (number of months and new end date): Change of project outcome/ scope: ☐ Change of budget allocation between outcomes or budget categories of more than 15%: ☐ Additional PBF budget: ☐ Additional amount by recipient organization: USD XXXXX
Brief justification for amendment: Note: If this is an amendment, show any changes to the project document in RED colour or in TRACKED CHANGES, ensuring a new result framework and budget tables are included with clearly visible changes. Any parts of the document which are not affected, should remain the same. New project signatures are required.
4 Risk marker 0 = low risk to achieving outcomes Risk marker 1 = medium risk to achieving outcomes Risk marker 2 = high risk to achieving outcomes 5 PBF Focus Areas are: (1.1) SSR, (1.2) Rule of Law; (1.3) DDR; (1.4) Political Dialogue; (2.1) National reconciliation; (2.2) Democratic Governance; (2.3) Conflict prevention/management; (3.1) Employment; (3.2) Equitable access to social services (4.1) Strengthening of essential national state capacity; (4.2) extension of state authority/local administration; (4.3) Governance of peacebuilding resources (including PBF Secretariats)
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PROJECT SIGNATURES:
Oscar Fernandez-Taranco
19 November 2019
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I. Peacebuilding Context and Rationale for PBF support (4 pages max) a) A brief summary of conflict analysis findings as they relate to this project, focusing on the driving factors of tensions/conflict that the project aims to address and an analysis of the main actors/ stakeholders that have an impact on or are impacted by the driving factors, which the project will aim to engage. This analysis must be gender- and age- sensitive. Decades of war have created deep divisions and mistrust among Sri Lankan communities. Despite major peacebuilding gains in recent years, including institutional strengthening, commencing a transitional justice process and fast-tracking resettlement, the underlying issues and causes that initially triggered the conflict such as limited representation and participation of women, youth, and ethnic minorities in peacebuilding and governance remain largely unresolved. This is evident from the heightened inter-ethnic and inter-religious tensions following the Easter Sunday attacks, which exposed and sharpened the deep divides that continue in Sri Lanka. Kurunegala, Puttalam, Ampara, and Batticaloa, which were each in their own way still grappling with the effects of the civil war,6 now became the scene of attacks on Easter Sunday and have been hot spots for violent incidents since,7 including torching of muslim-owned businesses, desecration of religious sites, and violent riots. The attacks have brought new conflict drivers to prominence and increased vulnerabilities for several communities. This volatile environment disproportionately affects the women in these communities, many of whom depend only on themselves, with a minimum of 25% female- headed households across the four districts.8 This reinforces their existing vulnerabilities which include lack of information on missing relatives, displacement from their land, economic deprivation, psychological trauma, and vulnerability to sexual violence and exploitation. Tamil- Sinhala tensions continue in these districts. For example, in Batticaloa and Ampara, Tamil women have noted that the presence of security establishments with large numbers of Sinhala male soldiers in close proximity to civilian settlements adds to their feeling of insecurity.9 Since the Easter bombings, Muslim-Sinhala tensions have risen sharply. After the attacks, Muslim women are at a greater risk of being singled out. As a visible minority due to customs of dress, Muslim women face severe backlash at schools, hospitals, and in government offices and students expressed fear of female Muslim students and teachers. While women are uniquely affected, they are also uniquely positioned to bridge these divides. Women’s visibility in community activities is remarkably higher than that of men at the local level.10 However, Sri Lanka’s entrenched patriarchal system means that there is a lack of space and opportunity for all women to speak up and participate in governance and peacebuilding. Women face a lack of recognition, support, and appreciation from spouses and family members. There is uneven distribution of family responsibilities and women often bear the brunt of household duties and childbearing. Formal peace structures such as the District Reconciliation Committees and Interfaith Forums provide minimal space and opportunity for women and young people to participate. Even where institutions boast a reasonable level of representation of women such as in the Transitional Justice and Reconciliation Consultative Task Force, the Office
6 International Crisis Group, Sri Lanka’s Conflict-affected Women: Dealing with the Legacy of War,, https://www.crisisgroup.org/asia/south-asia/sri-lanka/289-sri-lankas-conflict-affected-women-dealing-legacy-war 7 Al Jazeera, Sri Lanka orders nation-wide curfew amid anti-Muslim riots, https://www.aljazeera.com/news/2019/05/sri-lanka- nationwide-curfew-crowds-attack-mosques-190513144625670.html 8 Household Income and Expenditure Survey 2016, Department of Census and Statistics, p 72. http://www.statistics.gov.lk/HIES/HIES2016/HIES2016_FinalReport.pdf 9 International Center for Ethnic Studies, Sex Ration and Vulnerability in Eastern Provinces, http://ices.lk/wp- content/uploads/2018/11/Sex-Ratio-and-Vulnerability-Book-No-2.pdf, p34. 10 https://www.helvetas.org/downloads/empowering_women_in_community_leadership_and_political_participation.pdf 5 for Missing Persons, and the Office of Reparation, socio-economic and cultural barriers, such as restrictions on movement, negative perceptions about women who speak up, and traditional perceptions on employment appropriate for women - often linked to gendered religious values, prevent women from taking un an active role in formal and informal peace structures. Women who have been appointed to these formal committees are usually elder women from affluent, urban families. In contrast, young women, who are often very active at the community level through informal groups, are disengaged from formal governance and peacebuilding processes.11 While they recognize the need for a peaceful society, they either do not feel empowered to contribute or they lack understanding of how they can contribute.12 During the 30-year civil war and insurgencies, women were at the forefront of demanding an end to the war and were involved in peacebuilding efforts including conducting joint conflict analysis, early warning, preventive action plans and advocacy for non-violent solutions.13 Their focus in the last 10 years shifted to supporting transitional justice and economic and constitutional reforms due to a shift in international donors’ attention in these spheres, a perception that the end of the war brought peace to the country and there was no further need to invest in peacebuilding, and a perception that the transitional justice process was a process for Tamil people only, which caused disengagement from other ethnic groups. Due to this shift young women have not been exposed to peacebuilding tools, such as joint conflict analysis, preventive action plans and interest-based advocacy, and lack the capacities to design and implement community-led peacebuilding initiatives. Furthermore, they do not have the capacity, networks, and connections to mobilize resources for peacebuilding, more so because these young women are often part of informal groups which donors struggle to support because of stringent financial regulations. They have not had access either to resources through the donor community or capacity building from in-country senior women activists to support their participation in peacebuilding. This group faces double discrimination, both due to the patriarchal system which looks negatively on independent women in leadership positions and a culture which denounces the agency of young women. Heightened inter-ethnic tensions demonstrate the need to refocus investments on conflict transformation which bridges ethnic and religious divides, including supporting critical peacebuilding skills, tools, and capacity for women, especially young women who are new to this space, to advance community-level peaceful co-existence. By ensuring we engage that half of the population that has historically been left out and provide them access to tailored support that recognizes their needs and constraints, we shift gendered stereotypes and contribute to more inclusive communities. Building on these young women’s shared experiences of exclusion across ethnic and religious divides, we can support an emerging cohort of young women agents for change, who have the potential to become advocates for peaceful co-existence in their communities. b) A brief description of how the project aligns with/ supports existing Governmental and UN strategic frameworks, how it ensures national ownership and how the project builds on any previous phase of PBF support and/or any concrete lessons learned. Governmental framework: Sri Lanka’s Peacebuilding Priority Plan (PPP) is organized across four pillars: transitional justice, reconciliation, governance, and resettlement. The PPP mentions the importance of engaging women in peacebuilding mechanisms as this group is “at the heart of peacebuilding and constructing an inclusive society”. The PPP stresses the importance of
11 https://www.cfr.org/event/progress-toward-parity-global-gains-womens-political-participation-0 12 Sarvodaya Annual Report, https://www.sarvodaya.org/publications/annual-report-201516-2 13 Groundviews, Do Women Play a Role in Sri Lanka’s Reconciliation? Gender Dynamics in the Transition from War to Peace, https://groundviews.org/2012/08/21/do-women-play-a-role-in-sri-lankas-reconciliation-gender-dynamics-in-the-transition-from- war-to-peace/#_ftn5 6 ensuring that women have access to resources, the right to participation, and the ability and space to contribute to statebuilding. This project contributes directly to this aim by strengthening the knowledge and skills of young women in leadership and peacebuilding tools and by facilitating their access to decision-making on peace and security. This is closely aligned to the first three strategic priorities within the PPP. By supporting emerging women leaders to identify and respond to local conflicts, the project directly contributes to the PPP’s aim of increasing youth engagement in peacebuilding under its reconciliation outcome and will address gaps in the mobilization and empowerment of young women, who have been largely left out of the peacebuilding process. UN frameworks: This initiative feeds into the priorities outlined under UNPBF priority Area 2, i.e. promoting coexistence and supporting the peaceful resolution of conflict, more specifically to advance conflict prevention and management. The project contributes to enabling peacebuilding initiatives that enhance social cohesion and women’s empowerment. Conflict prevention has seen a decrease in support since 2016, although recent events show that investments in this area are timely and necessary. The road to reconciliation has proven difficult and needs more investments. Few initiatives have sought to directly bring young women into the peacebuilding fold, many of whom have not had access to training on peacebuilding tools and initiatives in the post-conflict context. The consortium team seeks to advance UNSCR 1325 and recognizes the unique perspectives of young women and girls and aims to elevate their voices in the male- dominated Sri Lankan society. We support the localization of UNSCR 2250 by recognizing the positive contributions young people are already making to peace and security in Sri Lanka and expanding the space for them to continue to do so. Lessons learnt through past projects: There is limited interest among informal youth groups to engage in traditional awareness raising trainings. These groups prefer skills-based and participatory initiatives that leverage creative approaches and experiential learning. The project prioritizes innovative approaches combining outdoor adventures, challenges, and exchanges and creating opportunities for the emerging women leaders to act on what they have learnt. Furthermore, we have found that building on common interests is essential to encourage collaboration across religious and ethnic divides. Rather than telling the participants to work on particular issues we take them through a process of sustained engagement that empowers them to prioritize issues that they find important and is more likely to socialize norms promoting reconciliation. The initiative will provide multiple opportunities for the participants to meet, learn, and dialogue both online and offline so the project participants stay connected and continue to exchange and learn from one another. Our work with young people has shown that from the onset they need to be given a clear and active role in the process which allows them to decide on what kind of activity they should implement. This is especially relevant for small grants to ensure that the ‘adults’ do not become gatekeepers and limit the participation of youth. Finally, our past work engaging women leaders, through the Women in Leadership and Learning project14 funded by the Australian High Commission and the Women in Local Governance project funded by the US Department of State, has revealed that they rarely have the opportunity to express themselves freely, and when given the opportunity often self-censor themselves for fear of being considered too assertive and unfeminine. We will ensure young women have the networks and peer support from likeminded women and men to take up their leadership role. Coaching and mentoring is essential in ensuring this process rather than tutoring and teaching young women.
14 Final Evaluation: Women in Learning and Leadership, Search for Common Ground, https://www.sfcg.org/will-women- learning-leadership/ 7
c) A summary of existing interventions in the proposal’s sector by filling out the table below.
Project name Donor and Project focus Difference from/ (duration) budget complementarity to current proposal Women in Learning Phase 1: The project supports The project will invite the elected and Leadership Australian locally elected women leaders that participated in (Implemented by High women to engage the WILL project to engage in the Search) Commission; with the political project as experienced women Phase 1: Dec 2016 to decision-making leaders. Additionally we will aim August 2018 Phase 2: process in to obtain their support for the Phase 2: Jan 2020 to European Kurunegala, implementation of small grants. June 2021 Union, Ampara, Jaffna, and $730,752 Badulla Empowering women UNPBF Conducted in 5 The project builds on the findings and youth to Provinces (Northern, of The Potential of Young participate in Budget: $1.2 Eastern, Southern, Leaders and Volunteers in Violent peacebuilding and million Central, North Extremism in Sri Lanka report governance Western). and will engage the Youth Peace processes/mechanisms Panel in the learning activities. /efforts. (Implemented We will coordinate closely with jointly by the UN the Youth4Youth implementers project lead and around the community-led UNFPA) activities to ensure synergies and 2017 -2020 avoid duplication.
Addressing sexual UNPBF Conducted in 3 We will encourage the emerging bribery and sexual Provinces (Northern, women leaders to engage the exploitation Budget: $1.5 North Western, local implementing partners in the experienced by million North Central). context assessments to identify military widows and the local issues they wish to FHH. (Implemented address. jointly by the UN project lead and UNFPA) 2018 -2020 Social Cohesion and USAID Peacebuilding and We will coordinate the Reconciliation empowering women community-level activities in Activity (SCORE) Budget not is a cross-cutting Ampara and Batticaloa. (Implemented by publicly issue throughout the Global Communities) available SCORE program.
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II. Project content, strategic justification and implementation strategy (4 pages max Plus Results Framework Annex) a) A brief description of the project content – in a nutshell, what are the main results the project is trying to achieve, the implementation strategy, and how it addresses the conflict causes or factors outlined in Section I (must be gender- and age- sensitive). Search proposes to pilot a new approach to enhancing emerging women leaders’ contributions to peacebuilding, Youth 360, which 1) understands young women in Sri Lanka as peacebuilders; 2) acknowledges how young women organize and are active in various social and political groups; and 3) puts the power to determine peacebuilding outcomes in the hands of young women; in this way effectively 4) shifting the way the international community understands and scales initiatives engaging young women leaders as positive change agents. By applying these programming principles, the project aims to empower emerging women leaders to collaboratively identify local issues relating to peace and security, collectively design responses, and define their own success metrics in support of enhancing peaceful co-existence in their communities. Finally, the project will engage male champions at different intervals during project implementation, recognizing the potential support function men, including young men, have through their networks with local government structures and civil society leaders. Outcome 1: Emerging women leaders have increased knowledge and skills to carry out a collaborative context assessment, and design and implement inclusive peacebuilding initiatives based on this assessment “Acknowledging young women as peacebuilders” Current conflict dynamics in Sri Lanka are highly fluent and addressing their causes requires collaborative approaches. The selected young women (A1.1) will be supported to collaboratively analyze key driving factors of conflict and opportunities for strategic interventions. This involves young people in agenda-setting for peace and security interventions and allows for greater collective impact of youth efforts. To ensure that young women of different backgrounds are able to engage each other as equals in this exercise, they will have access to tailored workshops on Collaborative Leadership and the Common Ground Approach to conflict transformation (A1.2). The two 2-day workshops will urge participants to step out of their comfort zone, and work collaboratively to complete challenge-based activities. This approach encourages respecting differences, enhances empathy for the ‘other’, and encourages finding collaborative solutions. This will result in a common understanding about peacebuilding and young people’s role in addressing security challenges. Collaborative Context Assessments (A1.3) will provide the young women hands-on experience discussing peace and security with men and women of all ages in their communities using peacebuilding tools. The assessment will clearly identify points of tension, current conflicts, and the stakeholders involved, male or female, as well as entry points for peacebuilding interventions. This process will enable young women’s collaboration across ethnic and religious divides. This collaborative process lays the ground for young women to achieve collective impact, which will continue throughout the project, instead of contributing to a further splintering and atomization of their initiatives. Young women will be engaged in the validation of the final outcome documents and (predominantly male) power-holders influencing peace and security will have a chance to provide comments. Outcome 2: Emerging women leaders have developed and implemented community-level peacebuilding initiatives leveraging local resources leading to increased peace dividends in the target communities. “Putting the power to determine peacebuilding outcomes in the hands of young women”
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Even well-intentioned partnerships between international actors and local youth frequently create power dynamics where the international actors have most of the decision-making power. We intend to ensure that young women themselves determine which peacebuilding initiatives are most relevant in their own context. The young women who have participated in the context assessments will be invited to propose initiatives and will then collectively determine which initiatives receive support, based on the context analysis. The selection and implementation of young-women led initiatives (A2.2) will be supported by small grants and a mentorship program. The small grants are deliberately tailored to the needs of emerging women leaders within these small youth groups. The young women will be supported by their mentors in reaching out to other, often predominantly male, stakeholders such as local business owners, local authorities, and other CSO representatives to ensure their buy-in, explore additional financial or in-kind support, and build more local ownership, all the while engaging men in shifting gendered stereotypes. Recognizing that the majority of youth groups making contributions to peace and security are relatively small and informal, grant recipients will be required to report on the grant initiatives through a simple template. All groups, including those not selected, will be offered support to raise additional funds via online crowdfunding. The grant recipients will participate in a structured mentorship program (A2.3) led by the experienced women leaders and receive support on (1) understanding impact, (2) fundraising, (3) organizational management, and (4) financial management. The mentorship program will leverage digital technologies such as WhatsApp or online courses, meeting the young women where they already are, in delving more deeply into the selected topics. This will reduce the barriers to supporting emerging women leaders within small, informal youth groups, including those in remote locations. For participants who do not have access to a smartphone we will ensure weekly phone conversations or in-person meetings to discuss the same topics. To ensure a high-quality mentorship program, Search and its partners will organize a mentorship training for 50 experienced (both young and older) women leaders (A2.1) through which they will learn how to support the emerging leaders in their endeavors. The training will draw upon the Common Ground Approach curriculum, which focuses on respecting differences and acting on commonalities, with a focus on active listening. In addition, the emerging women leaders will be given the opportunity to broaden their networks and meet their peers through cross-district networking and exchange visits (A2.4). Our experience in Sri Lanka has shown that exchange visits are key to create empathy for the “other's” views and realities and contributes to enhancing insight into peacebuilding. Four visits to another target district will each provide the opportunity to 35- 40 emerging women leaders to learn about the realities of that place. The visit will be carefully designed in a manner that will allow the participants to get to know each other, share their experiences, visit locations of significance, meet people who have been affected by war or violence, and identify issues that are of mutual interest to them. Outcome 3: Increased knowledge among decision-makers and peacebuilding and governance organizations in Sri Lanka of the positive role emerging women leaders can play in peacebuilding initiatives in their communities and how to support them in leading community-level peacebuilding initiatives “Understanding and scaling initiatives engaging young women leaders as positive change agents” The action will use evidence-based approaches to introduce new norms for meaningful youth engagement and investment to sustain the YPS agenda through Learning, dissemination and consultations (A3.1). Two young researchers, one man and one woman, will collaborate closely with the emerging leaders throughout the project duration to document best practices through a
10 learning paper. We prioritize this approach since they are more likely to engage the emerging women leaders as peers, allowing for more open exchange and easier understanding of experiences. The researchers will be hired through a call for applications inviting young people (18-29) with experience of peacebuilding and research and/or evaluations. This approach builds on Search’s extensive experience leading youth-led research and leverage Search’s Youth-Led Research toolkit. If needed, we will hire an experienced evaluator to act as a coach to the young researchers. The learning will inform other youth-led and women-focused initiatives within Search and will be disseminated through the Global Coalition on Youth, Peace, and Security in which Search, UN-PBSO, and UNOY Peacebuilders, are co-chairs. A closed-door donor meeting of key peacebuilding donors in Sri Lanka will discuss the findings of the learning paper and explore future investments. A national-level Final Workshop (A3.3) will bring together participants from all project locations to share their experiences and lessons learnt with policy- makers and other stakeholders. This will serve as an opportunity for the emerging women leaders to have their voices heard and influence national level policy-making, as well as share the project findings with a broad range of stakeholders for learning and integration in future activities. b) Provide a project-level ‘theory of change’ – i.e. explain the type of change envisaged by the project and how do you expect the project interventions to lead to results and why have these interventions been selected. What are the assumptions that the theory is based on? IF emerging women leaders have access to resources, technical support and networks for peacebuilding that recognize young women's particular needs and the particular ways in which young people organize, and IF they increasingly design, lead, and implement inclusive peacebuilding initiatives based on their own assessment of their own context, THEN young women will be increasingly respected as positive agents of change, AND the ability of communities to which they belong to transform conflict without violence will be increased, BECAUSE inclusive and locally-driven peacebuilding approaches will ensure buy-in from all parties to the solution. c) Project result framework, outlining all project outcomes, outputs, activities with indicators of progress, baselines and targets (must be gender- and age- sensitive). Use Annex B; no need to provide additional narrative here. d) Project targeting and sequencing strategy – provide justification for geographic zones, criteria for beneficiary selection, expected number and type of beneficiaries and justification, timing among various activities, any measures to ensure coherence and connection between outcomes, and any other information on implementation approach (must be gender- and age-sensitive). No need to repeat all outputs and activities from the Result Framework. Geographic zones: The initiative will target the Northwestern districts Kurunegala and Puttalam and the Eastern districts Ampara and Batticaloa. Kurunegala is 90% Sinhalese and 10% Muslim, while the Puttalam district has a 70% - 30% balance. In Ampara 43.5% are Muslim, 17.4% Tamil, 38% Sinhalese, while in Batticaloa 72.6% are Tamil and 25.5% Muslim. The districts in these two regions were selected since Sinhala - Muslims tensions in the North West and Muslim - Tamil tensions in the East have heightened since Easter. The districts were chosen because of their close geographic proximity to enable local partners to support each other. In both regions a Muslim women’s organization has been selected to enable the mobilization of young Muslim women across districts. There is a presence of strong women’s organizations, which are well networked, with whom we will partner to address issues of women’s participation in peace and governance. All four districts have been hot spots in the aftermath of the Easter Sunday attacks
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and violence has risen sharply. Lastly, locations have been chosen because there have been few interventions to support women’s peacebuilding. Beneficiary selection: The direct beneficiaries of this project will be 35-40 emerging women leaders, (ages 18-29) from each of the four target districts active in formal or informal social or political groups who have been active in addressing community level issues. Search together with its partners will launch an open call for young women to submit short motivation statements for their participation in this initiative. In addition to promoting the call on relevant online and offline platforms, the local partners will be responsible for mobilizing their networks and reaching out directly to harder-to-reach young women to invite them to apply. Representatives from the local partners will engage the applicants in interviews to debrief their application and orient them on the program objectives to ensure the young women have strong buy-in to the project goal. Participants must indicate an interest in peacebuilding, be willing to travel, and be open to new experiences. The final selection will ensure a balance of more and less “connected” young women, different ethnicities, ages, and educational backgrounds. The CSO partners will ensure access to young women from all ethnic and religious groups. The emerging women leaders will be supported by experienced women leaders with a background in areas including peacebuilding, organizational leadership, movement building, women’s empowerment and/or Gender Based Violence. The candidates will be selected based on their level of influence, being a moderate voice, and willingness to invest time. The experienced women leaders will be identified by Search and its partners leveraging relationships through previous projects. We will identify different "profiles" we want to see among the experienced women leaders, such as women with political influence, women with influence in the private sector or in local communities, women with influence in media, including young women with both more and less influence, and manually make sure the participant group includes this diversity. Coherence and connection between outcomes: The impact of this project is achieved by working towards a set of layered outcomes as visualized below. By selecting and training a group of diverse young women leaders, we enable young women with different backgrounds to collaboratively determine the most appropriate interventions to address conflict dynamics in their own contexts. By providing them with technical as well as financial support to implement these interventions, we create opportunities for locally-driven peacebuilding.
Participant Selection A1.1
Outcome 1 Collaborative Leadership and Common Ground Approach Workshops A1.2
Collaborative Context Assessments A1.3
Mentorship Women-led Cross-district Outcome 2 training Community Mentorship networking and exchange visits (A2.1) Peacebuilding Program (A2.3) Initiatives (A2.2) (A2.4)
Learning, Final Workshop 12 Outcome 3 Dissemination, and (A3.2) Consultations (A3.1) III. Project management and coordination (4 pages max) a) Recipient organizations and implementing partners – list direct recipient organizations and their implementing partners (international and local), specifying the Convening Organization, which will coordinate the project, and providing a brief justification for the choices, based on mandate, experience, local know-how and existing capacity. Also fill out the table below for each recipient organization:
Agency Total Sources of budget Location of No. of existing Highlight any budget (which donors, etc) in-country staff, of which in existing expert staff 2018 offices project zones of relevance to project
Search $627,29 US State Department Main office in 12 full-time staff 5 peacebuilding 9.30 UNDP, Humanity and Colombo, of which 2 are experts. 2 WPS Inclusion regional office based in project experts. in Ampara locations
WRC $29,401 UNWomen, CARE, One office in 5 full-time staff, 3 programmatic .00 FOKUS, the Norwegain Kiriwaula, all of which are staff. One expert on Embassy, Women and Thorayaya located in the gender equality, Media Collective project location. women’s empowerment, and WPS
MWDT $58,31 UNDP, Women Action One office in 7 full-time staff, 1 women's 1.22 Network, Jaffna Social Colombo including mobilization expert, Action Center, three field one GBV expert, FOKUS, ISD, IDEA officers. and three WPS experts.
Sarvod $10,50 UNDP, UNVolunteers Head office in 22 staff, all of 3 peacebuilding and aya 03.24 Search, United Moratuwa, which are based GBV experts Shanthi Religions Initiative, with project close to the Sena Karuna Foundation, location office project location. Bill Cook Foundation. in Batticaloa
MWR $98,13 Diakonia, USAID – One office in 9 staff members, 2 peacebuilding AF 6.14 SDGAP, Individuals’s Maruthamunai including 4 staff experts, 1 WPS personal contributions based close to the expert, 4 project location. programmatic experts.
b) Project management and coordination – present the project implementation team, including positions and roles and explanation of which positions are to be funded by the project (to which percentage). Explain project coordination and oversight arrangements and ensure link with PBF Secretariat if it exists. Fill out project implementation readiness checklist in Annex C and attach key staff TORs. The Project Management Team (PMT) will be accountable for ensuring effective and efficient implementation and is responsible for quality control, monitoring and reporting, finance and procurement, and communications in accordance with UN procedures and national standards.
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The PMT will comprise of Search’s Country Director (25 %), Head of Programs (25%), and Project Manager (100%). They will be supported by the Project Officer (50%) who will ensure programmatic quality and reputable field operations and the Monitoring and Evaluation Coordinator (25%) who will ensure sound M&E. The PMT will receive administrative and financial support from the Admin and Finance staff lead by the Head of Finance and Admin (25%), and including the Finance Coordinator (50%), Admin Coordinator (25%), and Driver (25%). Search’s Children and Youth Project Manager will provide expertise to the project including during the startup, implementation, evaluation, and dissemination phases to support piloting and scaling a new way of engaging young people as partners in peacebuilding. The Asia Regional team, which includes the Regional Director, the Regional Finance Controller, the Regional Program Coordinator, and the Senior Regional DM&E Specialist, will provide needs-based grants management and implementation quality support. Each partner will be responsible for the activities in their respective districts, including initial orientation and mobilization, workshops on leadership and CGA, collaborative assessments and supporting the implementation of the small grants including coaching and mentoring. The local CSOs will be the first point of contact for the participating women at the project locations. The proposed consortium team possesses a unique set of complementary skills and expertise to ensure top programmatic quality, rigorous monitoring and evaluation, and sound financial management. Project coordination and oversight arrangements: As part of the start-up phase, an initial planning meeting will be conducted between Search, the CSO partners, the ONUR, and the PBF Secretariat to discuss overall strategies, sensitivities in the current context, and how to coordinate with other peacebuilding initiatives. This group will continue to meet quarterly to coordinate around the project progress and adjust based on learnings or a changing context. Informal meetings with the PBF and ONUR will take place on a regular basis to share project updates and seek insights, when relevant. The project management committee, including Search and partners, will oversee the project implementation. This committee will serve as a coordination platform between Search and CSO partners and will meet on a quarterly basis to coordinate activities and monitor the implementation progress, discuss possibilities for improvements, and plan upcoming activities. Financial monitoring is undertaken by Search, leveraging the following systems: online accounting procedures for cost verification; regular Budget vs. Actuals control; internal audit and compliance; and an online world class payment approval system. c) Risk management – assess the level of risk for project success (low, medium and high) and provide a list of major project specific risks and how they will be managed, including the approach to updating risks and making project adjustments. Include any Do No Harm issues and project mitigation. Risk Level Contingency Plan The security situation in Low The project team will closely monitor the operating environment Ampara, Kurunegala, to and decide on any adjustments to programming and operations in Puttalam or Batticaloa, mediu case staff or participants are exposed to physical risk. Should a escalates causing an m major outbreak of violence occur, we remain flexible to relocate outbreak of violence in activities to safe communities or will temporarily suspend one of the target areas. activities, in agreement with UNPBF, until safety can be assured. Women participants are Low Most activities are organized at the district level to ensure the unable to participate in to participation of young women. Flexibility has been built into the activities outside of their mediu design to ensure the proposed trainings and dialogues suit the home town due to social m needs of the participants, including providing space for / cultural issues chaperones, ensuring online participation for certain activities, and providing alternatives for child care if needed. Dissatisfaction is created Mediu The selection process will be communicated clearly with all
14 by only part of m project participants to avoid confusion. All participants will be participants receiving supported to find crowd-funding support for their ideas. The funding for initiatives project team will proactively reach out to harder-to-reach young and the project women and ensure inclusion of young women with varying reinforces elitism levels of experience and "connectedness" to participate in through a non-inclusive leadership workshop. The leadership workshop at the beginning selection process. of the project serves to create a more level playing field. Key male stakeholders Mediu Search and its CSO partners will identify key government, civil do not want to m society, and private sector stakeholders who have a direct impact participate in the project on the success of this project and will meet with them regularly activities supporting the to actively seek their support and collaboration and avoid a young women backlash against the emerging women leaders. Presentations will leverage Common Ground principles and seek to show that women are not a threat and that enhancing their capacities serves the needs of both men and women in the target areas. The project team will share how power holders can participate in the project for example through the validation process of the Collaborative Context Assessments. d) Monitoring and evaluation – What will be the M&E approach for the project, including M&E expertise in the project team and main means and timing of collecting data? Include a break-down of M&E budget that the project is putting aside, including for collection of baseline and end line data for indicators and for an independent evaluation. Search’s M&E team will work closely with the young women leaders in order to track progress against the indicators. Through a collaborative process, Search will ensure participatory M&E for the small grants initiatives ($5,555), capture most significant change stories ($2,777), and conduct an assessment with power holders and community leaders ($4,663) and an external final evaluation ($15,555) using both qualitative and quantitative data with reasonable sample size to measure project outcomes and outputs against expected results. The M&E process will be led by Search´s in-country M&E Coordinator and will be technically supported by the Senior Regional DM&E Specialist of the Institutional Learning Team (ILT). Search will use a participatory monitoring method through which the key outcomes of the project will be measured. These include building capacity of selected emerging women leaders to implement initiatives for peace, their leadership ability to engage with diverse stakeholders including men to collaboratively address issues in their community and the extent to which the lessons learnt from this initiative are taken on board by government and donor agencies. Community-level conflict transformation through young-women led initiatives: The proposed methodology will overturn traditional power dynamics whereby international actors define progress. Instead the young women participating in the project will determine their own indicators of success for the issues that they identified. They will be encouraged to think of “everyday” indicators of peace15 as well as more traditional measurements. The baseline value for these indicators will be collaboratively established by the young women, the research team and Search M&E team. These will then be monitored during the project implementation period using the Most Significant Change (MSC) Approach. Respect for young women leaders as positive change agents: The young researchers (A3.1) will carry out an assessment after the context analysis with the key (often male) power holders
15 Although this project will not use the Everyday Peace Indicators methodology, primarily for reasons of cost, we will rely on the idea of understanding peace through everyday experiences 15 that are identified to understand their perceptions of women peacebuilders. The assessment will be repeated at the end of the project as part of the final evaluation. The quantitative data provided by the assessment will be supplemented by KIIs and FGDs with selected stakeholders. A sample of community members and stakeholders who support or attend the small grant initiatives will be surveyed after every event to capture their impression and reflection. The final evaluation will be conducted by a professional external evaluator who will work closely with the young researchers to include the changes documented through MSC during the research process into the evaluation findings. The evaluation will include FGD, KII, and surveys for data collection. The evaluation will map out key learnings from the project, including intended and unintended results and draw recommendations that can inform other peacebuilding interventions in Sri Lanka. As an open-source organisation with a commitment to transparency and advancing learning, Search will share the action’s M&E products through professional networks, such as our evaluations website and DM&E for Peace platform to foster peer learning and sharing with other international organisations. e) Project exit strategy/ sustainability This action recognizes that youth organize in a myriad of ways. Informal groups often emerge around a particular issue and dissolve when that issue is resolved. Rather than investing in setting up formal youth organizations we aim to support young people to implement initiatives with sustainable impact. The sustainability of the development of this new approach in peacebuilding lies in its continuation. The project itself can be easily closed once all the activities have been completed, including the initiatives led by young women, but it also offers a springboard to greater sustainability in the long run. Sustainability of young women’s initiatives: Through our research, we know that young people are frequently challenged by demonstrating the impact of their initiatives. This can contribute to a cycle of under-resourced initiatives which do not achieve their full potential. By providing technical as well as financial support to young women-led initiatives, this project increases the likelihood of these initiatives achieving sustainable impact. Because of the focus on young women leaders, the capacity building provided through the project will continue to make an impact on young women’s abilities to act beyond the lifetime of the project itself. Continued support to young women in Sri Lanka: The project tests a new way of investing in peacebuilding in Sri Lanka, one which inverts traditional power structures by putting significant power in the hands of young women. Search will use this project to garner further interest in investing in young Sri Lankan women’s peacebuilding initiatives using the Youth 360 methodology. This could be through a local multi-donor fund, or through the identification of one or two key donors. We will inform key potential donors of the project during its implementation. We will engage key peacebuilding donors around the final learning paper which is expected to provide convincing evidence for the effectiveness of our approach, as well as recommendations to improve and scale the project. At the end of the project, will hold a closed- door donor meeting of key peacebuilding donors in Sri Lanka to discuss the findings of the learning paper and discuss future investments. Creating a new culture of engagement: Leveraging the learning paper from this project, we intend to use the pilot as an opportunity to garner wider interest in the Youth 360 methodology. Search’s Children and Youth team is currently exploring whether we can set up a global incubator fund and is developing partnerships with donors, UN agencies, and international NGOs to further mainstream the principles underlying the Youth 360 methodology. At the same time, we are rolling Youth 360 out as a core part of our programming with young people around the world.
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IV. Project budget If helpful, provide any additional information on projects costs, highlighting any specific choices that have underpinned the budget preparation, especially for personnel, travel or other indirect project support, to demonstrate value for money for the project. Proposed budget for all projects must include funds for independent evaluation. Proposed budget for projects involving non-UN direct recipients must include funds for independent audit. State clearly in how many tranches the budget will be provided and what conditions will underpin the release of a second or any subsequent tranche. Standard approach is two tranches for UN recipients and three tranches for non-UN recipients with the second tranche being released upon demonstration by the project (by the Coordinating Agency on behalf of the project and through the Resident Coordinator’s Office or PBF Secretariat) that the first tranche has been expensed or committed to at least 75% between the recipients and upon completion of any regular PBF reports due in the period elapsed. Additional tranches or conditions may be added depending on the project context, implementation capacity, and level of risk. Fill out two tables in the Excel budget Annex D.
The staffing costs that have been budgeted to ensure smooth implementation of the project, amount to 28% of the total budget. As highlighted in the “Project management and coordination” section, the team is composed of 100% local staff including programmatic and technical support staff. The allocated budget for staffing is explained through the need to integrate a robust support team with expertise in peacebuilding programming, finance, admin, and technical support to ensure we have the necessary capacity to implement a complex project, implementing a new approach, in four different project locations, that requires strong finance and admin support to implement the four sub-grants for local implementing partners as well as the small grants mechanism. Search implements complex peacebuilding projects looking to shift norms, attitudes and social behavior. These objectives require strong relationships and collaboration with a set of actors who have different levels of buy-in to the project. Search’s staff will conduct regular consultations with power-holders, especially male power-holders who have the potential to impact the success of the project, to ensure their buy-in, continued support, and to avoid backlash to the emerging women leaders. Our staff, specifically the Country Director and Head of Programs contribute directly to the success of the activities through building and expanding relationships with relevant local and international CSOs and government stakeholders, as well as ensuring the implemented activities build on local and global lessons learnt. They ensure qualitative implementation in compliance with internal grants management guidelines and policies, and building on internal proven successful methodologies (conducting youth-led research, ensuring youth engagement and participation in peacebuilding, conducting capacity building leveraging the CGA, opening spaces for dialogue and dialogue facilitation, supporting youth in design and implementation of community-level peacebuilding initiatives.) Support by thematic experts: The Youth Expert within the Children and Youth Department in Search, provides technical support to guarantee qualitative participation of young people in the initiative and ensure the implementation is evidence-based. The expert offers a formation during the start-up of the project on the Youth 360 methodology for key staff and CSO partners who will be responsible for the implementation of the initiative, supports the conceptualization of the project activities, and support reflection about lessons learnt to advance the project methodology. He ensures that the innovations that we advance through the pilot initiative are captured and that the best 17 practices and lessons learnt that we draw influence the way the international community collaborates with young people in the context of peace and security. The Children and Youth department has led a number of initiatives to support the participation of youth in peacebuilding and peace processes, and has been co-chair on the Global Coalition on Youth, Peace, and Security, with UN-PBSO, and UNOY Peacebuilders, since its inception in 2012. ILT Support: ILT provides technical support to ensure all Search programs integrate meaningful learning at all levels. The Asia Senior Regional DM&E Specialist ensures quality M&E products are developed based on methodological rigor and that we enhance our understanding of how changes occur, as well as ensure total adherence to “Do No Harm” principles in all monitoring systems. The ILT team supports reflective learning by ensuring rigorous monitoring and evaluation (M&E) of the project in order to reflect on the project implementation process, capture and speak to results, identify lessons learned and develop further action plans to ensure smooth project implementation and improve project efficiency and effectiveness. The M&E process is technically supported by the Senior Regional DM&E Specialist within ILT and led by Search’s in-country M&E Project Coordinator, who will regularly monitor the project’s progress, including through regular, structured yet informal check-ins with mentors. He will be supported by the Senior Regional DM&E Specialist for the conceptualization of the M&E Plan, M&E tools and methodologies and guide the project team throughout the preparation and implementation of project activities. He ensures quality for all M&E products and that activities are linked to learning, as well as ensures OECD norms and standards are respected in the monitoring and evaluation of the project.. Asia Regional Team support: The Asia Regional team provides oversight and quality support for the initiative. The team consists of the Regional Director, the Regional Finance Controller, and the Regional Project Coordinator. Each of them have a specific set of skills and expertise that can be leveraged based on implementation gaps that are identified during project implementation. The regional team will deploy regional staff based on the needs and gaps identified by the staff in-country. Two regional trips have been allocated for the Asia Regional Team. A staff of the regional team will travel to the country at key project implementation intervals to support the grants management and implementation of the activities, and support adjustments as needed. The Asia regional staff will ensure the initiative complies with all donor requirements and Search internal policies, ensures program quality, builds staff capacity, and provides support when the program needs to be adjusted based on lessons learnt. The IT expert ensures the upkeep of our IT and communication systems, which is central to the implementation of the initiative. The costs linked to logistics (travel, accommodation, per diem) have been calculated based on actual time spent in-country, particularly for regional and international travel that will be conducted by members of the regional team and by the Youth expert. Each of them will provide support during key moments of the project implementation to ensure the quality of the project and that implementation stays on track. Therefore, two regional trips have been budgeted for the Asia Regional Team and two international missions have been budgeted for the Youth Expert. The regional controller will ensure financial management and reporting for the project is conducted according to internal and UN standards, while the Youth expert will ensure the project is attuned to the needs of young women, builds on learnings from Search’s other youth peacebuilding programs globally and that learnings from this initiative are integrated in Search’s youth-focused programs elsewhere.
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Annex A.1: Project Administrative arrangements for UN Recipient Organizations
(This section uses standard wording – please do not remove)
The UNDP MPTF Office serves as the Administrative Agent (AA) of the PBF and is responsible for the receipt of donor contributions, the transfer of funds to Recipient UN Organizations, the consolidation of narrative and financial reports and the submission of these to the PBSO and the PBF donors. As the Administrative Agent of the PBF, MPTF Office transfers funds to RUNOS on the basis of the signed Memorandum of Understanding between each RUNO and the MPTF Office.
AA Functions
On behalf of the Recipient Organizations, and in accordance with the UNDG-approved “Protocol on the Administrative Agent for Multi Donor Trust Funds and Joint Programmes, and One UN funds” (2008), the MPTF Office as the AA of the PBF will:
● Disburse funds to each of the RUNO in accordance with instructions from the PBSO. The AA will normally make each disbursement within three (3) to five (5) business days after having received instructions from the PBSO along with the relevant Submission form and Project document signed by all participants concerned; ● Consolidate the financial statements (Annual and Final), based on submissions provided to the AA by RUNOS and provide the PBF annual consolidated progress reports to the donors and the PBSO; ● Proceed with the operational and financial closure of the project in the MPTF Office system once the completion is completed by the RUNO. A project will be considered as operationally closed upon submission of a joint final narrative report. In order for the MPTF Office to financially closed a project, each RUNO must refund unspent balance of over 250 USD, indirect cost (GMS) should not exceed 7% and submission of a certified final financial statement by the recipient organizations’ headquarters); ● Disburse funds to any RUNO for any costs extension that the PBSO may decide in accordance with the PBF rules & regulations.
Accountability, transparency and reporting of the Recipient United Nations Organizations
Recipient United Nations Organizations will assume full programmatic and financial accountability for the funds disbursed to them by the Administrative Agent. Such funds will be administered by each RUNO in accordance with its own regulations, rules, directives and procedures.
Each RUNO shall establish a separate ledger account for the receipt and administration of the funds disbursed to it by the Administrative Agent from the PBF account. This separate ledger account shall be administered by each RUNO in accordance with its own regulations, rules, directives and procedures, including those relating to interest. The separate ledger account shall be subject exclusively to the internal and external auditing procedures laid down in the financial regulations, rules, directives and procedures applicable to the RUNO.
Each RUNO will provide the Administrative Agent and the PBSO (for narrative reports only) with:
Type of report Due when Submitted by Semi-annual project progress15 June Convening Agency on behalf of all implementing report organizations and in consultation with/ quality assurance by PBF Secretariats, where they exist
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Annual project progress report15 November Convening Agency on behalf of all implementing organizations and in consultation with/ quality assurance by PBF Secretariats, where they exist End of project report coveringWithin three months fromConvening the Agency on behalf of all implementing entire project duration operational project closure organizations and in consultation with/ (it can be submitted instead quality assurance by PBF Secretariats, of an annual report if where they exist timing coincides) Annual strategic peacebuilding1 December PBF Secretariat on behalf of the PBF Steering and PBF progress report Committee, where it exists or Head of UN (for PRF allocations Country Team where it does not. only), which may contain a request for additional PBF allocation if the context requires it
Financial reporting and timeline
Timeline Event 30 April Annual reporting – Report Q4 expenses (Jan. to Dec. of previous year) Certified final financial report to be provided by 30 June of the calendar year after project closure
UNEX also opens for voluntary financial reporting for UN recipient organizations the following dates 31 July Voluntary Q2 expenses (January to June) 31 October Voluntary Q3 expenses (January to September)
Unspent Balance exceeding USD 250, at the closure of the project would have to been refunded and a notification sent to the MPTF Office, no later than six months (30 June) of the year following the completion of the activities.
Ownership of Equipment, Supplies and Other Property
Ownership of equipment, supplies and other property financed from the PBF shall vest in the RUNO undertaking the activities. Matters relating to the transfer of ownership by the RUNO shall be determined in accordance with its own applicable policies and procedures.
Public Disclosure
The PBSO and Administrative Agent will ensure that operations of the PBF are publicly disclosed on the PBF website (http://unpbf.org) and the Administrative Agent’s website (http://mptf.undp.org).
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Annex A.2: Project Administrative arrangements for Non-UN Recipient Organizations
(This section uses standard wording – please do not remove)
Accountability, transparency and reporting of the Recipient Non-United Nations Organization:
The Recipient Non-United Nations Organization will assume full programmatic and financial accountability for the funds disbursed to them by the Administrative Agent. Such funds will be administered by each recipient in accordance with its own regulations, rules, directives and procedures.
The Recipient Non-United Nations Organization will have full responsibility for ensuring that the Activity is implemented in accordance with the signed Project Document;
In the event of a financial review, audit or evaluation recommended by PBSO, the cost of such activity should be included in the project budget;
Ensure professional management of the Activity, including performance monitoring and reporting activities in accordance with PBSO guidelines.
Ensure compliance with the Financing Agreement and relevant applicable clauses in the Fund MOU.
Reporting:
Each Receipt will provide the Administrative Agent and the PBSO (for narrative reports only) with:
Type of report Due when Submitted by Bi-annual project progress report15 June Convening Agency on behalf of all implementing organizations and in consultation with/ quality assurance by PBF Secretariats, where they exist Annual project progress report15 November Convening Agency on behalf of all implementing organizations and in consultation with/ quality assurance by PBF Secretariats, where they exist End of project report coveringWithin three months fromConvening the Agency on behalf of all implementing entire project duration operational project closure organizations and in consultation with/ (it can be submitted instead quality assurance by PBF Secretariats, of an annual report if where they exist timing coincides) Annual strategic peacebuilding1 December PBF Secretariat on behalf of the PBF Steering and PBF progress report Committee, where it exists or Head of UN (for PRF allocations Country Team where it does not. only), which may contain a request for additional
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PBF allocation if the context requires it
Financial reports and timeline
Timeline Event 28 February Annual reporting – Report Q4 expenses (Jan. to Dec. of previous year) 30 April Report Q1 expenses (January to March) 31 July Report Q2 expenses (January to June) 31 October Report Q3 expenses (January to September) Certified final financial report to be provided at the quarter following the project financial closure
Unspent Balance exceeding USD 250 at the closure of the project would have to been refunded and a notification sent to the Administrative Agent, no later than three months (31 March) of the year following the completion of the activities.
Ownership of Equipment, Supplies and Other Property
Matters relating to the transfer of ownership by the Recipient Non-UN Recipient Organization will be determined in accordance with applicable policies and procedures defined by the PBSO.
Public Disclosure
The PBSO and Administrative Agent will ensure that operations of the PBF are publicly disclosed on the PBF website (http://unpbf.org) and the Administrative Agent website (http:www.mptf.undp.org)
Final Project Audit for non-UN recipient organization projects
An independent project audit will be requested by the end of the project. The audit report needs to be attached to the final narrative project report. The cost of such activity must be included in the project budget.
Special Provisions regarding Financing of Terrorism
Consistent with UN Security Council Resolutions relating to terrorism, including UN Security Council Resolution 1373 (2001) and 1267 (1999) and related resolutions, the Participants are firmly committed to the international fight against terrorism, and in particular, against the financing of terrorism. Similarly, all Recipient Organizations recognize their obligation to comply with any applicable sanctions imposed by the UN Security Council. Each of the Recipient Organizations will use all reasonable efforts to ensure that the funds transferred to it in accordance with this agreement are not used to provide support or assistance to individuals or entities associated with terrorism as designated by any UN Security Council sanctions regime. If, during the term of this agreement, a Recipient Organization determines that there are credible allegations that funds transferred to it in accordance with this agreement have been used to provide support or assistance to individuals or entities associated with terrorism as designated by any UN Security Council sanctions regime it will as soon as it becomes aware of it inform the head of PBSO, the Administrative Agent and the donor(s) and, in consultation with the donors as appropriate, determine an appropriate response.
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Non-UN recipient organization (NUNO) eligibility:
In order to be declared eligible to receive PBF funds directly, NUNOs must be assessed as technically, financially and legally sound by the PBF and its agent, the Multi Partner Trust Fund Office (MPTFO). Prior to submitting a finalized project document, it is the responsibility of each NUNO to liaise with PBSO and MPTFO and provide all the necessary documents (see below) to demonstrate that all the criteria have been fulfilled and to be declared as eligible for direct PBF funds.
The NUNO must provide (in a timely fashion, ensuring PBSO and MPTFO have sufficient time to review the package) the documentation demonstrating that the NUNO: ⮚ Has previously received funding from the UN, the PBF, or any of the contributors to the PBF, in the country of project implementation ⮚ Has a current valid registration as a non-profit, tax exempt organization with a social based mission in both the country where headquarter is located and in country of project implementation for the duration of the proposed grant. (NOTE: If registration is done on an annual basis in the country, the organization must have the current registration and obtain renewals for the duration of the project, in order to receive subsequent funding tranches) ⮚ Produces an annual report that includes the proposed country for the grant ⮚ Commissions audited financial statements, available for the last two years, including the auditor's opinion letter. The financial statements should include the legal organization that will sign the agreement (and oversee the country of implementation, if applicable) as well as the activities of the country of implementation. (NOTE: If these are not available for the country of proposed project implementation, the CSO will also need to provide the latest two audit reports for a program or project based audit in country.) The letter from the auditor should also state whether the auditor firm is part of the nationally qualified audit firms. ⮚ Demonstrates an annual budget in the country of proposed project implementation for the previous two calendar years, which is at least twice the annualized budget sought from PBF for the project16 ⮚ Demonstrates at least 3 years of experience in the country where grant is sought ⮚ Provides a clear explanation of the CSO’s legal structure, including the specific entity which will enter into the legal agreement with the MPTF-O for the PBF grant.
16 Annualized PBF project budget is obtained by dividing the PBF project budget by the number of project duration months and multiplying by 12. 23
B: Project Results Framework (MUST include sex- and age disaggregated data) Outcomes Outputs Indicators Means of Verification/ indicator milestones frequency of collection Outcome 1: Emerging women leaders Outcome Indicator 1 a Pre-and post-test, After the training is have increased knowledge and skills to % of participating emerging women leaders with follow up monitoring finished, follow up after carry out a collaborative context increased knowledge and skills on collaborative data, testimonials of three months, and final assessment, and design and implement leadership and conflict transformation (data participants and final evaluation inclusive peacebuilding initiatives based disaggregated by age, ethnicity, location) evaluation on this assessment Baseline: To be determined (TBD) after pre-test Target: 30% increase from pre-test value SDG 5, SDG 10, SDG 16 Outcome Indicator 1 b Pre- and post-test, 12th month % of trained women who are able to share an example testimonials of In line with Recommendation 62 from of when they have taken up a leadership role in participants, follow up UPR (2012) “Give special attention to the engaging with other community and government monitoring and final rights of women and further promote stakeholders to address issues that have been identified evaluation education and development and their in the collaborative context assessments. representation in politics and public life.” Baseline: 0 Target: 60% of all participating emerging women leaders Output 1.1: 140 emerging women Output Indicator 1.1.1 Activity report, 3rd month leaders selected; two two-day # of emerging women leaders identified (disaggregated List of women leaders collaborative leadership and common by age, ethnicity, and religion) identified from each ground approach workshops district conducted Baseline: 0 Target: at least 140 Output Indicator 1.1.2: Attendance sheet and 6th month List of activities under this Output: # of emerging women leaders trained on collaborative workshop report. Activity 1.1 Participant Selection; leadership and conflict transformation through the Activity 1.2 Collaborative collaborative leadership and Common Ground Leadership and Common Ground Approach workshops (disaggregated by age, ethnicity, Approach Workshops and religion)
Baseline: 0 Target: 140 Output 1.2 One collaborative Output Indicator 1.2.1 Attendance sheet, 8th month of the project context assessment conducted per # of women leaders who context assessment period district participated in collaborative context assessment reports
Baseline: 0 List of activities under this Output: Target: at least 84 (60%) out of 140 in total Activity 1.3: Collaborative Context Output Indicator 1.2.2 Context assessment 8th month of the project Assessments % of participating emerging women leaders who reports, final meeting of period indicate agreement with the final outcome document of presentation, and the collaborative context assessments (disaggregated attendance sheet
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by age, location, activity sector).
Baseline: 0 Target: 80% of the emerging women leaders who participate in the collaborative context assessments Outcome 2: Emerging women leaders Outcome Indicator 2 a Proposals for initiatives, 14th month and final stage have developed and implemented # of participating emerging women leaders who have activity implementation of the project community-level peacebuilding leveraged (can cite actual examples and facts) local reports, testimonials of initiatives leveraging local resources resources to design and implement peacebuilding participants and final leading to increased peace dividends in initiatives. evaluation. the target communities. Baseline: 0 Target: 50% from the total 140 SDG 5, SDG 10, SDG 16, SDG 17 Outcome Indicator 2 b list of indicators defined Between 10th -18th month % of emerging women leaders who achieve their self- by the young women and final reporting (Any Universal Periodic Review of defined indicators of success through the small grants leaders, and final Human Rights (UPR) recommendation (disaggregated by age, ethnicity, and religion) evaluation that this Outcome helps to implement and if so, year of UPR) Baseline: 0 Target: 50% from the total 140 In line with Recommendation 63 from Outcome Indicator 2c Post-event feedback 14th month and final UPR (2012) “(a) Pursue its programs to % of community members who have been engaged from community leases, reporting develop former conflict zones in order to through the women-led community-level peacebuilding final evaluation/endline bring afflicted communities at par with initiatives that attest that the leadership and survey/Testimonials those living in other provinces of the engagement of emerging women leaders has positively from respondents country.” and in line with recommendation contributed to resolving local issues or conflicts 64 “Continue to strengthen its activities to (disaggregated by gender, age, ethnicity, and religion) ensure there is no discrimination against ethnic minorities in the enjoyment of the Baseline: 0 full range of human rights, in line with the Target: 75% comments of the Committee on Economic, Output 2.1: 50 experienced women Output Indicator 2.1.1 Name list of selected Once during the training Social and Cultural Rights, the Committee leaders selected; one training on # of experienced women leaders trained on coaching women leaders as on the Elimination of Racial coaching and mentoring organized and mentoring skills to support and empower emerging mentors, attendance Discrimination, the Committee on the women leaders to design and implement community- sheet and training report Rights of the Child, and the Committee on level peacebuilding initiatives (disaggregated by age, and training modules the Elimination of Discrimination Against List of activities under this Output: ethnicity, and religion) Women.” Activity 2.1 Mentorship training for experienced women leaders; Baseline; 0 Target: 50 Output Indicator 2.1.2 Follow-up monitoring 5th month onwards % of trained women leaders that have conducted report, coaching and mentoring or coaching sessions (disaggregated by age, mentoring session’s ethnicity, and religion) attendance sheets
Baseline:0 Target: at least 80% of the trained mentors Output 2.2: small grants per district Output Indicator 2.2.1 Selected proposal for 12th month disbursed and reported on. # of women-led community level peacebuilding small grants, Small
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initiatives implemented by the emerging women grant contract, leaders through a small grant. implementation report List of activities under this Output: Activity 2.2: Selection and Baseline:0 implementation of young women- Target: At least 4 projects in each district led initiatives. Output Indicator 2.2.2 Activity reports , 14th month # of community members participating in the women- attendance sheets led community-level peacebuilding initiatives (disaggregated by gender, age, ethnicity, and religion).
Baseline: 0 Target: At least 30 persons per event Output 2.3: Mentorship sessions Output Indicator 2.3.1 Attendance sheets of Start from 6th month conducted # of emerging and experienced women leaders mentoring and coaching participating in the mentorship session (disaggregated meeting List of activities under this Output: by age, location, ethnicity, religion) Activity 2.3 Mentorship Program Baseline: 0 Target: At least 120 Output Indicator 2.3.2: Follow up monitoring Start from 14th month % of emerging women leaders who attest that the testimonials. coaching sessions have supported them to succeed in Final evaluation developing community-level inclusive peacebuilding initiatives. (disaggregated by district, age, and ethnicity)
Baseline: 0 Target: 75% from the total women participating in the small grant initiatives Output 2.4 cross-district networking Output Indicator 2.4.1 Attendance sheet, 12th month and exchange visits organized each # of cross-district networking and exchange visits activity report engaging 10 participants from each conducted (disaggregated by age, ethnicity, and district. religion)
Baseline: 0 List of activities under this Output: Target: 4 Activity 2.4: Cross-district Output Indicator 2.4.2 Attendance sheet 12th month Networking and Exchange Visits. # of emerging women leaders participating in the cross-district networking and exchange visits (disaggregated by sex, ethnicity, religion, and district)
Baseline: 0 Target: 140 (four exchange visits) Output Indicator 2.4.3 Follow-up monitoring 12th month and final % of emerging women leaders who state that the cross- and post activity evaluation reporting district networking and exchange visits have expanded evaluation and final their networks with peers from other age groups, evaluation ethnicities, religions, or locations
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Baseline: 0 Target: 70% from participating emerging young women in the cross- district networking and exchange visits. Outcome 3: Increased knowledge Outcome Indicator 3 a Meetings report, context 14th month among decision-makers and # of power holders from the target districts (identified analyses report and peacebuilding and governance through the collaborative context assessments) who final evaluation organizations in Sri Lanka of the have started developing partnerships with emerging positive role emerging women leaders women leaders to advance community-level can play in peacebuilding initiatives in peacebuilding initiatives. (disaggregated by gender, their communities and how to support age, ethnicity, religion, and position) them in leading community-level peacebuilding initiatives Baseline: TBD after the context analysis Target at least 2 of those identified SDG 5, SDG 10, SDG 16 Indicator 3 b Final evaluation/endline 14th month # of decision-makers and peacebuilding and survey, KIIs and case In line with Recommendation 63 from governance institutions who have expressed an interest studies UPR (2012) “(b) seek which tangible to build on the knowledge generated through the support the international community, project. (disaggregated by gender, age, ethnicity, and particularly States in a position to do so, religion) may extend to assist Sri Lanka in bridging these gaps in order to enhance the effective Baseline: 0 realization of the full range of human Target: at least 2 rights for all Sri Lankans.” Output 3.1: One learning paper Output Indicator 3.1.1 Activity report and Throughout the project developed # of learning sessions held to document best practices attendance sheet period Baseline: 0 Target: At least 1 in each district List of activities under this Output: Output Indicator 3.1.2 copy of the learning 15th month Activity 3.1: Learning, # of learning papers produced and disseminated. Paper dissemination, and consultations Baseline: 0 Target: 1 Output Indicator 3.1.3 Meeting report and 15th month # of closed-door donor meetings among key attendance sheet peacebuilding donors conducted
Baseline: o Target: 1 Output 3.2: One national-level final Output Indicator 3.2.1 Workshop report. Quick 15th month workshop conducted % of participants who attest that they have a better survey among understanding of the role emerging women play to participants advance peace and reconciliation as a result of their participation in the final workshop. (disaggregated by gender, age, ethnicity, and religion)
List of activities under this Output: Baseline: 0 Activity 3.2: Final workshop Target: 60% participating in the final workshop
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Output Indicator 3.2.2 Attendance sheet, 15th month # of participants in the final workshop (disaggregated participants details by age, gender, ethnicity, religion, t district , institutional affiliation (such as policy makers), government authorities, civil society groups and women’s groups)
Baseline:0 Target: 120
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Annex C: Checklist of project implementation readiness
Question Yes No Comment 1. Have all implementing partners been identified? If not, what steps remain and proposed timeline Yes 2. Have TORs for key project staff been finalized and ready to advertise? Please attach to the submission Yes ToRs are attached in annex 3. Have project sites been identified? If not, what will be the process and timeline The project target districts Kurunegala, Puttalam, Batticaloa, and Ampara, have been identified in consultation with the implementing partners. During the first month of the project the project team will select 2-3 divisional level locations within these districts in which the project activities will take place. The selection will be based on the partners’ access to those areas, the locations’ vulnerability to inter-ethnic and religious tensions, and the presence of active youth networks and groups. Care will be taken to ensure that the locations are in close proximity to each other within the district to enable the participants to easily meet each other on a regular basis.
4. Have local communities and government offices been consulted/ sensitized on the existence of the project? Government officers, particularly those Please state when this was done or when it will be done. from the Office for National Unity and Reconciliation, have been consulted on the project design and objectives during the proposal development process to obtain their buy-in and support. Provincial and district level government officers will be briefed about the project and invited by
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the local implementing partners for orientation sessions in the project locations at the start of the project. The Project Manager and Project Coordinator will communicate regularly with all relevant government stakeholders in the project locations to ensure their continued buy-in and support for the project. 5. Has any preliminary analysis/ identification of lessons learned/ existing activities been done? If not, what The project builds on lessons learnt analysis remains to be done to enable implementation and proposed timeline? through past youth peacebuilding, women- focused and women’s empowerment initiatives implemented by Search for Common Ground and its partners. The project implementation will be launched with a baseline study. The project integrates collaborative context assessments conducted by the emerging women leaders to inform the focus of their peacebuilding initiatives. 6. Have beneficiary criteria been identified? If not, what will be the process and timeline. Yes Preliminary criteria have been identified, as detailed in the target group section of the proposal narrative, in consultation with the implementing partners. The beneficiaries criteria will be refined during the inception phase, i.e. the first three months of the project, in consultation with the PBF secretariat and implementing partners. 7. Have any agreements been made with the relevant Government counterparts relating to project The Office for National Unity and implementation sites, approaches, Government contribution? Reconciliation was briefed on the proposal and they have approved the selected locations. As evidence they have
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signed the project signatures page. 8. Have clear arrangements been made on project implementing approach between project recipient Yes Recipient organizations have been closely organizations? involved in the design of the project including consulting them on young women from the project locations’ particular needs, ensuring agreement on their Scope of Work, and discussing coordination mechanisms to ensure smooth project implementation. 9. What other preparatory activities need to be undertaken before actual project implementation can begin N/A and how long will this take?
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Annex D: Detailed and UNDG budgets (attached Excel sheet)
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Annex E: Terms of Reference Key Positions
Job Description
General Information
Title of the position: Project Manager
To be recruited Name of the holder of the position:
Organisation: SEARCH FOR COMMON GROUND
Project/Departement: Search - Sri Lanka
Marisa Fernando, Head of Programs Supervisor:
Category/Scale:
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Summary of the position
The Project Manager will be responsible for the management of all project activities. H/she has responsibility for all project deliverables and needs to ensure that they are conducted in a timely and effective manner. He/ She will work closely with all project partners and give them the required guidance and support to conduct project activities adhering to best practices, the common ground principles and the agreed upon working modalities. He /she will manage the Project Coordinator recruited as part of this project. He/She will visit all the project locations on a regular basis and maintain good relationships with relevant stakeholders in the project locations and ensure that they are regularly informed about the project activities.
The position holder reports to the Head of Programs
Revision Written/ Updated Revision Date
2.0 08/2019 08/2019
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Responsibilities
I. Project Management
● Overall management of all project activities and ensuring that they are done in a timely and effective manner and have responsibility for all project deliverables ● Coordinate and work closely with all project partners. Ensure that they are aware of project activities, report accordingly and follow financial requirements. ● Contribute to the trainings and facilitate the dialogues and meetings as needed at the district level. ● Visit project locations on a regular basis. ● Maintain good relationships with relevant stakeholders in the project locations and ensure that they are regularly informed about project activities. ● Coordinate with Search – Sri Lanka’s Communications Officer as well as headquarters to profile and provide visibility for project learnings and outcomes. ● Coordinate with consultants who will be supporting the project. This includes development of TORs, interviews, follow-up on assignments and completion of tasks. ● Perform general grant administration functions such as planning and managing project related expenses and conducting budget revisions in consultation with the Head of Finance and Administration and after approval from the Country Director. ● Work closely with the M&E Coordinator for regular monitoring of project
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activities and assessment of the overall goals of the project. ● Support the Head of Programs to produce timely and quality narrative reports of the project.
As job descriptions cannot be exhaustive, the position holder may be required to undertake other duties that are broadly in line with the above key duties.
Equipment, material and support required for the position holder
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Job Description
General Information
Title of the position: Project Officer
To be recruited Name of the holder of the position:
Organisation: SEARCH FOR COMMON GROUND
Project/Departement: Search - Sri Lanka
Project Manager (to be recruited) Supervisor:
Category/Scale:
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Summary of the position
The Project officer will support the Project Manager in the implementation of project activities as well as on the day-to-day finance and administration needs. H/she will support the Project Manager, to coordinate with partners and engage key stakeholders in the project locations. The work will be divided based on language capacities and the needs of the partners. Considerable time will be spent in the project locations guiding partners in their activities.
The position holder reports to the Project Manager
Revision Written/ Updated Revision Date
2.0 08/2019 08/2019
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Responsibilities
I. Project Management
● Coordinate and work closely with the Project Manager to support project partners to carry out the activities. ● Support the Project Manager in the day-to-day administrative and finance related activities. ● Visit project locations on a regular basis. ● Maintain good relationships with relevant stakeholders in the project locations and ensure that they are regularly informed about project activities. ● Perform general grant administration functions such as planning and managing project related expenses and conducting budget revisions, in coordination with the Head of Finance and Administration and with the approval of the Country Director. ● Support the Head of Programs when needed, with project follow up and reporting.
As job descriptions cannot be exhaustive, the position holder may be required to undertake other duties that are broadly in line with the above key duties.
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Equipment, material and support required for the position holder
Job Description
General Information
Title of the position: Children and Youth Program Manager
Sölvi Karlsson Name of the holder of the position:
Organisation: SEARCH FOR COMMON GROUND
Project/Departement: Children and Youth Division
Saji Prelis Supervisor:
Category/Scale:
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Summary of the position
The Children and Youth Program Manager will be responsible for overall technical support of the Youth 360 components of this initiative. This will include providing technical assistance in the overall young women leadership aspects including capacity development, mentorship, training, coaching, and the small grant-making process. This technical assistance will be provided in two specific ways. First, through in-country support to the team and partners during design and launch phases of the project as well as final review phase. Secondly, via remote assistance to the team and partners as a cost share expense. While technical assistance is provided, this position will not be responsible in day-to-day implementation and management efforts.
The position holder reports to the Director of Children & Youth Division with close collaboration with the Country Director and Program Manager.
Revision Written/ Updated Revision Date
2.0 08/2019 08/2019
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Responsibilities
I. Technical Assistance
• Co-design capacity development activities that include elements of training and mentoring efforts. • Co-design mentorship process and guidance for mentors. • Co-design grant-making approach to ensure youth ownership of the process.
II. Coaching and mentorship to the team
• Provide capacity building on young women engagement and partnership to project team and partners to help ensure local young women ownership of the process. • Monthly check-ins with project staff and partners to support adaptation of the processes to on-the-ground realities as needed.
III. Disseminating project outcomes and learning • Ensure learning outcomes of the project inform Search’s work with young women around the world. • Using learning outcomes of the project to inform global-level guidance for the peacebuilding field, in partnership with key partners from the Global Coalition on Youth, Peace and Security.
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As job descriptions cannot be exhaustive, the position holder may be required to undertake other duties that are broadly in line with the above key duties.
Equipment, material and support required for the position holder
• Airline tickets for in-country support visits (at least 2, each 5-10 days). • Approximately 15 days FTE totalling approximately $4500.
Job Description
General Information
Title of the position: Country Director
Nawaz Mohammed Name of the holder of the position:
Organisation: SEARCH FOR COMMON GROUND
Project/Departement: Search Sri Lanka
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Rajendra Mulmi Supervisor:
Category/Scale:
Summary of the position
The Country Director (CD) provides strategic oversight for program conducted in Sri Lanka by Search for Common Ground through providing senior-level management support. He supports the project team to develop relationships at the national level particularly with relevant policy makers to enhance the effectiveness of the project interventions. Key Search staff, including the Head of Programs and Head of Finance and Admin report to the CD. He supports them with technical and managerial advice on the implementation of project activities. He ensures Search – Sri Lanka follows all required financial and auditory requirements.
Revision Written/ Updated Revision Date
2.0 08/2019 08/2019
Responsibilities
● Provide overall guidance to the project team and ensure that programs are implemented according to donor regulations. ● Make strategic links with other donors, international organizations as well as other government agencies which are working on youth and peace related activities and keep them informed about this initiative on a regular basis. ● Lead the steering group meetings.
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● Give overall conceptual guidance for the modules which are being developed. ● Support the research team in carrying out their activities and guide them to capture the overall learnings of the project. ● Look for ways on how the project can be up scaled or continued beyond the project period based on the learnings.
As job descriptions cannot be exhaustive, the position holder may be required to undertake other duties that are broadly in line with the above key duties.
Equipment, material and support required for the position holder
Job Description
General Information
Title of the position: Head of Programs
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Marisa Fernando Name of the holder of the position:
Organisation: SEARCH FOR COMMON GROUND
Project/Departement: Search - Sri Lanka
Nawaz Mohammed Supervisor:
Category/Scale:
Summary of the position
The Head of Programs is responsible to ensure that all project activities implemented by Search as well as the partners’ are conducted according to the values and principles of the Common Ground Approach and that no harm is caused. She will oversee the Project Manager as well as the Manager for M&E. She plays a lead role in the development of all capacity building modules, particularly those related to collaborative leadership, the Common Ground Approach, and the collaborative context assessments, as well as the TOTs for these activities. She will work together with the Project Manager in the development and finalization of all project reports.
The position holder reports to the Country Director.
Revision Written/ Updated Revision Date
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2.0 08/2019 08/2019
Responsibilities
● Has overall responsibility for all project deliverables. ● Ensure compliance with donor regulations. ● Ensure that timely and result oriented reports are developed for the donors. ● Engage in identifying key lessons learnt and supports the research team to develop a final report which captures best practices and lessons learnt. ● Work together with other partners to develop an effective dissemination plan that captures the results as well as the learnings of the project. ● Contribute to the training and coaching and facilitate workshops as needed. ● Work closely with the M&E Manager for regular monitoring of project activities and assessment of the overall goals of the project. ● As part of the Project Management Team, manage and supervise staff assigned to this project. ● Analyze the changing conflict dynamics in the project locations and inform appropriate responses using available resources in consultation with the Country Director. ● Promote the vision and objectives of Search and its focus on promoting young women as potential change agents for peace.
As job descriptions cannot be exhaustive, the position holder may be required to undertake other duties that are broadly in line with the above key duties.
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Equipment, material and support required for the position holder
Job Description
General Information
Title of the position: Finance Coordinator
Ms. Deepamala Jegajeevanaraj Name of the holder of the position:
Organisation: SEARCH FOR COMMON GROUND
Project/Departement: Search - Sri Lanka
Ms. Rajini Suthagar Supervisor:
Category/Scale:
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Summary of the position
The Finance Coordinator supports the Head of Finance and Admin and the Project Manager on all programmatic finance-related matters, including program financial management, program financial reporting, program payments, and spending projections. She works closely with the project partners and coaches them on financial procedures and financial management to ensure compliance with Search internal policies and donor requirements.
Revision Written/ Updated Revision Date
2.0 08/2019 08/2019
Responsibilities
● Supporting the Project Manager in overall budget management. ● Supporting the partners to understand Search and the donor’s financial and procurement procedures and guiding them to comply with these regulations. ● Carrying out the day-to-day financial management tasks such as data entry into the finance system and conducting bank payments related to the project. ● Developing financial reports for the donor. ● Preparation of monthly financial reports and month end schedules. ● Providing support to conduct partner audits.
As job descriptions cannot be exhaustive, the position holder may be required to undertake other duties that are broadly in line with the above key duties.
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Equipment, material and support required for the position holder
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